Managing a Criminal Justice Organization

Managing a Criminal Justice Organization

Managing Criminal Justice Organization

Organizational change, particularly due to economic factors, is a difficult time for leaders and their staff. While change is difficult for many people, maintaining staff morale in the face of cuts can be a particularly challenging task. As a manager of a police department where significant cuts are necessary in order to achieve economic sustainability, it is necessary to find ways to keep staff motivated both intrinsically and extrinsically. A work environment that is built upon intrinsic and extrinsic rewards has been found to lead to an increased level of total job satisfaction and as a result job performance (Gagne & Deci, 2005). Intrinsic motivation is defined as the engagement in an activity because of the interest and satisfaction that the activity itself invokes while extrinsic motivation requires the addition of a separate consequence such as a tangible reward (Gagne & Deci, 2005). In the latter, satisfaction is derived from the extrinsic reinforcement of the activity rather than the activity itself.

Motivation in organizational settings is often defined as a set of attitudes and values that influence an employee to operate in a goal directed manner (Hofsteded, 1980). As a leader one must always seek to identify what motivates the staff that they supervise. While there are many overarching concepts about human behavior and motivation, organizational leadership, particularly in the face of economic difficulties, should include the identification of what motivates or drives individual employees. Traditionally, motivation can be found through monetary rewards and gains, however, in difficult economic times leadership must find ways to motivate individuals in other ways. While this can be a daunting task, it will allow for engagement of each employee in a manner that will meet their needs and interests and maintain if not increase job satisfaction and performance.

While task consistency and direct supervision are paramount in a police organization, encouraging employees to find ways to make autonomous decisions as well as to contribute to the overall decision making of the department is a key factor in intrinsic motivation (Gagne & Deci, 2005). During times when employees are being laid off and new programs and equipment are not plausible, engaging employees in dialogue about the issues and the manner in which the department can continue to operate with the same standards of excellence that it always has allows the employee to have a voice in the process and to feel as if they are a part of the solution. This ownership of the issue will ensure that any changes that need to be implemented will not be met with resistance as well as ensuring their motivation toward the potentially changing tasks (Wagner & Gooding, 1987).

A leader in this environment will need to continue to reinforce the level of achievement motivation in each employee, emphasizing department excellence and pride in job performance (Sing, 2002). Reminders about the goal of the police department to ensure the safety of the general public will take the focus off of the increased work load and put it back on the larger picture of the importance of police work to the community.