CHAPTER 7 PEOPLE IN THE POLICE ORGANIZATION

Transcription

1 CHAPTER 7 PEOPLE IN THE POLICE ORGANIZATION Chapter Overview This chapter fcuses n fficer behavir. It is difficult t design an rganizatinal structure r establish a predminant leadership style withut develping a firm understanding f hw subrdinate fficers react in the rganizatinal setting. This chapter begins with a brief discussin f peple and rganizatins. Hw well individuals adjust t the rganizatin and their persnalities affects hw well they can be led and their prductivity. Next, mtivatin theries are examined in depth, starting with humanistic theries and mving n t behaviral theries. Here we prvide a fundatin fr understanding hw t get peple t wrk and be prductive. Finally, the rganizatinal culture is discussed. Wrk grup culture, especially in plice departments, plays an imprtant rle in determining hw prductive individual emplyees are. Learning Objectives 1. Explain the cncept f mtivatin and its imprtance in the plice department. 2. Understand the difference between individualistic and behaviral theries f mtivatin. 3. Understand the varius mtivatinal theries and hw they might be applied in the plice setting. 4. Frmulate and apply a cmprehensive mtivatinal plan fr a plice department. 5. Understand hw grup behavir and dynamics affect fficer mtivatin. 6. Appreciate the plice culture and its implicatins fr plice management. 124

2 Chapter 7: Peple in the Plice Organizatin 125 Chapter Outline / Lecture Ntes I. Intrductin A. A plice department depends n its supervisrs and managers t lead and mtivate fficers t achieve the department's gals; when fficers are mtivated, they wrk r are prductive, which in turn leads t the department satisfying cmmunity needs and expectatins. 1. Individuals and grups in every cmmunity expect their plice department t meet their needs, and the plice executive must strive t ensure that the department is prductive in meeting thse expectatins. 2. Prductivity in plicing is difficult t define and measure but nevertheless depends t a great extent n the interpersnal management activities f leadership and mtivatin. N rganizatin, regardless f its nature, can reach its prductivity ptential withut gd leadership and mtivated emplyees. B. This is particularly true in plice rganizatins where services are prvided in an envirnment that ranges frm indifference t hstility. 1. It is very difficult t maintain prductivity and mtivatin when plice fficers are expsed t the many frustratins that are generated by having t enfrce laws that place the typical law-abiding citizen in a psitin f being viewed as a criminal, r t prvide directin and assistance t citizens wh are unwilling t accept directin and assistance. C. It is difficult t design an rganizatinal structure r establish a predminant leadership style withut develping a firm understanding f hw subrdinate fficers react in the rganizatinal setting. 1. This chapter begins with a brief discussin f peple and rganizatins. Hw well individuals adjust t the rganizatin and their persnalities affects hw well they can be led and their prductivity. 2. Next, mtivatin theries are examined in depth, starting with humanistic theries and mving n t behaviral theries. Here we prvide a fundatin fr understanding hw t get peple t wrk and be prductive. 3. Finally, the rganizatinal culture is discussed. Wrk grup culture, especially in plice departments, plays an imprtant rle in determining hw prductive individual emplyees are.

3 126 Instructr s Resurce Manual II. The Individual in the Organizatin A. Interactinist perspective is based n the belief that behavir is the result f ne s persnality and the nature f the situatin r jb. Althugh a given situatin will help fashin peple s behavir, their respnses will nt be unifrm since each individual s persnality will als have sme impact n his r her behavir. 1. The nature f plice wrk dictates that nt everyne is suited fr plice wrk. Agencies must be selective and strive t select peple whse persnalities meet the demands f the jb. B. Persnality is a stable set f characteristics representing the internal prperties f an individual, which are reflected in behaviral tendencies acrss a variety f situatins. 1. Three attributes are assciated with persnality: a. It is enduring. b. Persnality traits t a large extent determine peple s behavir. c. It affects peple s reactin t a wide range f situatins. 2. The big five persnality traits are: extrversin, agreeableness, cnscientiusness, emtinal stability, and penness t experience. C. Values are brad preferences cncerning apprpriate curses f actin r utcmes. They are specific ideas abut right and wrng and must be in line with the rganizatin s values and mandate. Values play a key rle in determining if a persn is a gd emplyee. III. Theries f Mtivatin A. Mtivatin refers t the frces within the individual that accunt fr the level, directin, and persistence f effrt expanded at wrk (Schermerhrn, 2008). 1. There are several elements t mtivatin: mtivatin is an internal frce r a part f the individual s values r persnality; there are levels f mtivatin; it is abut maintaining prductive behavir r wrk. 2. Thus, leaders must understand mtivatin thery.

