Criminal Justice Organizations: Administration and Management

1. Criminal Justice Organizations: Administration and Management Chapter Five – Motivation of Personnel

2. Learning Objectives • 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.

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

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

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

6. A Historical Perspective of Motivation • Behavioral school • Emphasizes the importance of manager and leader behavior and other administrative actions to employee motivation. • 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.

7. Maslow’s Hierarchy of Needs • Maslow attempted to describe how people were motivated • Previously it was thought that money was the only motivator • Maslow identified and described a hierarchy of five levels of employee needs • He stated that as one level of need was satisfied, it was no longer a motivator, and managers had to find other ways of motivating employees Chapter 3 - Managing People

8. Maslow’s Hierarchy of Needs • To Maslow work had to be collegial (respectful) and had to have self-esteem associated with it, otherwise once employees had enough money and job security they would no longer be interested in their work • Remember, prior to Maslow it was believed what motivated people was financial reward and punishment Chapter 3 - Managing People

9. Maslow’s Hierarchy of Needs Higher- Order Needs Self actualization Esteem Primary Needs Belonging Safety and Security Physiological Chapter 3 - Managing People

10. Physiological Needs • Basic survival needs • Food, water, shelter Chapter 3 - Managing People

11. Safety and Security • Safe in their environment (threat of attack). • Without safety people can not act as social beings. Chapter 3 - Managing People

12. Belonging • Need to be loved and belong to a group. • Need to show affection towards others. Chapter 3 - Managing People

13. Esteem • One’s self image and how one is viewed by peers. • Prestige and recognition. Chapter 3 - Managing People

14. Self-Actualization • One’s potential to grow and do one’s best. • Needs differ from individual to individual. • Difficult to develop a motivational strategy due to the different needs. Chapter 3 - Managing People

15. Maslow’s Theory • One must satisfy lower level basic needs before progressing on to meet higher level growth needs.  Once these needs have been reasonably satisfied, one may be able to reach the highest level called self-actualization. • Every person is capable and has the desire to move up the hierarchy toward a level of self-actualization. • Unfortunately, progress is often disrupted by failure to meet lower level needs. Life experiences including divorce and loss of job may cause an individual to fluctuate between levels of he hierarchy. Chapter 3 - Managing People

16. Maslow in the Security Environment • The below were added to Maslow by Saul McLeod. • Read, Maslow's Hierarchy of Needs by Saul McLeod published 2007, updated 2013 • Cognitive needs - knowledge, meaning, etc. • Aesthetic needs - appreciation and search for beauty, balance, form, etc. • Transcendence needs - helping others to achieve self actualization. Chapter 3 - Managing People

17. Maslow in the Security Environment 40 • 70 to 80% of the reason people leave companies are related to bosses. • See “Critical Thinking Exercise p. 40 • The ambitious employee working for an unsupportive boss will look at the options: • Stay with the company and get nowhere, OR • Leave the company and continue to pursue the personal dream Chapter 3 - Managing People

18. Motivation Theories • Theory X and Theory Y (McGregor) • Two approaches based on assumptions about human behavior. • 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. • 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.

19. Motivation Theories • Achievement-Power-Affiliation (McClelland) • 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 • A rational approach to motivation • If a certain amount of effort is put forth, a calculated outcome will result. • Motivation is based on an expectation of success.

20. Motivation Theories

21. Motivation Theories

22. Motivation Theories

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

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

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

26. Prescriptions for Criminal Justice • An Integrated Model of Motivation • Emphasis on personal motives and values • Use of incentives and rewards • Reinforcement • Sufficient personnel and material resources • Interpersonal and group processes that support members’ goals.

27. Prescriptions for Criminal Justice

28. Chapter Summary • 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. • Need theory • Theory X and Theory Y • Achievement-power-affiliation theory • Expectancy theory • Equity theory • Theory Z • Each of these theories explain motivation within the criminal justice system.

29. Chapter Summary • 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 • Quality circles • Management by objectives • An integrated model of motivation that incorporates many different theories may be the most beneficial to criminal justice administrators.

30. Thinking Point and Question • 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.