1.  Maslow's Hierarchy of Needs Theory Maslow's Hierarchy of Needs Theory states that every individual has different levels of needs that must be met for them to reach their ultimate potential. The basic level includes the necessities of life, such as food, clothing, and shelter, while the more advanced levels require such things as positive social relationships and self-esteem. An officers job can be difficult, especially over a number of years. The reality that most officers eventually face is how to deal with stress and staying motivated. Applying Maslow's model can be beneficial to ensure that as many officers needs are as possible so that they can be resilient in their roles and maintain a positive attitude.

2.  Herzberg's Hygiene/Motivators Theory

The hygiene/motivators theory considers satisfaction on two different dimensions. Factors such as salary, benefits, work environment, and others may lead to a satisfied officer who is not necessarily a motivated one. Motivation and job satisfaction are thought of differently. To motivate someone this might require acknowledgement and proper management techniques.

3. Employee Morale. Building morale in your agency.

Employee morale can be one of the most important factors in any organization, but also one that is difficult to define precisely; although it consists of the levels of positivity and cohesion in a department. There are many practical techniques that can help improve morale such as providing praise and focusing on good aspects, eliminating unnecessary conflict, and focusing on good communication techniques.

4. Positive discipline. Negative discipline. Provide examples.

Positive discipline focus on encouragement and incentives to reward good performance. For example, if an officer performs exceptionally well on some metric, they could be provided some benefit or even financial reward for their performances. Negative discipline focuses more on punishments. For example, a poor performing officer could lose benefits such as their shift choice or even be punished financially.

5. Progressive Discipline-Provide examples.

A progressive discipline policy works in phases. For example, on the first offense the officer might be simply coached about a mistake. On the next occurrence there might be an official complaint filed, and maybe after three or more subsequent offenses the officer could be forced to take unpaid leave, or potentially even be terminated if the offense is serious.

6. Sexual Harassment.
Sexual harassment is a common problem in many organizations, but it also seems to be especially common in policing. When anyone in an organization attempts to coerce someone else into anything that could be considered sexual then this is definitely harassment and should be dealt with immediately. However, even more subtle forms of harassment are often a cause for concern; such as inappropriate language in the presence, or direct towards.

7. Racial profiling. Avoiding racial profiling.
Profiling of any kind is something to take seriously, but racial profiling is an exceptional form that often garners significant media attention. Racial profiling occurs when an individual passes judgement on someone else based solely on their ethnicity. Even if the person doesn't necessarily do it consciously, it still occurs subconsciously in many cases. Education about profiling is typically the best defense for preventing and ongoing training programs...

Use of Force Continuum. The use of force continuum has been a highly publicized concept in recent years. Basically, for an officer to use force against a potential threat, the threat presented needs to be justified on reasonable grounds. For example, if a suspect is evading and is known to be armed and dangerous then this could justify the use of lethal force. However, if someone is arguing over a traffic ticket then deadly force is not required.

9. Causes and symptoms of an unmotivated work force. External tangible motivators.
The cause of an unmotivated workforce is numerous too state the obvious. However, there are a multitude of tangible motivators that can help to reverse such situations. Performance-based pay is one example. If a work force doesn't perform as they are expected then they would receive less compensation; however, if they perform well then they could earn bonuses.

10. Examples of unethical behavior and corruption. Promoting ethical behavior.
A police officer is given a position of power and with power, corruption seems to be a common problem. There are many ways in which promoting ethical behavior. The first line of defense starts with training undoubtedly, be once officers are aware of how they are expecting to act, the next phase involves accountability.

11. Performance Evaluation system. Purpose of Performance Evaluations.
There are different goals of a performance evaluation. For instance, some might be linked to performance-based pay. However, one of the most beneficial aspects of an evaluation, if conducted effectively, is to give an employee a baseline that they can use to improve their performances.

12. Employee grievances. Resolving grievances.
Employee grievances, if dealt with properly, can actually be an asset to an organization. Employees can voice their grievances through official channels, and the entire organization can benefit. However, it is important to take these channels seriously and have accessible options for feedback so that these grievances can be addressed as soon as possible.

13. Police Budget Process. All Levels Budgeting. Bottom Line Philosophy, Cutback budgeting...etc.
The budgeting process, on a high level, can often be out of the police departments control. However, providing transparency throughout the process can often be one of the key factors in securing a satisfactory working budget. If budgeting requires that the department cuts back, it is important to keep the most essential services funded, while saving in other areas if possible. Budgeting is always a balancing act.

14. Collective Bargaining. Job items covered by union contracts. Management's Rights.
Collective bargaining is not necessarily something to be feared, but it does often change the dynamics of how employment contracts work. Management is often in a tough predicament dealing with their budgets and the demands of collective bargaining. Again, full transparency can often help in instances of disagreement.

15. Explain job stress. Dealing with job related stress.
Job related stress exists in all industries, both for profit and not-for-profit. However, in any police organization, stress can be exceptionally high given the fact that public safety, and ultimately lives, are on the line at any given time. One of the most important factors in such a situation is first recognizing the effects of stress, and then finding appropriate channels for…