4 Chapter 7: Peple in the Plice Organizatin 127 B. There are tw general theries f mtivatin: 1. Individual theries f mtivatin are theries based n the belief that mtivatin cmes frm within, and that a subrdinate s mtivatin is affected by management s ability t satisfy the individual s internal needs. 2. Behaviral theries f mtivatin are als called prcess r instrumentality theries; they attempt t explain mtivatin r behavir thrugh the prcess f reinfrcement. IV. Individual Theries f Mtivatin It is imprtant that the needs f the individual are being met by the rganizatin. If the needs are being met, there will be prductivity and satisfactin. If the needs are nt being met, there will be frustratin. This frustratin is exhibited in three unprductive frms f rganizatinal behavir: resignatin: the individual abandns hpe and becmes passive fixatin: the individual cntinues t exhibit the same behavir and fails t grw emtinally in the jb ratinalizatin: the individual is nt cncerned with wrk and blames any shrtcmings n thers r factrs ut f his r her cntrl A. Maslw s Hierarchy f Needs Thery Maslw (1943) pstulated that there is a hierarchy f needs in which individuals prgress frm lwer needs t higher needs. A lwer rder need must be at least partially fulfilled befre the next higher need is activated. 1. Physilgical needs are the mst basic human needs: fd, clthing, adequate shelter, and water. This need fulfillment is usually assciated with salary. 2. Security needs are the cnscius and subcnscius desires t develp cntinuity in life. Traditinally this is assciated with jb security. 3. Scial needs dminate an individual s mtivatin cncerns. These are related t an individual s need t interact, scialize, and be accepted by thers. Peple are scial beings and need interactin. Membership in the plice department satisfies this need.

5 128 Instructr s Resurce Manual 4. Esteem needs are related t the human need t have sme level f recgnitin by peers r thers. These needs are dminant fr individuals wh have met their scial needs. Esteem r recgnitin needs take tw primary frms: prestige r pwer. 5. Self-actualizatin needs are an individual s need t make the mst f ne s life; these needs are synnymus with self-fulfillment, accmplishment, and achievement. This is the highest need categry f Maslw. 6. Maslw s needs shuld nt be cnsidered as a strict hierarchy, because individuals are mtivated differently. B. Herzberg s Mtivatin-Hygiene Thery Herzberg (1968) identified tw primary grups f factrs that affect ne s prductivity: 1. Hygiene factrs refer t the wrk envirnment, including the rganizatin s plicy and administratin, supervisin, wrk cnditins, salary, relatinships with peers and superirs, status, and security. Plice fficers are frequently dissatisfied with the wrk envirnment (e.g., clse supervisin, perceived unfair plicies, salary disparities, and the status f plicing). 2. Mtivatin factrs refer t the wrk itself, including individual achievement, recgnitin, respnsibility, and grwth. Plice fficers typically enjy the wrk and are therefre are mtivated. Herzberg pstulates that managers must recgnize and prvide pprtunities fr fficers t fulfill bth hygiene and mtivatin needs. The theries f Maslw and Herzberg are similar in that they fcus n the same cncerns and bth indicate that these needs must cntinually be cnsidered by managers if a high degree f mtivatin is t be maintained. C. McClelland s Achievement, Pwer, and Affiliatin Mtives Thery McClelland (1964) stated that there are three mtives r needs that are imprtant t an individual within an rganizatinal envirnment: 1. Need fr achievement: the need t succeed r excel. 2. Need fr pwer: the need t exert cntrl ver ne s envirnment.

