AUSTIN POLICE DEPARTMENT
WEST POINT LEADERSHIP ACADEMY
FINAL EXAMINATION PAPER
Restoring motivation, satisfaction and performance to employees subject to
Internal Affairs Investigations using the West Point Leadership Theories,
Strategies and the Leaders Problem Solving Model.
Submitted by: Detective Keith A Reynolds
Date: June 13, 2001
Introduction:
As part of my course completion requirements for the West Point Leadership Academy, I
am presenting this paper using the theories, strategies, and the Leader’s Problem Solving Model
learned during this course to address one of my areas of interest concerning the Austin Police
Department Internal Affairs case classification “ Inconclusive.”
Area of Interest:
At present, cases investigated by Internal Affairs are subject to a final classification at the
completion of the investigation. These classifications are Sustained, Inconclusive, Exonerated,
and Unfounded. The final classification I will deal with in my presentation and this paper, is the
final classification “ Inconclusive.”
Inconclusive is defined in the Austin Police Department General Orders as: Insufficient
evidence either to prove or disprove the allegation(s). As defined in the Austin Police
Department General Orders, the definition of the term Inconclusive” has been described by some
employees as “ subjective.” Although the definition seems clear, there is still much concern
from employees about their perception of the term and the perception of others. Members of the
upper management have also voiced a concern that ‘Inconclusive” is used too often and at times,
does not fit the facts of the case. Some employees feel that “ Inconclusive” being a subjective
term, tends to make employees feel that they were not believed during their investigations and
there is no closure to the investigation. Although the definition of the term “Inconclusive” is
used to close out an investigation, it stills leaves a question in the mind of the investigator and
the reader.
This leads me to the second concern voiced by employees about the final classification “
Inconclusive.” Even though “Inconclusive” means there was not enough evidence found to
sustain or unfound the allegation, it is possible that some leaders use the classification in making
judgements or attributions about employees. The perception of the term “Inconclusive” may be
a contributing factor for negative judgements and bias by others, and may effect that employee’s
future. This perception effects the motivation, satisfaction and performance of employees who
have received the final classification of “Inconclusive.”
It is my belief, without conclusive data (which will be covered in the action plan) based
on officer’s questions and comments, that the use of the term “ Inconclusive” can have a long
term effect on the motivation, satisfaction and performance of employees.
Problem Analysis:
Several of the West Point Leadership Theories apply to my area of concern, both as to the
effects they have on employees and the effects on achieving organizational goals. By using the
West Point Leadership Academy theories, it is also possible for leaders to strive to raise morale
as well as prevent further decay of the problems associated with this perception.
Equity Theory:
This theory involves the concept that human beings frequently compare their own skills,
talents, and efforts against those of other people. For the purposes of this paper, the final
classification of “Inconclusive” given to Internal Affairs Cases, plus the perception of inequity
which begins as soon as the employee learns of a pending investigation and continues throughout
the process. This perception is manifested when there is an insufficient preponderance of
evidence to sustain the allegations against them, and the employee is left with the final
classification of “ Inconclusive” and the perception given to that term. This gives employees the
perception of unfairness and often times, if equity is not restored, they will take Resolution Steps
to attempt to restore their feelings of equity.
One Resolution Step employed by employees attempting to restore equity, is to Alter
their inputs. Altering inputs is the conscious effort by the employee to change the amount of or
quality of work submitted.”
The West Point Leadership Academy describes one technique for restoring equity to
employees who perceive inequitable treatment. That strategy is to restore equity, in a manner
consistent with organizational goals. This paper is my attempt at using the West Point
Leadership Strategies to restore the perception of equity by changing the term “Inconclusive or
adding the classification “Not Sustained” to be used for cases when there is not enough evidence
to sustain an allegation.
Expectancy Theory:
This theory offers a three-part framework to understand human motivation. In essence,
by changing the final classification of Inconclusive to a term with a more positive perception, we
are attempting to effect employee motivation, satisfaction and performance after the final
disposition of internal investigations. Expectancy Theory claims that motivation is a function of
three components and all three components need to present in sufficient quantity to cause
motivation. The three components are: Expectancy (the individual’s belief that his or her effort
will lead to an acceptable level of performance. In reference to Internal Affairs investigations,
employees feel if the preponderance of evidence is not sufficient enough to sustain an allegation
of misconduct, and the employee has voluntarily taken additional steps to prove his innocence,
then his actions involving the allegation are at an acceptable level of performance and the
records should reflect as such.)
Instrumentality (the individual’s confidence that achieving a level of performance will result in
a reward. Once again we deal with the perception, if there was not a preponderance of evidence
to sustain an allegation of misconduct, then the employee’s confidence that he has achieved the
necessary level of performance and this will result in his reward. The last component of the
Expectancy Theory is Valence. Valence (conveys the conviction that the resulting reward has
value to the individual. The valence to the employee is simply keeping his or her Internal Affairs
complaint record as clean as possible and removing negative biases.)
Motivation through Consequences:
This theory states that employees are motivated by the consequences they face as a result
of their behavior. It suggests that reinforcement will cause behavior to increase, and punishment
will cause a decrease in the particular behavior. It is difficult to determine whether an
“Inconclusive” final classification can be considered reinforcement or punishment but, by
changing the final classification to a more positive and less subjective term, we can move closer
to reinforcement to increase positive behavior.
Although the Motivation through Consequences theory applies to positive and negative
reinforcement, employees acquire a great deal of knowledge by watching and listening to what
happen to others employees. This indirect process is known as observational learning. With the
negative perception attached to “Inconclusive” we can only conclude that a negative perception
will come from other employees who have been left with the “ Inconclusive” classification.
Attribution Theory:
This theory is the psychological, often subconscious process of making inferences and
judgements about people’s behavior. Attribution applies to the employee’s perception that a
final classification of “ Inconclusive” leads others to believe that they may or may not have
committed the alleged violations investigated by the Internal Affairs investigators.
By changing or adding a different term for Internal Affairs cases, when there is not a
preponderance of the evidence to sustain an allegation, it is possible to also remove some of the
bias associated with the employees perception as well as others.
Actions / Response:
As a result of my participation in the Austin Police Department West Point Leadership
Academy, I have gained a basic knowledge of applying the theories and strategies to the
Leader’s Problem Solving Model, to address my area of interest. This paper is my attempt to use
those theories and strategies in the Leader’s Problem Solving Model to propose and install a plan
that will restore some of the feelings of equity to employees who receive the final classification
of “ Inconclusive”. To initiate this plan of action, I suggest:

