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Individual Case Study Captain Edith Strong Tracy Price University of Phoenix October 21 2!1"
Moral and motivation are essential elements to the success and mission of police. The case study of Captain Edith Strong is just one example of how employees’ morale can stuffer if they feel less than ade uate. !n this case study Captain Edith Strong has to figure out what she can do to "ring motivation and moral up within her department. The issues within the department stem from patrol officers viewing their jo" as dissatisfying# which has caused longer responses times# increased citi$en complaints# more officer filing wor%s compensation claims and rapid employee turnover. This essay will loo% at the philosophical approach Captain should ta%e. Specific motivational strategies ! would recommend# is the E.&.'. theory applica"le# and would jo" enlargement and enrichment "e applica"le in this case.
$hat philosophical approach do you believe Captain Strong should ta%e in carrying out this pro&ect' ( wor%place with high moral is one were employees feel that they are treated fairly# valued and appreciated. Capt. Strong has to use a dual approach were she focus on the goals of the organi$ation and support her staff in the accomplishment of their personal and professional development. Captain Strong should use synergistic supervision to help her carry out this project. ! thin% it’s the "est approach "ecause it is a cooperative effort "etween the supervisor and other employees that allows them to join efforts to "e greater than the sum of individual contri"utions. This approach would allow her to identify potential early and the supervisor and staff jointly develop strategies to ameliorate pro"lem situation. )ith this method Captain Strong will show that she is dedicated to helping all mem"ers of her staff enhance their s%ills and %nowledge# which can lead to personal and professional growth.
5 $hat specific (otivational strategies )ould you reco((end that she consider' ! would recommend she consider +er$"erg theory of motivation. +er$"erg identified two themes characteristic of all jo"s, -1. /maintenance0 or /hygiene0 factors and -*. /motivational0 factors. -More# 1ito# 2 )alsh# *31*# p.145. +ygiene factors are considered highly valued "y employees in an organi$ation. !f these factors are not considera"ly met there is dissatisfaction in the wor%place which often lowers employee performance. +ygiene factors include, company policy and procedure# wages and salary# jo" security# and interpersonal relationships. Motivators are su"stantial factors that play into an individuals’ personal growth in the organi$ation. 6actors such as opportunity for promotion and advancement# stimulating wor%# recognition and responsi"ility are all related to this theory. Motivators give employees a sense of personal achievement and in turn perpetuate high performance levels. (ccording to +er$"erg management should readjust and rearrange wor% performance strategies in the wor%place to help motivate employees. Changing motivation levels from negative dissatisfaction to positive reinforced productivity levels. 7ow productivity# poor customer service uality# complaints a"out wor%ing conditions# and even stri%es can cause employees to "ecome de8motivated in the wor%ing environment. The +er$"erg approach suggests expanding on the nature of jo" responsi"ilities as well as jo" related s%ills. !n the areas of jo" enlargement# jo" rotation# and jo" enrichment.
$ould E*+*,* theory be applicable in this instance' $hy or )hy not' (lderfer’s E.&.'. theory is straightforward and simple to understand. !t is "uilt on three "asic principles, the need9escalation principle# the satisfaction9progression
? principle# and the frustration9regression principle. -More# 1ito# 2 )alsh# *31*# p.1:4. This theory is "elieves on employee;s "ehavior are motivated simultaneously "y more than one need level. E.&.'. theory has no hierarchical progression component. There is a"solutely no assumption that lower8level human needs must "e satisfied "efore higher8 level needs can "e activated. Employees have various needs that must "e satisfied and manager must understand that. Through this theory people are motivated at any given time< ma%ing it difficult to pinpoint what was a successful motivator. So while the E.&.'. theory can "e applica"le in this instance# ! do not "elieve it will "e effective "ecause this theory ma%es it very difficult to tell exactly what motivates people to "ehave as they do in a particular situation. -More# 1ito# 2 )alsh# *31*# p.1:4.
$ould &ob enlarge(ent or &ob enrich(ent be applicable in this case' (s police department are "ecoming more and more sophisticated# it will ta%e innovative strategies to motivate them. )hile "oth jo" enrichment and jo" enlargement add variety to a jo" "y introducing new tas%s. -More# 1ito# 2 )alsh# *31*# p. 1=1. >o" enlargement see%s to explore the variety of tas% employees can incorporate in the wor% environment< while challenging employees to raise to the occasion. >o" rotation identifies the need of variety "y ma%ing employees explore a num"er of related tas%s. >o" enrichment supports the need for employees to find purpose in their wor%# "ut "ecause most police departments have rigid "ureaucratic structure# jo" enrichment programs have not "een widespread. +owever according to the text in areas where such programs have "een implemented# they produced encouraging results. To motivate the staff of this department ! would use jo" enrichment "ecause this would target their higher8order needs
B for achievement# responsi"ility# recognition# advancement# and personal growth. -More#
1ito# 2 )alsh# *31*# p. 1=1. This can "e done "y reforming the roles and duties of the
officers. &eforming duties will allow officers to cross train giving them a greater awareness of the daily functions in other departments. !t will allow them to see different parts of the department while diversifying all the officers. >o" satisfaction is a"out the wor% environment criminal justice managers should want the professional to "e satisfied in fulfilling their duties< and when these professional are satisfied they will "e committed to the organi$ations mission and motivated to do their "est.
Conclusion 6actors that motivate people change over their lifetime. @ut /respect me as a person0 is one of the top motivating factors at any stage of life. !n order to have a satisfied and productive wor%place# managers must %now how to motivate an employee and %eep them interested in their jo". )ithin all organi$ations the staff;s ; perception of the organi$ation is important. !n order for organi$ations to "e a successful they must have the "uy8in from all the staff in the organi$ation. Engaging staff is the %ey to having their "uy8in. Aositive motivation will push your staff to "e aware of the "enefits of a successful a successful organi$ation. Captain Strong needs to create an atmosphere that encourages employees to evaluate every action against its impact on "etter "usiness practices< have a "alanced scorecard approach to measure whether goals for the department are translated into initiatives that reach the target. She should use the +er$"erg motivation theory in the wor% place to improve productivity and staff morale.
More. +. ).# 1ito# '. 6.# 2 )alsh# ). 6. -*31*.. Crgani$ational "ehavior and management in law enforcement -5rd ed... Dpper Saddle &iver# E>, Arentice +all.