Section III Managers and the Skills of Others

1. Section IIIManagers and the Skills of Others Chapter 9 Motivation and Morale

2. 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. Factors Influencing Retention • The economy • Salary • Poor leadership • Lack of career growth • Dysfunctional organizational cultures • Generational differences • Inadequate training, recognition or equipment

4. 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. 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. 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. 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. 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. Causes and Symptoms of an Unmotivated Work Force • Causes • Overwork • Downsizing • Boredom • Symptoms • Absenteeism • Constant complaining • Slovenly appearance

10. External, Tangible Motivators • Salary and bonuses • Insurance • Retirement plans • Favorable working conditions • Paid vacation and holidays • Titles • Adequate equipment

11. 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. The Law Enforcement Career as Motivator • Three primary sources of job satisfaction • The importance of the work itself • The sense of responsibility while doing the work • The feeling of recognition for that work • Law enforcement can be made more motivating: • Job rotation • Job enlargement • Job enrichment

13. Benefits of Motivated Personnel • Less sick leave • Better coverage • More arrests • Better investigations

14. 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. Indicators of Morale Problems • Lack of productivity, enthusiasm and cooperation • Absenteeism • Tardiness • Grievances • Complaints • Excessive turnover

16. Reasons for Morale Problems • Poor management • Job dissatisfaction • Failure to meet important individual needs

17. 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. 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. 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. 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.