6 Chapter 7: Peple in the Plice Organizatin Need fr affiliatin: the need t establish and maintain friendly and clse interpersnal relatinships. Plice managers shuld strive t identify the high achievers and place them where their attributes wuld best meet the department s needs. D. Summary f Individualistic Theries These theries attempt t explain behavir in terms f internal drives. The administratr must prvide avenues whereby subrdinates can achieve their internal needs. V. Behaviral Theries f Mtivatin These theries are als cnsidered prcess theries since these theries are funded n the law f effect and invlve a prcess f mtivatin. Rewarding behavir increases the prbability the behavir will be repeated, and punishing the behavir decreases the prbability the behavir will be repeated. A. Adams s Equity Thery Adams (1963) attempted t explain behavir in terms f perceived inequity. 1. Equity can be defined as the effrt (prductivity) and rewards (salaries, benefits, etc.) in relatin t thers effrts and rewards. Equity is nt merely a matter f getting a "fair day's pay fr a fair day's wrk," hwever, nr is inequity simply a matter f being underpaid. The fairness f an exchange between emplyee and emplyer is nt usually perceived by the frmer purely and simply as an ecnmic matter. There is an element f relative justice invlved that supervenes ecnmics and underlies perceptins f equity r inequity. 2. Inequity can exist in several ways. An fficer assigned t patrl may perceive inequity when cmparing his r her wrk status, duties, and tasks t anther fficer wh is assigned t cmmunity relatins r criminal investigatin. a. Several pssible causes f inequity can exist within a plice department and the plice manager must realize that real and perceived inequity play an imprtant rle in the mtivatin prcess. b. The manager shuld ensure n real inequity exists in the wrkplace. T reduce the perceptin f inequity, a sund plicy f jb rtatin shuld exist and be fllwed. Supervisrs are key t

7 130 Instructr s Resurce Manual B. Expectancy Thery seeing that an fficer s mtivatin prblems are reslved r addressed. Gd supervisin is the key t gd mtivatin. The mst ppular expectancy theries were develped by Vrm (1964) and Prter and Lawler (1968). Expectancy thery is similar t equity thery in that bth theries cnsider mtivatin as a cnsequence f the wrk envirnment. 1. Equity thery is based n the belief that individuals examine their wrk and rewards relative t thers, and if equity exists, fficers are mtivated. 2. Expectancy thery is based n the belief that individuals are mtivated nly when their reward is sufficient; the reward is sufficient when it is equal t r greater than the effrt exerted by the individual. 3. Expectancy theries identify three beliefs that wrkers have: a. Expectancy is an individual s belief r expectatin that effrt will result in acceptable perfrmance. b. Instrumentality is an individual s belief that perfrmance will be rewarded. c. Valence f utcme is an individual s perceptin that his r her prductivity will result in a psitive utcme r reward. 4. It is generally recgnized that rewards are mre effective as mtivatrs than is punishment. Punishment has nly a shrt-term impact n behavir, whereas rewards affect behavir fr lnger time perids. 5. Behavir must be rewarded cnsistently. T ften plice administratrs are incnsistent with their rewards. VI. A Cmprehensive Thery f Mtivatin There are three general surces f mtivatin: the individual, the rganizatin, and their interactin. A. An individual's level f mtivatin is determined by a cmbinatin f frces in the individual, the wrk envirnment, and the leader. Leadership behavir bnds the individual and the wrk envirnment. The leader can inhibit r increase mtivatin and prductivity.

