Chapter Five – Motivation of Personnel. Understand a definition of motivation. Comprehend organizational theory and motivation from a historical perspective.

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 perspectiveso 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)oMotivation is primarily a managerial

responsibility, i.e. to create clearly defined rules and supervision strategies.

oEmployees were thought to be self-motivated if managers did their jobs.

Human relations school (Barnard, Drucker, Demming, Schein et. al.)oMotivation is an interactive process

between workers and supervisors.oMotivation is influenced by how

supervisors treat their employees.oManager/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)oAll people have needs which affect their

behavioral patterns.oFive basic needs• Physiological• Safety/security• Belonging• Esteem• Self-actualization

oHumans are motivated (individually) by their most basic need.

Need Theory (Maslow, 1943)oWhen lower level (primary) needs

(physiological, safety/security) are met then they no longer become motivators.

oThen 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 motivationo If a certain amount of effort is put forth, a calculated

outcome will result.o Motivation is based on an expectation of success.

Equity theoryoAn 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)oManagement is concerned with production.

(Theory X)oManagement 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 programso 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 goalso Both work toward their completiono Evaluation of progress within a specific time period.

An Integrated Model of Motivationo Emphasis on personal motives and valueso Use of incentives and rewardso Reinforcemento Sufficient personnel and material resourceso 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 theoryo Theory X and Theory Yo Achievement-power-affiliation theoryo Expectancy theoryo Equity theoryo 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 organizationso Quality circleso 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.