Survey Austin Police Department Internal Affairs Investigators on their understanding,
feelings and use of the term “Inconclusive.”

Survey employees on their feelings and perceptions of the final classification of
“Inconclusive” versus “Not Sustained.”

Consider the pros and cons of adding “ Not Sustained” to final classification with a set of
define goals for its use.

Contact major city Police Agency Internal Affairs Divisions and find what classification are
used by their organization and what are the feelings of employees and why.

Compile data on closed cases with Inconclusive classifications

Compile management position on either replacing Inconclusive with Not Sustain or adding
Not Sustain to classifications

Rewrite General Order to reflect the change and clearly define parameters for the use of
specific final dispositions.
Assessment:
After putting all of the steps in the action plan in place, it is necessary to determine if in fact,
the changes have altered the perception of employees in a positive manner. It is also necessary
to determine if this action plan has changed the motivation, satisfaction, and performance of the
employees.
• Survey Internal Affairs employees on classification changes and how the change has impacted
their overall job. (6 mos )
• Survey employees on their feelings and perceptions about the classification change (6 mos)
• Review the use of classification change and compile data on closed cases
• Review Employee Evaluation who have been subject to the new classification
• Determine if the change has had any effect on motivation, satisfaction, and performance of
employees.
Conclusion:
If we succeed in changing employee perception in a positive manner and restoring the perception
of equity, we will have successfully impacted employee motivation, satisfaction, and
performance to some degree, in a manner consistent with organizational goals.
BIBLIOGRAPHY
1.
Austin Police Department 2000 General Orders, Policies, and Procedures
2.
Online Merriam-Webster’s Collegiate Dictionary (www.m-w.com)
3.
Dept. of Behavioral Sciences and Leadership, USMA – Leadership in Organizations
4.
The Austin Police Department-West Point Leadership Program Course Guide