Praise and recognition: the importance of social support in law enforcement

FBI Law Enforcement Bulletin,The, Oct, 2005 by Tracey G. Gove

Unfortunately, some managers fail to focus on employee motivation until morale sinks, motivation becomes lost, and, ultimately, employees quit. (10) A reactive response to morale issues, versus a more proactive approach, will make the task of improving employee attitudes more difficult than if supervisors nurture behavior and performance from the start.

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The importance of employee retention represents another issue facing police managers. Limited job praise and recognition rank as primary reasons why employees leave. (11) Officers who receive ineffective or no praise more likely will believe that "the grass is greener" in another agency and will have no feelings of loyalty to their current employer. This can result in employee turnover, negatively affecting the department. Ultimately, it will cost the agency in new employment, training, and equipment.

Internal Versus External Awards

Some police officers will claim that in lieu of praise and recognition, they would rather receive rewards in their pay-checks. Does this mean that money serves as a stronger motivator? Surveys do not bear this out. In studies dating back to the 1940s, recognition and appreciation always have outranked salaries. (12) One recent study of 1,500 employees in various work settings revealed that personalized, instant recognition from managers served as the most powerful motivator of 65 potential incentives evaluated, followed by a letter of praise written by the manager. (13)

Of course, money would motivate if the employer did not pay a fair salary. However, once basic monetary needs are met, money becomes less important. Money is an extrinsic motivator--once it is given, it will become expected. Eventually, if money is withheld, employees will see this as a punishment and the reinforced behavior will stop. However, praise increases personal esteem that then becomes an intrinsic motivator--even if praise temporarily stops, the stock of personal pride developed will motivate and ensure productivity.

In this regard, Abraham Maslow, a humanistic psychologist, explained motivation as a series of needs. In his scheme, lower-order needs, such as physiological, safety, and love, first must be met. Once these become satisfied, they cease to motivate. (14) Fair compensation accords some of these lower-order needs. Higher-order needs, such as self-esteem and self-actualization, then motivate. Praise and recognition build esteem needs. Once satisfied, people seek a state of self-actualization where a desire exists to test their potential. Compensation alone will not build this motivation.

Frederick Herzberg, an organizational theorist, further supports the benefits of praise over money. He saw two variables functioning within the work setting. Salary represents a "hygiene," or "maintenance," factor, something that acts as an incentive only to do what is required. If agencies meet all hygiene factors, officers are not motivated--they simply are not dissatisfied. (15) Praise and recognition, however, are motivators that impel people to do their best work. (16)