Case study with E-P-O

The officers be lack of motivation. on that point are 3 factors that assume up motivation, of which none were satisfied. First, there is no direction because the designate is not goal-oriented. That is, there no direction for the employees to per solve the toils. accordingly inadequate lying-ins are allocated to the completion of tasks and continuing of that effort is of all time hard because there is no specific goal to train for.

The work they do on the streets go across them power and makes them ? overhear noticed? thus gives them self-esteem, this motivates them to work hard. However, the report doesn?t give them any self satisfaction except the completion of duties. In other words, they have a high need for socialised power because they desire power as a mingy of protecting the citizens in the society. For them to have strong motivation to execute the paperwork, drive to acquire is the most important factor that of necessity to be recognised. Managers should specify that not only impart the physiological work give them the status and recognition in society, only the paperwork will also gain them the respect.

For the officers to really put effort in the paperwork, they first have to have the E to P expectancy that their efforts will be valued. To increase the belief that employees are able to perform the job successfully, training laughingstock be offer upd. Next, they essential(prenominal) be convinced that the completion of the report will produce the desired outcome (P to O expectancy). Although the winning of a case is not determined entirely by the paperwork, it is unchanging the major factor. Employees must be convinced that job mathematical operation will be measured accurately and higher motion will result in higher reward. Since the paperwork is all individual work, rewards must be based on individual exertion outcomes and goals. Therefore, the transaction-based rewards must be individual reward that is closely line up to their self-interests. In designing the reward schema, employees? opinions should be the main determinate. This ensures that the rewards are valued by the employees and they therefore have the incentives to work hard. Managers must regularly communicate the existence of a performance-based reward system to employees. For the officer?s situation, the rewards could be based on the add together of successful winning cases the employees can win based on their reports.

They have not developed accurate use of goods and services perceptions. Although they interpret the specific task assigned to them, they are unconscious of their responsibilities and didn?t realise the important of those tasks. The completion of accurate and detailed reports is rattling important for further court analysis and provides a judgemental movement for case convictions. In hallow to develop accurate role perceptions, management must set clear job descriptions and on-going training to make employees become more(prenominal) aware of their responsibilities.

ending setting is very important in order for employees to interrogative to the mighty direction. Goals must be specific and relevant as well as challenging. Specific goal must be measurable over a specific period of time. It creates a clear target for everyone so employees can direct their efforts efficiently and reliably. For example, one goal could be to aim to provide reports that are detailed and precise which covers all aspects of the case. Goals should be within the eye socket of employees? control or else it would be useless. Goals should also be challenging. This leaves mode for employees to raise the intensity and persistence of their work efforts. For example, to aim to provide detailed reports that will help win all the cases occurring in one month.

Effective feedback is needed to accomplish the goals for them to be effective. Feedback should be targeted directly at the goals and must relate to individual?s behaviour rather than the external factors beyond one?s control. It must be available as soon as possible after the case decision. Frequent feedback corrects employees? mistakes and helps them to head to the right direction. Another characteristic of effective feedback is that it should be credible. Feedback should come from received sources such(prenominal) as from the manager because employees are more believably to accept feedback from trustworthy sources.



If possible, multisource of feedback should be provided, including partners, the public or the court. ?Multisource provides more complete and accurate information from a supervisor merely? (McShane, Steven. Travaglione, Tony, p 152)The police officers also lack the ability, they have been adroit to do the street work but lack the paperwork skills. train for the paperwork should be provided so that employees can develop the required skills and knowledge. preparation should also be in a progressive form so that employees can begin with simpler or fewer task until they can handle them. For example, officers could start by taking notes patch on duty to assist the completion of reports. Successful historical reports should be provided as role models because employees will have stronger believes that they can perform the tasks after seeing someone else performed the tasks successfully. This effect is in particular strong when the model?s action is followed by ordained consequences.

Situational factors will directly influence the performance of the tasks as well. There is no pressure coming from the external environment such as from the public that would encourage the paperwork performance. However, some situational factors are manageable by the organisation. This includes time, budget and people. For example, managers should try to extend the paperwork completion time.

In conclusion, for the officers to have strong motivation, they must realise the linkage among the physical work and the paperwork, and that they are independent of each other. They must have the belief that the overall success of their job performance depends on both the physical and mental work, not only when one. Also, financial rewards can be a big inducing but it is costly and it-self alone is not enough. Rewards must be relevant to employees? value and where the job is independent, individual reward should be focused.

Reference:McShane, Steven. Travaglione, Tony, 2007, ?Organisational behaviour on the Pacific Rim?, second edition

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