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Chapter6PPT.pptAdministration and Management in Criminal Justice
Chapter 6: Motivation
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Work Motivation
- Defined
- 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)
- Two general approaches to studying work motivation
- Content/need theories
- Process theories
Administration and Management in Criminal Justice
Chapter 6: Motivation
Administration and Management in Criminal Justice Chapter 6: Motivation
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Content/Needs Theories
- Address what people want– their needs– that motivate them to behave in a certain way
- Theories
- Maslow’s hierarchy of needs
- Alderfer’s Existence-Relatedness-Growth (ERG) theory
- Herzberg’s motivation-hygiene theory
- McClelland’s theory of learned needs
Administration and Management in Criminal Justice
Chapter 6: Motivation
Administration and Management in Criminal Justice Chapter 6: Motivation
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Maslow’s Needs Hierarchy
Administration and Management in Criminal Justice
Chapter 6: Motivation
Administration and Management in Criminal Justice Chapter 6: Motivation
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Maslow’s Needs Hierarchy (cont’d)
- Satisfaction-progression process
- Lowest unmet need in hierarchy is primary motivator
- Once met, the next unmet need becomes the motivator
- Once individual’s self-actualize, they want more rather than less
- Questions
- Do needs cluster this nicely? Not necessarily
- Is there empirical support for this model? Not necessarily
- Example: A police officer is willing to keep silent on a colleague’s misconduct (belonging needs) but, in doing so, risks his own job (security needs are sacrificed)
Administration and Management in Criminal Justice
Chapter 6: Motivation
Administration and Management in Criminal Justice Chapter 6: Motivation
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Alderfer’s ERG Theory
- Existence-Relatedness-Growth
- Existence needs: physiological and security needs for material things
- Relatedness needs: need for interpersonal security and belongingness
- Growth needs: development of human potential
- Operation
- Satisfaction-progression process (like Maslow)
- Frustration-regression sequence
Administration and Management in Criminal Justice
Chapter 6: Motivation
Administration and Management in Criminal Justice Chapter 6: Motivation
Frustration-regression sequence suggests that if goals are routinely frustrated or blocked, the person might regress back to the next lower category.
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Herzberg’s Motivator-Hygiene Theory
Administration and Management in Criminal Justice
Chapter 6: Motivation
Administration and Management in Criminal Justice Chapter 6: Motivation
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Herzberg’s Motivator-Hygiene Theory (cont’d)
- Motivators: satisfy growth and esteem needs
- Responsibility
- Achievement
- Personal growth
- Hygiene factors: if not attended to, will create dissatisfaction; will not produce job satisfaction/motivation
- Pay
- Benefits
- Working conditions
- Relationship with supervisors
Administration and Management in Criminal Justice
Chapter 6: Motivation
Administration and Management in Criminal Justice Chapter 6: Motivation
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McClelland’s Theory of Learned Needs
- Some needs are learned or reinforced through experience
- Three types of needs
- Achievement
- Workers want to achieve goals independently
- They set moderate (challenging but reachable) goals
- They require feedback to know what they have accomplished
Administration and Management in Criminal Justice
Chapter 6: Motivation
Administration and Management in Criminal Justice Chapter 6: Motivation
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McClelland’s Theory of Learned Needs (cont’d)
- Power
- Personalized: power for own sake; status
- Socialized: power for good of others; to improve society
- Affiliation
- Desire approval and reassurance from others
- Conform to wishes of others whose friendships they value
- Interest in feelings of others
Administration and Management in Criminal Justice
Chapter 6: Motivation
Administration and Management in Criminal Justice Chapter 6: Motivation
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Summary of Content Theories
- People have internal and learned needs and are motivated by unmet needs
- Manager motivates by communicating that certain behaviors will allow workers to meet these needs
Administration and Management in Criminal Justice
Chapter 6: Motivation
Administration and Management in Criminal Justice Chapter 6: Motivation
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Process Theories
- Link the needs identified in the different needs theories to actual worker behavior
- Theories
- Expectancy theory
- Equity theory
- Procedural justice theory
- Reinforcement theory
Administration and Management in Criminal Justice
Chapter 6: Motivation
Administration and Management in Criminal Justice Chapter 6: Motivation
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Expectancy Theory
- Parts of the theory
- Valence: how desirable are the outcomes?
- An officer may not be motivated to participate in the promotional process because the extra pay is not worth the extra responsibilities
- Instrumentality: will work result in outcome?
- An officer does not attend community meetings because it is not valued by supervisor; work will not likely lead to valued outcomes
- Expectancies: does a person have opportunity and ability to complete the work?