8 Chapter 7: Peple in the Plice Organizatin 131 B. Individuals make chices abut their behavir and exert a great deal f cntrl ver their wn prductivity. Officers are aware f the minimum amunt f wrk they must accmplish withut getting int truble with their superirs. When fficers are nt mtivated, they tend t prduce at this minimum level. Hwever, if fficers can be mtivated, there is a high prbability that prductivity will subsequently exceed this minimum level. C. Individuals have different needs, desires, r gals. If managers understand the needs f individuals under their cmmand, the prper leadership style and reward structure can be develped t enhance prductivity. D. Individuals decide t be prductive based n their expectatin that they will be rewarded apprpriately. If a reward des nt fit an individual's particular need, it will nt be effective. Mrever, the reward must be equal t the effrt exerted and rewards must be distributed equitably with respect t individual tasks and emplyees. In essence, fficers' chices are guided by the departmental reward system. VII. The Dynamics f Grup Behavir A grup is a cllectin f peple wh interact with each ther, have a stable pattern f relatins, share gals, and perceive f themselves as related. A. There are tw types f grups: 1. Frmal grups are rganizatinal units within an rganizatin. a. Task grups are grups that have the respnsibility fr specific tasks r line activities. b. Cmmand grups include supervisrs and managers as well as line emplyees. c. Other grups wuld be cmmittees used t address specific prblems r issues and may be permanent r temprary in nature. 2. Infrmal grups are grups that are frmed as a result f scial interactin. B. Grup frmatin ccurs in a fur-stage develpment prcess. 1. Mutual acceptance is the first stage f grup develpment, fllwing initial distrust, in which members develp a mutual bnd.

9 132 Instructr s Resurce Manual 2. Decisin making is the secnd stage f grup develpment, in which members learn t trust the judgment f ther members f the grup. 3. Mtivatin is the third phase. After trust is develped, members f the grup find that cperatin generally reaps greater rewards than dissensin. They learn t wrk tgether tward cmmn bjectives. 4. Cntrl is the furth state f grup develpment, in which the grup establishes nrms r rules. After achieving trust, the grup establishes nrms r rules generally based n past experiences, and infrmal sanctins are used t enfrce the nrms. C. Members f the grup als g thrugh the prcess f rle identificatin, which may reslve their place in the grup. 1. Rle ambiguity is the cnfusin peple have abut their rles within an rganizatin when definite infrmatin abut expectatins is nt given. 2. The perceived rle is an individual s understanding f what the rganizatin expects f them within the cntext f a grup. 3. A sent rle is infrmatin passed n t the grup by supervisrs and administratrs abut perfrmance expectatins fr the grup and its members. 4. The enacted rle is what peple actually d within the cntext f the grup. 5. Grup chesiveness is the degree t which grup members remain tgether. The mre chesiveness there is in the grup, the greater the cperatin. VIII. Culture and Plice Wrk Organizatinal culture is the system f shared beliefs and values that shapes and guides the behavir f its members. Culture prvides its members with infrmatin abut what is right and wrng, and it prvides peple with a set f cllective gals. Observable culture manifests itself thrugh: stries, heres, rites and rituals, and symbls. Culture is the prduct f the structural envirnment f the rganizatin and the infrmatin that rganizatinal incumbents have acquired ver time as a result f the scializatin prcess. The cre culture cmprises the values and underlying beliefs that guide behavir.

