1. © 2011 Delmar, Cengage Learning Part III People in the Police Organization Chapter 7 People in the Police Organization

2. © 2011 Delmar, Cengage Learning Learning Objectives 1.Explain the concept of motivation and its importance in the police department. 2.Understand the difference between individualistic and behavioral theories of motivation. 3.Understand the various motivational theories and how they might be applied in the police setting. 4.Formulate and apply a comprehensive motivational plan for a police department. 5.Understand how group behavior and dynamics affect officer motivation. 6.Appreciate the police culture and its implications for police management.

3. © 2011 Delmar, Cengage Learning The Individual in the Organization Interactionist perspective –Behavior is the result of one’s personality and the nature of the situation or job Personality –A stable set of characteristics representing the internal properties of an individual, reflected in behavioral tendencies –Characteristics of personality Remains consistent over time Determines how people view situations and other people Affects their reactions to work, leisure, home life, and other social situations

4. © 2011 Delmar, Cengage Learning The “Big Five” Personality Traits for Police Work 1.Extroversion 2.Agreeableness 3.Conscientiousness 4.Emotional stability 5.Openness to experience

5. © 2011 Delmar, Cengage Learning Values Broad preferences concerning appropriate courses of action or outcomes Specific ideas about right and wrong Important values for police: –Leadership –Service –Integrity –Honor –Courage –Loyalty –Empathy –Sacrifice –Truthfulness –Courtesy

6. © 2011 Delmar, Cengage Learning Motivation The forces within the individual that account for the level, direction, and persistence of effort expanded at work A part of the individual’s values or personality The amount of drive a person possesses Some officers have higher levels of motivation and commitment than do others Leaders must strive to have their subordinates working constantly to achieve their goals

7. © 2011 Delmar, Cengage Learning Types of Motivation Theory Individual theories –Focus on human relations, employee potential, or the internal will –Motivation comes from within –A subordinate’s motivation is affected by management’s ability to satisfy internal needs Behavioral theories –Attempt to explain motivation through a process of reinforcement –Rewards and punishment will mold a subordinate’s behavior

8. © 2011 Delmar, Cengage Learning Individual Theories Maslow’s Hierarchy of Needs Theory Herzberg’s Motivation-Hygiene Theory McClelland’s Achievement, Power, and Affiliation Motives Theory

9. © 2011 Delmar, Cengage Learning Maslow’s Hierarchy of Needs Theory People possess internal needs they seek to satisfy through their work. People progress from lower to higher needs. 1.Physiological needs 2.Security needs 3.Social needs 4.Esteem needs 5.Self-actualization needs

10. © 2011 Delmar, Cengage Learning Herzberg’s Motivation-Hygiene Theory Motivation factors: work itself Hygiene factors: work environment Job satisfaction (motivation) and dissatisfaction (hygiene) are two different human dimensions. To motivate the officers, managerial practices should give officers some degree of control and responsibility.

11. © 2011 Delmar, Cengage Learning McClelland’s Achievement, Power, and Affiliation Motives Theory 1.Need for achievement –The need to succeed or excel 2.Need for power –The need to exert control over one’s environment 3.Need for affiliation –The need to establish and maintain close interpersonal relationships

12. © 2011 Delmar, Cengage Learning Behavioral Theories of Motivation Adams’s Equity Theory Expectancy Theory

13. © 2011 Delmar, Cengage Learning Adams’s Equity Theory Behavior explained in terms of perceived inequity A person’s perceptions of equity are based on that person’s effort and rewards in relation to other people’s efforts and rewards. Several causes of inequity exist within a police department. Ways to decrease the effects of perceived inequity: –Manager should ensure no real inequitable situations exist –Institute a program of job rotation –Use supervision

14. © 2011 Delmar, Cengage Learning Expectancy Theory Motivation as a consequence of work environment Individuals are motivated only when their reward is equal to or greater than the effort they exert. Three beliefs of workers: –Expectancy Belief that effort will result in acceptable performance –Instrumentality Belief that performance will be rewarded –Valence of outcome Belief that productivity will result in positive outcome or reward

15. © 2011 Delmar, Cengage Learning A Comprehensive Theory of Motivation 1.An individual’s level of motivation is determined by a combination of forces in the individual, the work environment, and the leader. 2.Individuals make decisions (choices) about their behavior. 3.Individuals have different needs, desires, or goals. 4.Individuals decide to be productive based on their expectation that they will be rewarded appropriately.

16. © 2011 Delmar, Cengage Learning Groups Defined Groups –A collection of people who interact with each other, have a stable pattern of relations, and share goals Formal groups –Created by the organization to achieve objectives Task groups –Have responsibility for specific tasks Command groups –Include supervisors and managers as well as employees Informal groups –Formed as a result of social interaction

17. © 2011 Delmar, Cengage Learning Group Development Mutual acceptance Decision making Motivation Control

18. © 2011 Delmar, Cengage Learning Group Roles Role ambiguity –Confusion stemming from lack of information about what is expected of people Perceived role –An understanding of what the organization expects Sent role –Information passed on to a group by supervisors about performance expectations Enacted role –What people actually do

19. © 2011 Delmar, Cengage Learning Group Cohesiveness The degree to which group members remain together Highly cohesive groups: –Cooperate more within the group –Have better participation in group work activities –Are absent from their jobs less

20. © 2011 Delmar, Cengage Learning Culture and Police Work Observable Culture –Stories –Heroes –Rites and rituals –Symbols Core Culture –Values and underlying beliefs that guide behavior

21. © 2011 Delmar, Cengage Learning Five Phases of the Police Culture 1.Hitting the streets 2.Hitting their stride 3.Hitting the wall 4.Regrouping 5.Deciding to retire