It is often said that criminal justice employees are unmotivated. Comment on this assertion and discuss possible ways in which the motivational levels of criminal justice workers can be raised. In addition, what is the role of the leadership in criminal justice organizations in the motivation of their team members?

            I believe that there are many reasons that lead criminal justice employees to become unmotivated. Any job within the criminal justice field becomes stressful because they work with the public and have a list of many job duties. However, many departments lack resources for workers. There are also ways in which motivational levels in criminal justice workers can be raised. I believe leadership within the criminal justice field needs to be responsible for taking care of the team and boosting team morale. One major problem within departments is the lack of resources. If the department lacks the resources necessary to function day to day, leaders and supervisors should plan out the necessary budgeting expenses to provide the essential resources workers need. Secondly, leaders and supervisors should set time out of their day to connect and provide support to their workers. Many workers, especially law enforcement, can quickly feel stressed, outworked, and alone. Taking time out to build relationships with workers would help motivate them to be proud of their job and want to work hard, especially if they have an excellent supporting boss. Workers can feel neglected, which leads them to become closed off and distant, further targeting them to develop mental and physical health issues. Torres et al. (2018) notes that the lack of motivation and cynicism in criminal justice workers leads to high turnover rates, absenteeism, and low productivity. When organizational and strategic change is implemented within the job, motivation is critical for employees to become accepting (p. 359).

Contact your local police chief or sheriff and discuss with them the issues related to motivation in their organization. What do these leaders do to increase and maintain acceptable levels of motivation among their team members?       

            I could not get ahold of a police chief, but I got to talk to an officer. When I questioned him about motivation within the job, his response was not good. He replied that there were many job cuts because of disagreements over forced mandates in an already struggling work field. Before the pandemic, there were already many job vacancies that could not get filled, thus causing extreme stress, health problems, and burnout within all departments. The lack of resources, funding, and officers are straining all workers within the police department. Because of the pandemic, lack of resources, and no support, there is little to no motivation among partners, colleagues, and supervisors. I asked if there were ways the department provides motivation, and he said there are none. He then spoke about how their beat partners and unit are tight-knit, so they try their best to reach out to each other, provide encouragement, and hang out outside of work to maintain positive team relationships and team morale on their own.

            When someone is in any position of leadership, you must lead. The first thing any leader needs to possess I love. Love is what each person is called to do, and we must love others just like how Jesus loves us. Love provides empathy, understanding, and it casts out all fear. Love also pushes people to become motivated to do good. Good leadership is shown when leaders and supervisors are caring and want to see others succeed. The book of Romans states, “May the God who gives endurance and encouragement give you the same attitude of mind toward each other that Christ Jesus had” (NIV, 2002, Romans 15:5).

References

New International Version Bible. (2002). Zondervan. (Original work published 1978). 

Torres, J., Reling, T., & Hawdon, J. (2018). Role conflict and the psychological impacts of the post-ferguson period on law enforcement motivation, cynicism, and apprehensiveness. Journal of Police and Criminal Psychology, 33(4), 358–374. https://doi.org/10.1007/s11896-018-9284-y