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CRIMINAL JUSTICE
Administration and Management
Chapter Five
MOTIVATION OF PERSONNEL
Maslow’s Hierarchy of Needs
● Maslow’s need theory, the most recognized, cites five basic needs:
○ Physiological (food, water)
○ Safety and security
○ Belonging
○ Self-esteem and peer approval
○ Self-actualization
● These needs are divided into:
○ higher-order (belonging, self-esteem, self-
actualization), and
○ primary (physiological and safety/security)
McGregor’s Theory X
● Theory X assumes that:
○ Management is responsible for organizing
the elements of productive enterprise
○ Management directs, motivates, and
controls people, and modifies their behavior
to fit organizational needs
○ Without active management intervention,
people would ignore—even resist—the
needs of the organization
McGregor’s Theory Y
● Theory Y assumes that:
○ Management is responsible for organizing
the elements of productive enterprise
○ People are not ignorant of or resistant to
organizational needs, but become so from
their experiences in organizations
○ People have motivation, potential, capacity
for responsibility, and are willing to work
toward organizational goals, but need help
to recognize/develop their own attributes
○ Management must create conditions that
permit realization of personal goals by
working toward organizational goals
McClelland’s Achievement-Power Theory
● Achievement: People can be led toward specific behaviors because those behaviors produce feelings of achievement
● Power: People need to have some type of influence over another’s behavior:
○ Personalized power simplistically views
people as winners or losers; the main goal
is achievement of power over others
○ Socialized power is impersonal, humanistic,
and expressed by concern for others
Expectancy Theory
● Based on belief that a calculated outcome will result from a certain amount of effort
● This is a rational approach to motivation
● Valences are the levels of satisfaction or dissatisfaction produced by various outcomes
● Constant intrinsic and extrinsic rewards should produce employee satisfaction
Equity Theory
● Individual motivation derives from perceived fairness in the workplace
● Stresses fairness and employees’ perceptions of its application to the work force
● Postulates two fundamental assumptions:
○ Individuals evaluate interpersonal
relationships as they would any commodity
○ Individuals expect their organizational value
will equal their contributions to agency goals
● Inputs are age, seniority, training, education
● Outputs are promotion, salary, recognition, benefits
Theory Z
● A holistic approach to management and administration that recommends broad changes and reforms to motivate employees
● Postulates three assumptions:
○ Management is concerned about production,
a la theory X
○ Management is concerned about employee
well-being and productivity, a la theory Y
○ Theory Z’s distinguishing characteristic is its
belief that the organization cannot be viewed
independently of society’s economic, social,
and political conditions
Theory Z
Archambeault and Wierman suggest police management changes to enhance responsive- ness to employees and communities:
● Shared decision making, with increased
input from individual officers
● Team approach to policing emphasizing
collective responsibility of officers
● Clearly identified officer career paths
● Organizational appreciation of the fact that
officers have to exist in the communities
they police
Prescriptions for CJ Management
The link between these differing motivational approaches is that employees’ needs and perspectives impact both individual growth and organizational effectiveness.
Although managing criminal justice agencies differs significantly from managing private enterprises, numerous programs developed for private enterprise can be effectively applied to criminal justice organizations.
Quality circles and management by objectives are two such programs.
Quality Circle Programs
● Enhance the ability of employees to personally and professionally improve themselves
● Organizations become increasingly effective as employee growth occurs
● QCs are small employee groups, typically non-management personnel from the same work unit, who meet regularly to identify and analyze problems and develop solutions
● Researchers strongly recommend this approach for police organizations
● Many believe this approach is also ideally suited to corrections and court agencies
Management by Objectives
● A process whereby individual managers and employees identify goals and work toward their completion and evaluation within a specific time period:
○ A lack of commitment breeds contempt for
and disapproval of program at lower-levels
○ Staff must be able to accept criticism and
suggestions from employees
● It is often difficult for managers to share power with subordinates.
● Both managers and workers must believe that
the MBO process is worth pursuing.
An Integrated Model of Motivation
The integrated model has six key elements:
● Personal motives and values are important
● Use of incentives and rewards
● Reinforcement
● Clear, specific goals
● Personal and material resources
● Both interpersonal and group processes must support members’ goals
The goal is to motivate maximum effort from
all employees
