Section III

Managers and the

Skills of Others
Chapter 9
Motivation and Morale

2012 Delmar, Cengage Learning

Officer Retention, Motivation

and Morale
Increased rates of staff turnover are becoming
critical.
Retirement is the primary reason for the staffing
crisis.
Other reasons:
Poor pay and poor working conditions
The weakened economy
Sworn officers serving in wars overseas

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Factors Influencing Retention

The economy
Salary
Poor leadership
Lack of career growth
Dysfunctional organizational cultures
Generational differences
Inadequate training, recognition or equipment

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Signs Employees May Be

Considering Leaving
Employees express prolonged disappointment
about being passed over for transfer or promotion.
A close friend goes to another job and is perceived
as having better opportunities.
Employees review their personnel and training
records to update their resumes.
Employees make inquiries of human resources
about early retirement or transfers of benefits.

2012 Delmar, Cengage Learning

Motivation Defined
Person has an inner or outer drive to meet a need
or goal.
Self-motivation is derived from within.
Outer motivation is provided from external
sources.
To keep levels of motivation and morale high,
managers must give recognition.

2012 Delmar, Cengage Learning

Self-Motivation
When employees know an agencys goals and
choose to help meet them
Working for personal job satisfaction
Dedication to work and making every hour count

2012 Delmar, Cengage Learning

Motivational Theories
The hierarchy of needsMaslow
Physiological, safety and security, social, esteem and selfactualization

Two-factor hygiene/motivator theoryHerzberg

Tangible rewards that can cause dissatisfaction if lacking
Intangible rewards can create satisfaction

Reinforcement TheorySkinner
Positive and negative reinforcement

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Motivational Theories (cont.)

The Expectancy TheoryVroom
Employees will choose the level of effort that matches
the performance opportunity for reward

Contingency TheoryMorse and Lorsch

Fitting tasks, officers and the agencys goals so that
officers can feel competent

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Causes and Symptoms of an

Unmotivated Work Force
Causes
Overwork
Downsizing
Boredom

Symptoms
Absenteeism
Constant complaining
Slovenly appearance

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External, Tangible Motivators

Salary and bonuses

Insurance
Retirement plans
Favorable working conditions
Paid vacation and holidays
Titles
Adequate equipment

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Internal, Intangible Motivators

Goals and achievement

Recognition
Self-respect
Opportunity for advancement
Opportunity to make a contribution
Belief in the individual and departmental goals

2012 Delmar, Cengage Learning

The Law Enforcement Career

as Motivator
Three primary sources of job satisfaction
1.
2.
3.

The importance of the work itself

The sense of responsibility while doing the work
The feeling of recognition for that work

Law enforcement can be made more motivating:

1.
2.
3.

Job rotation
Job enlargement
Job enrichment

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Benefits of Motivated Personnel

Less sick leave

Better coverage
More arrests
Better investigations

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Morale: An Overview

A persons or groups state of mind, level of enthusiasm and

amount of involvement with work and with life
Morale can make or break an individual or an organization.
Morale is always present.
Managements responsibility is to keep morale as high as
possible and to be alert to signs it may be dropping.
Good or high morale is a can-do attitude.

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Indicators of Morale Problems

Lack of productivity, enthusiasm and cooperation

Absenteeism
Tardiness
Grievances
Complaints
Excessive turnover

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Reasons for Morale Problems

Poor management
Job dissatisfaction
Failure to meet important individual needs

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Building Morale
The individual most able to raise or lower individual
and departmental morale is the manager/supervisor
through leadership and open communication.
Key considerations in building morale:

Salary
Quality of supervision
Organizational and public support
Physical conditions at work

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Options for Building Morale

Being positive and upbeat

Setting clear, meaningful goals
and objectives
Setting appropriate standards
Being fair
Making no promises that cannot
be kept
Providing the necessary
resources
Developing organizational and
personal pride

Providing a sense of participation

teamwork
Treating each person as an
individual
Giving deserved recognition
Criticizing tactfully
Avoiding the boss attitude
Communicating effectively

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Guidelines for Criticism

Be certain of the facts. Do not make mountains out of
molehills.
Correct in private; praise in public.
Be objective and impersonal. Do not compare one officer
unfavorably with another.
Ask questions; do not accuse. Allow those you are correcting
to explain themselves.
Focus on the action that needs correcting, not on the
individual officer. Emphasize what is to be done, not what is
wrong.

2012 Delmar, Cengage Learning

Promotions and Morale

Promotions must be
Fair
Based on management qualities

Promotions must not be based on

Technical skills
Seniority

When possible, promote from within.

2012 Delmar, Cengage Learning