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

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

5) Sincere: As trained observers keenly aware of human behavior, police officers can detect insincerity and will question the validity of contrived praise. Also, managers should not confuse praise with flattery--insincere praise used largely to win favor. Praise must be honest, straightforward, and spoken from the heart.

6) Public or private: Supervisors usually should give praise publicly. This can build esteem and encourage others to strive for similar recognition. However, managers must proceed with caution as some people truly dislike public attention and may prefer praise in private. The type of recognition must match the personality. For instance, if during public praise an individual appears uncomfortable, agitated, or defensive, a change to private recognition likely will elicit a different response.

Methods of Delivery

Face-to-face, spontaneous praise represents the easiest and, more important, the most desired form. Administering it in the presence of upper-level managers can help to bolster the purpose of recognizing the behavior. Supervisors also can give written recognition. For an officer who may prefer private praise, department e-mail and voice mail systems offer less intrusive means of communication.

Supervisors also can consider less spontaneous, more formal ways to recognize officers using departmental resources. These include--

* an article in the department newsletter, be it official or unofficial;

* a posted message on an internal or external Web site;

* a letter written by the chief on the recommendation of a supervisor;

* a publicly exhibited "wall of fame" board displaying letters of commendation and citizens' letters of recognition; and

* roll-call praise, if all members of a shift performed well on a recent task.

CONCLUSION

Common sense should deem a quick pat on the back for a job well done not only deserved but necessary. Studies and surveys have proven the results of such reinforcing behavior stronger than once believed. Social support in the form of recognition and praise serves to increase morale, motivation, and productivity. Consequently, the physical and mental health of employees improve and organizations are better served and run more efficiently.

Police work represents a stressful, difficult, and, at most times, unforgiving occupation. Managers need to recognize officers for their commitment to service and show them their value to the agency. Praise delivers this message and costs nothing but compassion. Effective police leaders will value and demonstrate this ideology.

Endnotes

(1) Hans Toch, "Stress in Policing"; retrieved from http://www.ncjrs.org/pdffiles1/nij/grants/198030.pdf.> (2) J. Brown and E. Campbell, "Sources of Occupational Stress in the Police," Work and Stress 4 (1990): 305-318.

(3) U.S. Department of Justice, National Institute of Justice, "On-the-Job Stress in Policing--Reducing It, Preventing It," National Institute of Justice Journal (Washington, DC, January 2000).

(4) Leanor Boulin-Johnson, "On the Front Lines: Police Stress and Family Well-Being," Select Committee on Children, Youth, and Families, U.S. House of Representatives, Washington, DC, May 20, 1991.