1. © 2012 Delmar, Cengage Learning Section III Managers and the Skills of Others Chapter 9 Motivation and Morale

2. © 2012 Delmar, Cengage Learning Officer Retention, Motivation and Morale Increased rates of staff turnover are becoming critical. Retirement is the primary reason for the staffing crisis. Other reasons: –Poor pay and poor working conditions –The weakened economy –Sworn officers serving in wars overseas

3. © 2012 Delmar, Cengage Learning Factors Influencing Retention The economy Salary Poor leadership Lack of career growth Dysfunctional organizational cultures Generational differences Inadequate training, recognition or equipment

4. © 2012 Delmar, Cengage Learning Signs Employees May Be Considering Leaving Employees express prolonged disappointment about being passed over for transfer or promotion. A close friend goes to another job and is perceived as having better opportunities. Employees review their personnel and training records to update their resumes. Employees make inquiries of human resources about early retirement or transfers of benefits.

5. © 2012 Delmar, Cengage Learning Motivation Defined Person has an inner or outer drive to meet a need or goal. Self-motivation is derived from within. Outer motivation is provided from external sources. To keep levels of motivation and morale high, managers must give recognition.

6. © 2012 Delmar, Cengage Learning Self-Motivation When employees know an agency’s goals and choose to help meet them Working for personal job satisfaction Dedication to work and making every hour count

7. © 2012 Delmar, Cengage Learning Motivational Theories The hierarchy of needs—Maslow –Physiological, safety and security, social, esteem and self- actualization Two-factor hygiene/motivator theory—Herzberg –Tangible rewards that can cause dissatisfaction if lacking –Intangible rewards can create satisfaction Reinforcement Theory—Skinner –Positive and negative reinforcement

8. © 2012 Delmar, Cengage Learning Motivational Theories (cont.) The Expectancy Theory—Vroom –Employees will choose the level of effort that matches the performance opportunity for reward Contingency Theory—Morse and Lorsch –Fitting tasks, officers and the agency’s goals so that officers can feel competent

9. © 2012 Delmar, Cengage Learning Causes and Symptoms of an Unmotivated Work Force Causes –Overwork –Downsizing –Boredom Symptoms –Absenteeism –Constant complaining –Slovenly appearance

10. © 2012 Delmar, Cengage Learning External, Tangible Motivators Salary and bonuses Insurance Retirement plans Favorable working conditions Paid vacation and holidays Titles Adequate equipment

11. © 2012 Delmar, Cengage Learning Internal, Intangible Motivators Goals and achievement Recognition Self-respect Opportunity for advancement Opportunity to make a contribution Belief in the individual and departmental goals

12. © 2012 Delmar, Cengage Learning The Law Enforcement Career as Motivator Three primary sources of job satisfaction 1.The importance of the work itself 2.The sense of responsibility while doing the work 3.The feeling of recognition for that work Law enforcement can be made more motivating: 1.Job rotation 2.Job enlargement 3.Job enrichment

13. © 2012 Delmar, Cengage Learning Benefits of Motivated Personnel Less sick leave Better coverage More arrests Better investigations

14. © 2012 Delmar, Cengage Learning Morale: An Overview A person’s or group’s state of mind, level of enthusiasm and amount of involvement with work and with life Morale can make or break an individual or an organization. Morale is always present. Management’s responsibility is to keep morale as high as possible and to be alert to signs it may be dropping. Good or high morale is a can-do attitude.

15. © 2012 Delmar, Cengage Learning Indicators of Morale Problems Lack of productivity, enthusiasm and cooperation Absenteeism Tardiness Grievances Complaints Excessive turnover

16. © 2012 Delmar, Cengage Learning Reasons for Morale Problems Poor management Job dissatisfaction Failure to meet important individual needs

17. © 2012 Delmar, Cengage Learning Building Morale The individual most able to raise or lower individual and departmental morale is the manager/supervisor through leadership and open communication. Key considerations in building morale: –Salary –Quality of supervision –Organizational and public support –Physical conditions at work

18. © 2012 Delmar, Cengage Learning Options for Building Morale Being positive and upbeat Setting clear, meaningful goals and objectives Setting appropriate standards Being fair Making no promises that cannot be kept Providing the necessary resources Developing organizational and personal pride Providing a sense of participation—teamwork Treating each person as an individual Giving deserved recognition Criticizing tactfully Avoiding the “boss” attitude Communicating effectively

19. © 2012 Delmar, Cengage Learning Guidelines for Criticism Be certain of the facts. Do not make mountains out of molehills. Correct in private; praise in public. Be objective and impersonal. Do not compare one officer unfavorably with another. Ask questions; do not accuse. Allow those you are correcting to explain themselves. Focus on the action that needs correcting, not on the individual officer. Emphasize what is to be done, not what is wrong.

20. © 2012 Delmar, Cengage Learning Promotions and Morale Promotions must be –Fair –Based on management qualities Promotions must not be based on –Technical skills –Seniority When possible, promote from within.