10 Chapter 7: Peple in the Plice Organizatin 133 A. The Plice Culture IX. Summary 1. A wrldview is develped thrugh the scializatin prcess and it represents the standard by which members f the grup tend t view peple and situatins. 2. There are five phases t an fficer s career. a. Hitting the streets (years 1-3): includes stages f academy training, initiatin (field training), and absrptin f the plice culture b. Hitting their stride (years 3-8): fficers gain cnfidence, learn the jb in terms f its frmal and infrmal nrms c. Hitting the wall (years 8-12): a perid f stress and disillusinment, which usually includes general jb dissatisfactin d. Regruping: a perid in which fficers reevaluate their lives, cpe with their careers, and develp a strategy fr retiring e. Deciding-t-retire: a phase in which fficers cntinually think abut retirement and whether t d s, and then eventually leave the department 3. There is generally the us-versus-them mentality acrss the careers f fficers. There is the belief that the plice are under siege (especially in larger cities) and have little supprt frm the public. This may be reinfrced by the plice culture, althugh it is diametrically ppsed t the precepts f plicing tday, especially cmmunity plicing. 4. Hitt, Miller, and Clella (2006) have suggested that ne methd by which administratrs can better understand the department s culture and the limitatins it pses n the department is t perfrm a cultural audit. A cultural audit is a prcess that identifies shared and divergent values and beliefs within the department. This invlves hw fficers and managers are scialized what values they develp. There are tw types f mtivatinal theries: individualistic theries and behaviral theries. The individualistic theries attempt t explain mtivatin thrugh a persn s needs and values. That is, peple have a variety f needs, and they will wrk t fulfill them. Leaders can mtivate subrdinates by prviding them pprtunities t fulfill r satisfy their needs.

11 134 Instructr s Resurce Manual The primary mtivatinal theries are Maslw's Hierarchy f Needs, Herzberg's Mtivatin-Hygiene thery, and McClelland's Achievement, Pwer, and Affiliatin Mtives thery. The behaviral theries attempt t explain mtivatin as a result f the individual interacting with the wrk envirnment. Wrk must be instrumental in the fficer receiving a reward, and the reward must be fair r equitable. One's persnality dictates hw ne interprets the many cues and stimuli in the wrk envirnment, and the leader must cnsider thse being led and the situatin in which leadership is being applied. The primary behaviral theries are Adams's equity thery and expectancy thery. It must be remembered that the wrk grup and rganizatinal culture play an imprtant rle in mtivatin and gal accmplishment. The wrk grup and rganizatinal culture place parameters n behavir. In sme instances, the rganizatinal culture and infrmal grup nrms have mre influence n fficers' behavir than des the frmal rganizatin. Leadership and mtivatin represent a subset f the ttal wrk picture. Indeed, if leaders are t be effective, all f these factrs must be cnsidered and cntrlled. Key Terms behaviral theries f mtivatin: prcess r instrumentality theries that explain mtivatin r behavir thrugh the prcess f reinfrcement cmmand grups: task grups that include supervisrs and managers cntrl: the furth stage f grup develpment, in which the grup establishes nrms r rules cultural audit: a prcess that identifies shared and divergent values and beliefs within the department decisin making: the secnd stage f grup develpment, in which members learn t trust the judgment f ther members f the grup enacted rle: what peple actually d within the cntext f a grup equity: the effrt (prductivity) and rewards (salaries, benefits, etc.) in relatin t thers effrts and rewards equity thery: based n the belief that individuals examine their wrk and rewards relative t thers, and if equity exists, fficers are mtivated

12 Chapter 7: Peple in the Plice Organizatin 135 esteem needs: the need t have sme level f recgnitin by peers r thers expectancy: an individual s belief that effrt will result in acceptable perfrmance expectancy thery: based n the belief that individuals are mtivated nly when their reward is sufficient; the reward is sufficient when it is equal t r greater than the effrt exerted by the individual frmal grups: rganizatinal units within an rganizatin grup: a cllectin f peple wh interact with each ther, have a stable pattern f relatins, share gals, and perceive f themselves as related grup chesiveness: the degree t which grup members remain tgether hygiene factrs: the wrk envirnment, as defined by Herzberg, including the rganizatin s plicy and administratin, supervisin, wrk cnditins, salary, relatinships with peers and superirs, status, and security individual theries f mtivatin: theries based n the belief that mtivatin cmes frm within, and that a subrdinate s mtivatin is affected by management s ability t satisfy the individual s internal needs infrmal grups: grups that are frmed as a result f scial interactin instrumentality: an individual s belief that perfrmance will be rewarded interactinist perspective: based n the belief that behavir is the result f ne s persnality and the nature f the situatin r jb mtivatin: the third stage f grup develpment, in which members learn t wrk tgether tward cmmn bjectives mtivatin factrs: the wrk itself, as defined by Herzberg, including individual achievement, recgnitin, respnsibility, and grwth mutual acceptance: the first stage f grup develpment, fllwing initial distrust, in which members develp a mutual bnd rganizatinal culture: the system f shared beliefs and values that shapes and guides the behavir f its members perceived rle: an individual s understanding f what the rganizatin expects f them within the cntext f a grup

