CJASGP

Administration and Management in Criminal Justice

Chapter 6 Outline

1. Work motivation

a. Set of forces, internal and external to an individual, that drive the person to behave in a certain manner (presumably, meeting organizational needs) (pg. 165)

b. Two approaches to studying work motivation

i. Content/needs theories: address innate/inherent needs that lead to motivation

ii. Process theories: address the interaction of needs and behavior; how to enhance motivation

2. Content/needs theories

a. Maslow’s hierarchy of needs

i. Levels

1. Physiological needs: food, water, shelter

2. Safety needs: free from harm; desire for security

3. Belonging needs: friendship, love, affection

4. Esteem needs: self image, social image

5. Self-actualization needs: reaching potential

ii. Operation

1. Satisfaction progression process: lowest unmet need is the motivator

2. Self-actualizers want more; will continue to be motivated

3. Overall, evidence supporting the hierarchy is limited

b. Alderfer’s Existence-Relatedness-Growth (ERG) theory

i. Three categories

1. Existence needs

2. Relatedness needs

3. Growth needs

ii. Operation

1. Satisfaction progression process: lowest unmet need is the motivator

2. Frustration-regression sequence: those consistently frustrated in pursuit of needs will regress to next lower category

c. Herzberg’s motivator-hygiene theory

i. Two factors

1. Motivators: satisfy growth and esteem needs

2. Hygiene factors: cause dissatisfaction

ii. Operation

1. Dealing with hygiene factors will not lead to motivation; it will only prevent dissatisfaction

2. Must focus on motivators

d. McClelland’s Theory of Learned Needs

i. Achievement

ii. Power

iii. Affiliation

3. Process theories: Link needs to worker behaviors

a. Expectancy theory

i. Parts

1. Valence: does a person value the outcomes?

2. Instrumentality: does a person understand the behaviors that will lead to outcomes?

3. Expectancy: does a person have the ability and opportunity?

ii. Operation

1. Works in a multiplicative fashion

2. All factors must be high in order for motivation to be high

b. Equity theory

i. Parts

1. Inputs: expectation of effort required to do job

2. Output: expectation of what worker will receive for effort

ii. Operation

1. Input/outcome ratios are compared

2. Overpayment v. underpayment inequity

c. Procedural justice theory

i. Addresses fairness of procedures used in dealing with grievances, disputes, performance measurement, etc.

ii. Actual outcome is less important

d. Reinforcement theory

i. People repeat pleasurable and avoid painful behavior

ii. Part

1. Positive reinforcement

2. Escape or avoidance reinforcement

3. Repeated non-reinforcement

4. Punishment

4. Workplace design

a. Job design

i. Scientific management

ii. Job enlargement (horizontal job loading)

iii. Job enrichment (vertical job loading)

iv. Job characteristics model: design job to be intrinsically motivating

1. Skill variety

2. Task identity

3. Task significance

4. Autonomy

5. Feedback

b. Goal setting

i. Goal: target or desired end result

ii. Goal characteristics

1. Specificity

2. Difficulty

iii. Management by objectives (MBO)

5. Performance evaluations

a. Link worker inputs to rewards

b. Fits process theories

i. Expectancy theory

ii. Equity theory

iii. Procedural justice theory

c. Issues

i. Formal v. informal appraisals

ii. What factors are included in evaluations?

1. Traits

2. Behaviors

3. Results

iii. Who does the appraisal?

1. Self appraisal

2. Peer appraisal

3. Subordinate appraisal

4. Customer/client appraisal

5. 360-degree appraisal