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Module II - Motivation: Improving Individual Performance


Material for a 5-hour lesson, part of the 10-lesson Border Police Management Development Course, developed by the OSCE Spillover Monitor Mission to Skopje.


One of the basic problems that confront a manager is how to motivate people at work. With machines, correcting a malfunction and boosting productivity is relatively easy: just replace a worn part or tune up the mechanism. With people, of course, it’s always been more difficult.

Some workers want to be told what to do and there are times when you don’t want people to be creative – when you want them to perform a Standard Operating Procedure, for example. Painting by numbers, after all, does not produce a recognizable work of art.

But with most staff, most of the time, it takes positive motivation to keep people working and productive. Unlike the workers in the past, many of today’s workers feel they don’t have to work for you. If they don’t like it, they can find another job, even outside of the country.

If positive motivation is more important than ever before, it is also more difficult. It’s difficult not only because many employees have other options besides working for the Police, but also because their motivations in working for us are so varied.

The goal of this module is to familiarize participants with the motivational issues in management and evaluating motivational expectancies of employees in historical order including the modern organizations.

By the end of this module, the participants will be able to:

  • Relate Maslow’s ‘Hierarchy of Needs’ and Hertzberg’s ‘Hygiene Factors and Motivators’ to their work situation
  • Develop their own personal needs profile as a step towards increasing their own job satisfaction
  • Explain Behaviourism, Expectancy Theory and Equity Theory
  • Analyze what motivates them, and discuss how rewards are managed in their unit or department of the Police
  • Apply a technique that will help remove obstacles to their own motivation and that of 
    their staff
  • Use a method of clarifying the relationship of rewards to performance for their job 
    and that of their staff.