13 136 Instructr s Resurce Manual persnality: a stable set f characteristics representing the internal prperties f an individual, which are reflected in behaviral tendencies acrss a variety f situatins physilgical needs: the mst basic human needs: fd, clthing, adequate shelter, and water; usually assciated with salary rle ambiguity: the cnfusin peple have abut their rles within an rganizatin when definite infrmatin abut expectatins is nt given security needs: an individual s cnscius and subcnscius desires t develp cntinuity in life self-actualizatin needs: an individual s need t make the mst f ne s life; synnymus with self-fulfillment, accmplishment, and achievement; the highest f Maslw s need categries sent rle: infrmatin passed n by supervisrs and administratrs abut perfrmance expectatins fr the grup and its members scial needs: an individual s need t interact, scialize, and be accepted by thers; these dminate an individual s mtivatin cncerns task grups: grups that have the respnsibility fr specific tasks r line activities valence f utcme: an individual s perceptin that prductivity will result in a psitive utcme r reward values: brad preferences cncerning apprpriate curses f actin r utcmes wrldview: develped thrugh the scializatin prcess and represents the standard by which members f a grup tend t view peple and situatins Study Questins Althugh the answers listed belw are nt exhaustive and will vary frm student t student, the student shuld address at the minimum the fllwing key pints. 1. What is the relatinship between mtivatin and leadership in the plice rganizatin? (See pages in the text.) Mtivatin refers t the frces within the individual that accunt fr the level, directin, and persistence f effrt expanded at wrk (Schermerhrn, 2008).

14 Chapter 7: Peple in the Plice Organizatin 137 There are several elements t mtivatin: mtivatin is an internal frce r a part f the individual s values r persnality; there are levels f mtivatin; it is abut maintaining prductive behavir r wrk. Thus, leaders must understand mtivatin thery. There are tw general theries f mtivatin: Individual theries f mtivatin are theries based n the belief that mtivatin cmes frm within, and that a subrdinate s mtivatin is affected by management s ability t satisfy the individual s internal needs. Behaviral theries f mtivatin are als called prcess r instrumentality theries; they attempt t explain mtivatin r behavir thrugh the prcess f reinfrcement. 2. There are tw types f mtivatinal thery, individualistic and behaviral. Hw d they cmpare with each ther? (See pages in the text.) There are tw general theries f mtivatin: Individual theries f mtivatin are theries based n the belief that mtivatin cmes frm within, and that a subrdinate s mtivatin is affected by management s ability t satisfy the individual s internal needs. Behaviral theries f mtivatin are als called prcess r instrumentality theries; they attempt t explain mtivatin r behavir thrugh the prcess f reinfrcement. 3. Hw des Herzberg's Mtivatin-Hygiene Thery differ frm Maslw's Hierarchy f Needs? Hw d these theries explain plice fficer behavir? (See pages in the text.) Maslw s Hierarchy f Needs Thery Maslw (1943) pstulated that there is a hierarchy f needs in which individuals prgress frm lwer needs t higher needs. A lwer rder need must be at least partially fulfilled befre the next higher need is activated. Physilgical needs are the mst basic human needs: fd, clthing, adequate shelter, and water. This need fulfillment is usually assciated with salary.

