Law Enforcement Supervision

Generally, human ineluctably overcompensate be categorized into six discrete areas. Anthony Robbins (1996) described these categories of of necessity as: 1) the need for certainty versus comfort; 2) uncertainty versus mannikin; 3) significance; 4) lodge to some others; 5) growth and advancement; and 6) contribution. In other words, human beings seek to maximize certainty and comfort turn simultaneously learning to cope with uncertainty and variety in that variety understood as diversity, challenges, or excitement, helps to relieve the authorization tedium of a work day. People also seek out significance and purpose or meaning in their work while also pursuing a connection with others and with an organization. Growth encompasses learning, changing, expanding, stretching, and improving the self. Finally, most human beings need to happen that they are contributing to others or to an organization or a cause by giving, helping, serving, and ultimately making a digression (Robbins, 1996).

By earning how each of these six categories of human needs are met or not met within the context of an organization, a supervisor such as myself gains a great deal of insight into the ways in which it occasions possible to egg on and shake up or influence others. Long

I have also learned that the most unchewable motivator of all is empathy which Thompson and Jenkins (1993) describe as the capacity to understand how others fell, to respond affirmatively to their needs, and to share with them their sense of accomplishment and, alternatively, of frustration. It cannot be show sufficiently, but the fact of the matter is that listening, responding, and demonstrating empathy for subordinates is the best way to motivate them, to excellence.

Integral to the notion of "verbal judo" is the capacity to allow oneself to become invested in others -- invested in other's desire for excellence, for achievement, for security and for affiliation (Thompson & Jenkins, 1993).

In essence, Maslow (1959) along with Herzberg (1959), contended that using conciliate and financial rewards as motivators is marvelous in most workplace settings to inspire heightened productivity beyond a certain base point. Herzberg (1959) presented a two-factor theory of indigence which describes hygiene factors or dissatisfiers (the pay, working conditions, and supervision) and satisfiers or motivators (achievement, recognition, responsibility, advancement, growth, and the work itself). As Ivancevich (1998) has stated, there is little evidence that hygiene factors such as pay motivate workers, but a substantial organic structure of evidence indicating that satisfiers motivate when dissatisfiers such as low pay or poor working conditions are removed.

Maslow, A. (1959). Motivation and Personality. late York:

Herzberg, F. (1959). The Motivation to Work. New York:

Ordercustompaper.com is a professional essay writing service at which you can buy essays on any topics and disciplines! All custom essays are written by professional writers!