- An officer does not attend community meetings because she is overwhelmed by the number of 911 calls; she lacks opportunity
Administration and Management in Criminal Justice
Chapter 6: Motivation
Administration and Management in Criminal Justice Chapter 6: Motivation
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Expectancy Theory (cont’d)
- Operates in a multiplicative fashion
- For motivation to be highest, all three factors must be high.
- Individual must value rewards
- Individual must see connection between performance and outcomes
- Individual must have opportunity and ability to perform/achieve outcomes
Administration and Management in Criminal Justice
Chapter 6: Motivation
Administration and Management in Criminal Justice Chapter 6: Motivation
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Equity Theory
- Parts
- Inputs: effort required to do the job (expected)
- Outputs: outcome received for doing job (expected)
- Operation
- Worker compares own input/outcome ratio to others
- Inequity occurs when ratios are different
- Overpayment inequity
- Underpayment inequity
Administration and Management in Criminal Justice
Chapter 6: Motivation
Administration and Management in Criminal Justice Chapter 6: Motivation
Overpayment inequity: a person receives more outputs given their inputs
Underpayment inequity: a person receives fewer outputs given their inputs
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Procedural Justice Theory
- Focuses less on the actual outcomes and more on the procedures used to arrive at those outcomes
- Workers will be motivated if procedures to resolve disputes, measure performance, etc. are fair, regardless of outcome
- Treatment of workers with honesty, courtesy, etc.
- Transparency and objectiveness in process
Administration and Management in Criminal Justice
Chapter 6: Motivation
Administration and Management in Criminal Justice Chapter 6: Motivation
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Reinforcement Theory
- People repeat rewarding behavior and avoid unpleasant behavior
- Techniques of reinforcement
- Positive reinforcement: reward behavior
- Escape or avoidance reinforcement: painful or unpleasant consequences will be removed upon completion of task
- Repeated non-reinforcement: eliminates undesirable behaviors
- Punishment: present unpleasant consequence to remove undesirable behavior
Administration and Management in Criminal Justice
Chapter 6: Motivation
Administration and Management in Criminal Justice Chapter 6: Motivation
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Workplace Design
- Can the job be designed so that accomplishment meets individual and organizational needs?
- Job design
- Scientific management: use less effort to accomplish task; experience greater outcomes (extrinsic motivation)
- Job enlargement: increasing the number of tasks associated with the job (horizontal job loading)
- Job enrichment: give workers supervisor-type responsibilities (vertical job loading)
Administration and Management in Criminal Justice
Chapter 6: Motivation
Administration and Management in Criminal Justice Chapter 6: Motivation
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More Workplace Design
- Job Characteristics Model
- Created in 1970s by Hackman and Oldham
- Jobs with certain characteristics are self-motivating, self-rewarding (intrinsically motivating)
- Core job dimensions
- Skill variety
- Task identity
- Task significance
- Autonomy
- Feedback
Administration and Management in Criminal Justice
Chapter 6: Motivation
Administration and Management in Criminal Justice Chapter 6: Motivation
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More Workplace Design
- Goal setting
- Elements
- Goal: “a target or desired end result accomplished through one’s behavior and actions” (pg. 187)
- Goal characteristics
- Specificity: can be measured objectively
- Difficulty: more difficulty = higher levels of effort
- Management by objectives (MBO)
Administration and Management in Criminal Justice
Chapter 6: Motivation
Administration and Management in Criminal Justice Chapter 6: Motivation
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Performance Evaluations
- Evaluate workers’ input in order to distribute rewards (outcomes)
- Fits within process theories of motivation
- Expectancy theory: workers know what is valued
- Equity theory: workers receive outcomes consistent with inputs
- Procedural justice theory: evaluation process is fair/transparent
Administration and Management in Criminal Justice
Chapter 6: Motivation
Administration and Management in Criminal Justice Chapter 6: Motivation
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Performance Appraisal Issues
- Types
- Formal: detailed, less frequent, determined in advance
- Informal: more general, more frequent, ad hoc
- What factors are included in evaluations?
- Traits
- Behaviors
- Results
Administration and Management in Criminal Justice
Chapter 6: Motivation
Administration and Management in Criminal Justice Chapter 6: Motivation
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Who Should Conduct the Appraisals?
- Self appraisal
- Worker evaluates himself/herself
- Peer appraisal
- Coworkers perform evaluation (conflicts of interest?)
- Subordinate appraisal
- Evaluations by those working under supervisor
- Customer/client appraisal
- Provided by outsiders who have contact with the organization
- 360 degree appraisal
- Multiple sources are used and aggregated
Administration and Management in Criminal Justice
Chapter 6: Motivation
Administration and Management in Criminal Justice Chapter 6: Motivation
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