CHAPTER VIII

MOTIVATION

Motivation – is the willingness to exert level of efforts to reach Organization goals conditioned by the
ability of the effort to satisfy some individual needs. It is the psycho social process by which produces an
attitude that result in an action leading to particular result.

Motivation is derived from Latin word movere that means “ to move ”.

The 3 key elements in the definition of motivation are:

1. Effort (resulting of works/undertaking)

2. Organizational goal
3. Needs (Necessity)

Types of Motivation

1. Internal Motivation – comes within the person ( based on needs, drives, feelings, desire and
values) and activates certain conscious and unconscious behavior designed to produced
satisfaction.
2. External Motivation – involves the application of incentives to encourage patterns of
behavior that will contribute to accomplishment of goals and objectives.

The reaction of the individual to a situation in the cause of sequence are influenced largely by his
desires, needs, wants, etc. These are called “ motives “. The more or less constant effort by the
individuals to satisfy them provides the mainspring of their behavior. Getting the job done depends not
only on the ability of a person to do a job, but also, on whether he is motivated to do it.

Motives are inside forces that stimulate a person to action to satisfy them. Incentives, on the other
hand, are outside, tangible or intangible objects or goals that will provide that satisfaction. A motivating
situation exists when a particular motive can be satisfied by an incentive which is available. Behavior is
the action that brings the two together. It is important to remember that incentive must appeal to the
motives of that particular person if we expect to motivate him.

Another motivating force that affects our behavior is that of our expectancy of achievement, generally
called level of aspiration. Each individual sets his or her own goal in respect to the job he or she is doing,
his or her achievement in his or her activities that he or she strives to meet. Regardless of the
determinants of motivation, it is clear that motivation plays an important role in the performance of
people at work.

Performance – is an evaluation of the results of a person’s behavior. It involves determining

how well or how poorly a person has accomplished a task or done a job.
 Needs – things that exists within people that move them to engage in work-related behavior in
an effort to accomplish personal goals.

Drives – energetic forces fuel by human needs

The Work Effort – in order to achieve high levels of performance, even people with the right
individual attributes must have the willingness to perform, that is they must put forth adequate
work effort.

Motivations to work – are the forces within an individual that account for the level, direction
and persistence of effort expanded at work.

Level – refers to amount of effort a person gives.

Direction – refers to what the person chooses when presented with a number of possible
alternatives.

Persistence – refers to how long a person sticks with a given action.

Motivating the 21st Century Police Force

As we move through the new millennium, police organizations are replete with stories of organizational
restructuring and re-engineering. A common trend in these stories is retrenchments or rightsizing ( in
police parlance are called attrition) as sometimes called. The direct outcome is that employees are
expected to do more with less and the creation of an atmosphere of uncertainly insecurity and fear of
future loyalty. Thus, the challenge is to rebuild high loyalty and commitment for high level of
performance.

Supervisors and managers should obviously be most concerned with the secondary motives,
since they are the one that can most effectively be influenced through supervisory practices and most
closely relate to individual performance , Hence the responsibility of supervisor to his or her subordinate
is by setting a good example in punctuality, temperament ,neatness, etc.

The Unique Characteristics of a supervisors

If u are a supervisors, your work requires you to be responsible to the performance of others.
One who is designated as a supervisors, a leader of others, faces extra challenge. Where a “solitary”
worker of managers follows the directives from above and passes them on to his or her subordinates, he
link between higher management and his work group. He must plan and schedule work for others as
well as himself. He must make decisions for a number of jobs rather than just one.

THE FIVE (5) HABITS OF EFFECTIVE SUPERVISORS.

1. They give leadership, guidance and direction to their subordinates. They make sure that
everyone knows what they are expected to do and they involve employees in the planning,
inviting their contributions and encouraging their input.
 2. They select qualified competent workers. They provide practice, training and counseling and
assure that their group knows how to do their job when methods, equipment or circumstances
and change.

3. They clear roadblocks that can interfere with successful performance by employees. They use
their overview position to spot sources of task interference that come from conflicting or
contradictor instructions, competing assignment, shortages of equipment of other resources
and they remove or reduce those distractions which prevent or inhibit proper performance.

4. They see that their workers are properly rewarded and given positive reinforcement for
successful job.

5. They let people where they stand and how they are doing at all times, and solicit
employees observations, opinion and suggestion.

What are the Motivation Theories?

The CONTENT THEORIES – Content Theories are primarily concerned with what it is within an individual
or his or her environment that energizes and sustains the person’s behavior. In other words, what specific
“need” or “motives” which energize people. These theories gives insights into people’s need and help
managers understand what people should and should not value as work rewards or need satisfiers.

1. Maslow’s Hierarchy of Needs Theory

Bernstein, et al (1991) offered that at anytime, many motives might guide a person’s behavior . But, which
determines ones will, Abraham Maslow has given a perspective that addresses this question. He
suggested basic classes of needs, or motives, influencing human behavior. These motives are organized
in hierarchy. Abraham Maslow has suggested that the human need form a hierarchy. From the most basic
biological requirements to the needs for self –actualization the highest of all needs. The pyramidal
presentation shows that from the bottom to top of the hierarchy, the levels of need or motive according
to maslow, are:

a. Biological or Physiological and basic needs – these motives include the need for food, water,
oxygen activity and sleep. As they pertain to employees within a police department, these needs
are sometimes reflected in the desire of the officers for added personal property and an
increased salary.