15 138 Instructr s Resurce Manual Security needs are the cnscius and subcnscius desires t develp cntinuity in life. Traditinally this is assciated with jb security. Scial needs dminate an individual s mtivatin cncerns. These are related t an individual s need t interact, scialize, and be accepted by thers. Peple are scial beings and need interactin. Membership in the plice department satisfies this need. Esteem needs are related t the human need t have sme level f recgnitin by peers r thers. These needs are dminant fr individuals wh have met their scial needs. Esteem r recgnitin needs take tw primary frms: prestige r pwer. Self-actualizatin needs are an individual s need t make the mst f ne s life; these needs are synnymus with self-fulfillment, accmplishment, and achievement. This is the highest need categry f Maslw. Maslw s needs shuld nt be cnsidered as a strict hierarchy, because individuals are mtivated differently. Herzberg s Mtivatin-Hygiene Thery Herzberg (1968) identified tw primary grups f factrs that affect ne s prductivity: Hygiene factrs refer t the wrk envirnment, including the rganizatin s plicy and administratin, supervisin, wrk cnditins, salary, relatinships with peers and superirs, status, and security. Plice fficers are frequently dissatisfied with the wrk envirnment (e.g., clse supervisin, perceived unfair plicies, salary disparities, and the status f plicing). Mtivatin factrs refer t the wrk itself, including individual achievement, recgnitin, respnsibility, and grwth. Plice fficers typically enjy the wrk and are therefre are mtivated. Herzberg pstulates that managers must recgnize and prvide pprtunities fr fficers t fulfill bth hygiene and mtivatin needs. The theries f Maslw and Herzberg are similar in that they fcus n the same cncerns and bth indicate that these needs must cntinually be cnsidered by managers if a high degree f mtivatin is t be maintained.

16 Chapter 7: Peple in the Plice Organizatin Hw des expectancy mtivatinal thery explain behavir, and hw des it relate t the varius cntingency leadership theries discussed in Chapter 5? (See pages in the text.) The mst ppular expectancy theries were develped by Vrm (1964) and Prter and Lawler (1968). Expectancy thery is similar t equity thery in that bth theries cnsider mtivatin as a cnsequence f the wrk envirnment. Equity thery is based n the belief that individuals examine their wrk and rewards relative t thers, and if equity exists, fficers are mtivated. Expectancy thery is based n the belief that individuals are mtivated nly when their reward is sufficient; the reward is sufficient when it is equal t r greater than the effrt exerted by the individual. Expectancy theries identify three beliefs that wrkers have: Expectancy is an individual s belief r expectatin that effrt will result in acceptable perfrmance. Instrumentality is an individual s belief that perfrmance will be rewarded. Valence f utcme is an individual s perceptin that his r her prductivity will result in a psitive utcme r reward. It is generally recgnized that rewards are mre effective as mtivatrs than is punishment. Punishment has nly a shrt-term impact n behavir, whereas rewards affect behavir fr lnger time perids. Behavir must be rewarded cnsistently. T ften plice administratrs are incnsistent with their rewards. 5. Hw des cmmunity plicing relate t the varius theries f mtivatin? (See page 203 in the text.) Individuals and grups in every cmmunity expect their plice department t meet their needs, and the plice executive must strive t ensure that the department is prductive in meeting thse expectatins. There is generally the us-versus-them mentality acrss the careers f fficers. There is the belief that the plice are under siege (especially in larger cities) and have little supprt frm the public. This may be reinfrced by the plice

17 140 Instructr s Resurce Manual culture, althugh it is diametrically ppsed t the precepts f plicing tday, especially cmmunity plicing. 6. There are frmal and infrmal wrk grups in plice rganizatins. Hw d they affect leadership and gal accmplishment? (See pages in the text.) A grup is a cllectin f peple wh interact with each ther, have a stable pattern f relatins, share gals, and perceive f themselves as related. There are tw types f grups: Frmal grups are rganizatinal units within an rganizatin. Task grups are grups that have the respnsibility fr specific tasks r line activities. Cmmand grups include supervisrs and managers as well as line emplyees. Other grups wuld be cmmittees used t address specific prblems r issues and may be permanent r temprary in nature. Infrmal grups are grups that are frmed as a result f scial interactin. Grup frmatin ccurs in a fur-stage develpment prcess. Mutual acceptance is the first stage f grup develpment, fllwing initial distrust, in which members develp a mutual bnd. Decisin making is the secnd stage f grup develpment, in which members learn t trust the judgment f ther members f the grup. Mtivatin is the third phase. After trust is develped, members f the grup find that cperatin generally reaps greater rewards than dissensin. They learn t wrk tgether tward cmmn bjectives. Cntrl is the furth state f grup develpment, in which the grup establishes nrms r rules. After achieving trust, the grup establishes nrms r rules generally based n past experiences, and infrmal sanctins are used t enfrce the nrms.

