Police Admin & Management Research Paper

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Part III
People in the Police Organization

Chapter 7
People in the Police Organization

Learning Objectives

Explain the concept of motivation and its importance in the police department.

Understand the difference between individualistic and behavioral theories of motivation.

Understand the various motivational theories and how they might be applied in the police setting.

Formulate and apply a comprehensive motivational plan for a police department.

Understand how group behavior and dynamics affect officer motivation.

Appreciate the police culture and its implications for police management.

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

The “Big Five” Personality Traits
for Police Work

Extroversion

Agreeableness

Conscientiousness

Emotional stability

Openness to experience

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

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

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

Individual Theories

Maslow’s Hierarchy of Needs Theory
Herzberg’s Motivation-Hygiene Theory
McClelland’s Achievement, Power, and Affiliation Motives Theory

Maslow’s Hierarchy of
Needs Theory

People possess internal needs they seek to satisfy through their work.
People progress from lower to higher needs.

Physiological needs

Security needs

Social needs

Esteem needs

Self-actualization needs

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.

McClelland’s Achievement, Power, and Affiliation Motives Theory

Need for achievement

The need to succeed or excel

Need for power

The need to exert control over one’s environment

Need for affiliation

The need to establish and maintain close interpersonal relationships

Behavioral Theories of Motivation

Adams’s Equity Theory
Expectancy Theory

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

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

A Comprehensive Theory
of Motivation

An individual’s level of motivation is determined by a combination of forces in the individual, the work environment, and the leader.

Individuals make decisions (choices) about their behavior.

Individuals have different needs, desires, or goals.

Individuals decide to be productive based on their expectation that they will be rewarded appropriately.

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

Group Development

Mutual acceptance
Decision making
Motivation
Control

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

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

Culture and Police Work

Observable Culture
Stories
Heroes
Rites and rituals
Symbols
Core Culture
Values and underlying beliefs that guide behavior

Five Phases of the Police Culture

Hitting the streets

Hitting their stride

Hitting the wall

Regrouping

Deciding to retire