Types of Motivation

Edgar McCarthy Types of want Professor Dr. Clemons 4-8-13 Submitted in Partial Fulfillment for a Bachelor of accomplishment Degree Week 3 Westwood College Types of Motivation 1. Emphasis on force-out motives and set. An telling want plan must expect into consideration the motives and value of employees. Criminal workers have motives and values that stress public service as well as personal interests they want to ne in trading that is both appreciated and remunerated fairly and appropriately.Often criminal justice administrators atomic number 18 indifferent to or unaware of just how important the motives and values of employees are. Those in leadership positions must offer a set of motives and values as guidance for subordinates. By having an articulated mission statement, for example the important motives and values of the nerve become known, and employees are able to see how they fit into larger picture of the organization. 2. Use of incentitives and rewards. Employees n eed incentitives to meet expectations and appropriate rewards for jobs well done.A study challenge for criminal justice administrators is the creation of formal and informal approaches to key and reward employees. The types of rewards can be varied. Monetary rewards are often ambitious to provide, but other types of rewards, such as informal praise when a job is handled well and employee recognition programs can be given. 3. Reinforcement. Administrators must nonplus feedback mechanism so that workers understand that their performance is appropriate on depute tasks. More often than not, the immediate supervisor provides little or no feedback to subordinates.This creates much anxiety and uncertainty among employees, causing their motive to wane. 4. Specific and clean-living goals. All theories of motivation highlight the importance of goals or expected outcomes to the motivation process. This is probably the most difficult and problematical area in motivating criminal justice employees. As public agencies, criminal justice organizations are expected to address multiple, and sometimes conflicting, goals consequently, specifying goals and prioritizing them can be very difficult. This difficulty, to a greater extent than any other, poses problems for administrators.Goal clarity and goal consensus may not be likely in criminal justice organizations and, as a consequence, developing effective motivation plans will be difficult. 5. Sufficient personal and substantive resources. The organization must have a sufficient number of resources, both kind and financial, to create a proper motivating environment for employees. Examples of such resources embroil support and training programs for employees, outlets for employees that allow socialization and the development of informal groups, and material support, such as adequate supplies and equipment, for tasks to be accomplished and goal attained.Managers that take these ideas can make criminal justice organizat ions more aware of the motivation needs of employees. Positive motivation is the single most important component for job satisfaction and department success which then equates into community encomium and support. By establishing and implementing changes to import motivation then attitudes will shift and the fecund transformation will be apparent. References Criminal Justice Organizations Administration and centering By Stan Stojkovic, David B. Kalinich, John Klofas http//lawenforcementtoday. com/2011/10/31/motivational-policing/