18 Chapter 7: Peple in the Plice Organizatin 141 Members f the grup als g thrugh the prcess f rle identificatin, which may reslve their place in the grup. Rle ambiguity is the cnfusin peple have abut their rles within an rganizatin when definite infrmatin abut expectatins is nt given. The perceived rle is an individual s understanding f what the rganizatin expects f them within the cntext f a grup. A sent rle is infrmatin passed n t the grup by supervisrs and administratrs abut perfrmance expectatins fr the grup and its members. The enacted rle is what peple actually d within the cntext f the grup. Grup chesiveness is the degree t which grup members remain tgether. The mre chesiveness there is in the grup, the greater the cperatin 7. Describe the wrk culture in plice rganizatins. What types f culture exist in plice departments? (See pages in the text.) Organizatinal culture is the system f shared beliefs and values that shapes and guides the behavir f its members. Culture prvides its members with infrmatin abut what is right and wrng, and it prvides peple with a set f cllective gals. Observable culture manifests itself thrugh: stries, heres, rites and rituals, and symbls. Culture is the prduct f the structural envirnment f the rganizatin and the infrmatin that rganizatinal incumbents have acquired ver time as a result f the scializatin prcess. The cre culture cmprises the values and underlying beliefs that guide behavir. A wrldview is develped thrugh the scializatin prcess and it represents the standard by which members f the grup tend t view peple and situatins. 8. What are the five phases f a plice fficer s career? (See pages in the text.) There are five phases t an fficer s career.

19 142 Instructr s Resurce Manual Hitting the streets (years 1-3): includes stages f academy training, initiatin (field training), and absrptin f the plice culture Hitting their stride (years 3-8): fficers gain cnfidence, learn the jb in terms f its frmal and infrmal nrms Hitting the wall (years 8-12): a perid f stress and disillusinment, which usually includes general jb dissatisfactin Regruping: a perid in which fficers reevaluate their lives, cpe with their careers, and develp a strategy fr retiring Deciding-t-retire: a phase in which fficers cntinually think abut retirement and whether t d s, and then eventually leave the department Discussin Questins 1. Discuss the type f persnality it takes t becme a plice fficer. Why is this type f individual persnality required fr plice wrk? What are the dangers t having this type f individual in plice wrk? 2. Explain McClelland s Achievement, Pwer, and Affiliatin Mtives Thery. Hw d his needs affect the plice administratr? What wuld yu d with a subrdinate wh had a strng need fr pwer? 3. Discuss Adams s Equity Thery. Des the need fr equity play an imprtant part in plice wrk? Why r why nt? As a plice administratr, hw wuld yu address equity needs in yur plice department? Learning Activity 1. Divide the class int three grups. Each grup shuld appint a leader and scribe. Have each grup research the three expectancy beliefs that wrkers have expectancy, instrumentality, and valence f utcme and hw they apply t plice wrk. Have each grup reprt back t the class with their findings. 2. Divide the class int grups f 4 6 students. Make n further grup assignment ther than fr them t discuss this tpic: Punishment has nly a shrt-term impact n behavir, whereas rewards affect behavir fr lnger perids f time. Set a time limit f n less than 5 minutes but n greater than 10 minutes. At the end f the time perid, utline the fur-stage develpment prcess f a grup. Did the grup g thrugh all fur stages? Hw lng did it take fr each stage? Was there enugh time t discuss the tpic? What did the grup find mst difficult t accmplish and why?