Chapter Five – Motivation of Personnel

 Understand a definition of motivation.  Comprehend organizational theory and motivation from a historical perspective.  Know the major theories of motivation.  Explain some prescriptions for criminal justice management regarding motivation.  Understand an integrated model of motivation.

 Motivation can be understood from two perspectives o Psychological Examine an individual’s state of mind to understand his or her behavior. Individual value systems produce attitudes and motivation. o Organizational Explore managerial behaviors that induce employees to behave in certain ways. Provide mechanisms that enable employees to be highly motivated.

 Classical school (Taylor, Fayol, Follett) o Motivation is primarily a managerial responsibility, i.e. to create clearly defined rules and supervision strategies. o Employees were thought to be self- motivated if managers did their jobs.

 Human relations school (Barnard, Drucker, Demming, Schein et. al.) o Motivation is an interactive process between workers and supervisors. o Motivation is influenced by how supervisors treat their employees. o Manager/worker relationships are cultivated to achieve organizational goals.

 Behavioral school o Emphasizes the importance of manager and leader behavior and other administrative actions to employee motivation. o Focusing on behaviors and proper interactions will produce more motivated employees.  The study of organizational development originated from the human relations and behavioral schools of motivation.

 Need Theory (Maslow, 1943) o All people have needs which affect their behavioral patterns. o Five basic needs Physiological Safety/security Belonging Esteem Self-actualization o Humans are motivated (individually) by their most basic need.

 Need Theory (Maslow, 1943) o When lower level (primary) needs (physiological, safety/security) are met then they no longer become motivators. o Then managers must focus on motivating employees through higher order needs like belonging, esteem and self-actualization.

 Theory X and Theory Y (McGregor) Two approaches based on assumptions about human behavior. o Theory X Management organizes the elements of a productive enterprise. Management directs, motivates, controls and modifies the behavior of employees to fit organizational needs. Without managerial intervention people would ignore organizational needs. o Theory Y Management organizes the elements of a productive enterprise. People are neither ignorant of nor or resistant to organizational needs. Motivation is present in all people.

 Achievement-Power-Affiliation (McClelland) o People with high achievement values; Seek success through their own efforts, Do not attribute their success to other factors, Work on projects that are challenging but not impossible, Receive identifiable and recurring feedback about their work, and Avoid situations where their level or achievement is in question.  Expectancy theory o A rational approach to motivation o If a certain amount of effort is put forth, a calculated outcome will result. o Motivation is based on an expectation of success.

 Equity theory o An individual’s motivation is affected by his or her perception of fairness in the workplace. o Individual motivation must be understood in relation to how other employees are treated by management and the organization.

 Theory Z (Ouchi) o Management is concerned with production. (Theory X) o Management is concerned with the well-being of workers as productive employees. (Theory Y) o The organization cannot be viewed independent of its environment (social, political, economic). o The work setting must be understood in conjunction with other institutions in society, like family and school.

 Quality circle programs o Interactions among employees should provide for the maximum growth of the individual. o In doing so, the organization will become increasingly effective.  Management by Objectives (MBO) o Individual managers and employees identify goals o Both work toward their completion o Evaluation of progress within a specific time period.

 An Integrated Model of Motivation o Emphasis on personal motives and values o Use of incentives and rewards o Reinforcement o Sufficient personnel and material resources o Interpersonal and group processes that support members’ goals.

 Motivation is both a psychological construct as well as an organizational construct.  The motivation process can be defined and must be understood as evolving over a long period of time.  There are a number of theories of motivation. o Need theory o Theory X and Theory Y o Achievement-power-affiliation theory o Expectancy theory o Equity theory o Theory Z  Each of these theories explain motivation within the criminal justice system.

 The motivation of criminal justice employees requires recognition that employee needs, abilities, and opinions are critical.  There have been to prescriptive models of motivation tested in criminal justice organizations o Quality circles o Management by objectives  An integrated model of motivation that incorporates many different theories may be the most beneficial to criminal justice administrators.

 Faced with severe fiscal problems the State Legislature has been forced to furlough (lay-off) ten percent of its work force.  In addition to substantial security concerns, the Director of the State Department of Corrections must insure the remaining employees in her agency are sufficiently motivated.  Using one of the motivation theories discussed in this chapter as a guide, describe how you would advise the Director to develop a comprehensive employee motivation program.