Both directed toward increasing his or her comfort. Once the officers receives adequate satisfaction
Of his basic need through wages sufficient to enable him or her to live comfortably within his community,
he or she then begins to move upward in the hierarchy.

b. Safety needs – these pertains to the motives of being cared for and being secured such as in
income and place to live. Once the officers has received adequate satisfaction of his basic needs,
his awareness of the safety need is develop. He or she focuses on security, protection, and
avoiding harm and risk within the police profession, the officers begins to emphasize issues such
as fringe benefits, hospitalization, insurance, retirement and pensions plans and consistent
performance standards. The police department and police managers who overemphasize the
 upgrading of fringe benefits are in essence,attempting to motivate the officers by satisfying their
safety needs.

c. The Need to Belong – The third level of the need hierarchy deals with the desire of the officer for
membership within the department, for acceptance by fellow officers , and for the feeling
belonging to an organizational family. These needs are manifested in the officer’s wish for friendly
peers with whom he or she can develop personal relationships. The officer will usually look first
for the organization for satisfaction of this need. Belongingness is integration into various kind of
social group or social organization.

d. Ego Status need – once the officers ha satisfied his or her need to belong, he or she generally
demonstates in achieving some special organization or status for his or her contribution to the
department, For instance some police departments have attempted to satisfy this need through
the creation of certain systems such as the “officers of the month” by giving commendations and
awards. This ego status need usually drives the officer to find opportunities to show his or her
competence, hoping that he or she will reap recognition from his peers, as well as achieve some
material reward for his or her work or their contribution to the department will be immediately
recognized.

e. The Need to Self-Actualized – Although the ego status are difficult to meet the individual moves
to the highest levels of hierarchy. At this level, the officers is extremely concerned about
improving his or her self- concept. He or she suddenly needs assignments that are challenging,
meaningful and allow him or her to be creative as possible. He or she must be able to achieve a
sense of growth and satisfaction through the performance of this activities. Self- actualization
focuses on the personal satisfaction that the officers receives from his work. At this stage, the
officers usually seeks out assignment that involve risk taking and experimentation .The behavior
prompted by these need produces the mature and constructive contribution necessary for the
degree of professionalism.

According to Maslow’s formulation, the level that commands the individuals attention an effort is
ordinarily the lowest one, which there is an unmeet need. For example, unless need for food and safety
are reasonably well-met, behavior will be dominated by these needs and higher motives are of little
significance. With their gratification, however, the individual is free to devote time and effort to meet
higher level. In other words, one level must at least be partially satisfied before those of the next level
become determiners of action.

Key lessons to the Police Manager on Maslow’s Theory – The above theory is significant to a police
manager because he or she will consider human needs as a factor in making decisions which affect human
relationship in his or her organization.

2. ALDEFER’s ERG Theory – Clayton Aldefer has developed the ERG is a modification of the Maslow’s
theory. ERG Theory categorizes needs into existence, relatedness and growth needs.

a. Existence Needs – are desires for physiological and material well-being

b. Relatedness Needs – are desires for satisfying interpersonal relationship

 c. Growth Needs – are desires for continued personal growth and development

ERG Theory Vs. Maslow’s Theory

The ERG Theory differs with that of the Maslow’s theory in three basic respects:

1. ERG Theory modified Maslow’s categories of needs into three.

2. Maslow’s theory agrues that individuals progress up the hierarchy as a result of satisfaction of
the lower needs, the ERG theory includes frustration-regression principle, whereby an already
satisfied lower level need can become activated when a higher need cannot be satisfied.

3. Maslow’s theory shows that a person focuses on one need at a time, ERG contends that more
than one need may be activated at the same time.

Key lessons to the Police Manager on the ERG theory:

The manager should see to it that opportunities for personal growth and development as well as
the desire of persons to satisfy interpersonal relationship and physiological needs are ensured.
Any constraints to these opportunities reduce need satisfaction and affect motivation of people
to work well.

In The Human Side of Enterprise (1960), McGregor defined Theory X and Theory Y
assumptions regarding human behavior. Basically, Theory X assumes that people have little
ambition, dislike work and must be coerced and threatened with punishment in order to
perform satisfactory. In contrast, Theory Y assumes that people do not inherently dislike work
and if properly rewarded, especially by satisfying esteem and self-actualization needs, will
perform well on the job. These theories may be stated as follows:

McGregor’s Theory X and Theory Y Assumptions

Theory X Assumptions
1. The average person inherently dislikes work and will try to avoid it.
2. Most people must be coerced, controlled, directed and threatened with
punishment to get them to work toward organizational goals.
3. The average persons prefers to be directed, wants to avoid responsibility, has
relatively little ambition and seeks security above all.
Theory Y Assumptions
1. Work, whether physical or mental, is as natural as play or rest and most
people do not inherently dislike it.
 2. External control and the threat of punishment are not only the means of
bringing about effort toward organizational goals. People will exercise self-
direction and self-control when they are committed.
3. Commitment to goals is a function of the rewards made available (especially
rewards that satisfy esteem and self- actualization needs.
4. The average person learns, under proper conditions not only to accept but to
seek responsibility.
5. The ability to exercise a relatively high degree of ingenuity and creativity in
the solution of problems is widely, not narrowly, distributed throughout the
organization.

Prepared by: Jireh Janika Ibarra

3-B2

Submitted to: Dr. Hallilula Salisa

 CHAPTER VIII
MOTIVATION
( LEA 5 )

Police Personnel
and Record
Management

Submitted by: Jireh Janika Ibarra

3-B2
Submitted to: Dr. Hallilula Salisa