惩教人员的流动率——基于马斯洛需求层次和双因素理论.doc

Correctional Officer Turnover: of Maslows Needs Hierarchies and Herzbergs Motivation TheoryThis article discusses correctional officer turnover in terms of traditional tierces of motivation. It does so by calling on the content theories of Maslows hierarchy of needs and Herzbergs motivation-hygiene theory. These two theories explain why correctional officer choose to leave when their needs cannot be met.Undoubtedly, many organizations know that employee turnover negatively impacts productivity. Mobley described employee turnover as a potentially costly phenomenon facing many organizations. The study of employee turnover can be conceptually understood by assessing work attitudes such as job satisfaction. Several studies have found Job satisfaction to be related to employee turnover, particularly voluntary turnover. Other work attitudes that have also been shown to impact turnover include organizational commitment, intentions to leave, and perceived alternative employment and other elements. This article focuses on how the concepts of Maslow hierarchy of needs and Herzbergs motivation-hygiene theory can be applied to understanding the problem of high correctional officer turnover by shedding light on work attitudes such as satisfaction. While Maslow suggested that needs, which drive behaviors associated with work attitudes (e. g., satisfaction), can be assigned to various levels, Herzberg made the distinction that needs that influence work attitudes can be met intrinsically or extrinsically. Thus, applying each theory provides a unique perspective on satisfaction in the form of the level and the type of satisfaction to be measured.The utilitarian perspective of job satisfaction presupposes that the satisfaction or dissatisfaction of employees can lead to behaviors that affect the functioning of the organization. One example of what this would mean is that increased productivity within an organization is a reflection of one of many positive outcomes of satisfied employees, while absenteeism and sabotage are negative outcomes of dissatisfied employees.Maslow believed that humans aspire to self-actualized states. He further identified five basic needs that motivate individuals: psychological, safety, love or belongingness, esteem, and self-actualization. Writing in the Psychological Review in 1943, Maslow stated, Human needs arrange themselves in hierarchies of prepotency.That is to say, the appearance of one need usually rests on the prior satisfaction of another more proponent need. Man is a perpetually wanting animal. Also, no need or drive can be treated as if it were isolated or discrete; every drive is related to the state of satisfaction or dissatisfaction of drives.”Given the high and costly turnover rates for correctional officers, it can be argued that the officers met or unmet needs create the potential for dissonance between their levels of satisfaction and the challenges they face in incarcerating inmates. Since some correctional officers may be motivated intrinsically by the need to assert authority over inmates, the dissonance between officers level of satisfaction and the challenges of incarcerating those inmates is potentially reduced because, for them, some physiological need is being met.If and when a correctional officers physiological needs are met at least up to 80%,as Maslow suggested, safety become the next need. Safety issues are a recurring problem inside and outside of any prison facility. A correctional officer must hold up to their best ability on a daily basis, even when the stress from ranting and ravings of belligerent and potentially violent inmates echo unceasingly within the prison walls. Such stresses could potentially lead to a violent overreaction by a correctional officer on a supervisor or a colleague or an inmate. Also, inmates have been known to consistently attack officers with improvised weapons, thus, heightening the safety needs of correctional officers.The research of the turnover of correctional officer suggests that the last two levels of needs, esteem and self-actualization, are rarely, if ever met, in a correctional setting by most correctional officers, except for those who, through fate or faith, end up as captains, deputy wardens, and wardens. Unfortunately, each prison in the agency studied has between 100 and 500 correctional officers who must aspire one day to become the next of a few dozen higher-level jailers. The slim probability of realizing such an aspiration leads many correctional officers to conclude they will neither have self-esteem from their career nor ever become self-actualized in a correctional setting. All these things let them down and feel down.Another explanation for the high turnover of the Correctional Officer through Herzbergs Motivation Theory has some really different ideas. It is not uncommon for prominent events in ones lifetime to transform ones perception and view of the world, as the horrors of concentration camps in Germany during World War II did for Frederick Herzberg. In line with Maslows diversion of psychology studies from animals to humans, Herzberg advocated the diversion of psychology studies from the insane to the sane, and his work would later influence some work concepts we know today, such as job context and job content. Herzberg was born in 1923 in Massachusetts.Herzberg noted, “Factors involved in producing job satisfaction and motivation are separate and distinct from the factors that lead to job dissatisfaction. Since separate factors need to be considered, depending on whether job satisfaction or job dissatisfaction is being examined, it follows that these feelings are not opposites of each other. The opposite of job satisfaction is not job dissatisfaction but rather, no job satisfaction; and similarly, the opposite of job dissatisfaction is not job satisfaction, but no job satisfaction.Considering the work situation of correctional officers in light of Herzbergs assertions, it would appear that at each need, it could be characterized as creating either satisfaction or dissatisfaction, since both are complementary and distinct components. What this means is that it is not enough to recognize that correctional officers have unmet or met needs. Identifying, as best as possible, which needs create satisfaction and which create dissatisfaction is equally as important.Motivators deal with aspects of work itself and include work, promotion, achievement, responsibility, and recognition. Hygiene factors reflect the context in which the work itself was performed, to include working conditions, interpersonal relations, company polities and salary, and supervision. The work of correctional officers, as earlier noted, involves working with recalcitrant inmates, and the internal and external environments, also as earlier described, can be grossly inhospitable.Because promotional opportunities or any real career ladder exists for most correctional officers, officers tend to compete furiously with each other for such opportunities as elevation to captain, deputy warden, and warden. This creates a workplace environment of survival-of-the-fittest set within an even larger, even more competitive world of belligerent inmates. Any feelings of love and belongingness are easily squashed in this situation, and social identity theory, which also helps explain the lack of teamwork among correctional officers, becomes a figment of officers imagination, and the need of love and belongingness cannot be met.Herzbergs work clearly describes satisfaction horizontally and created the distinction between types of satisfaction. Herzberg suggested that i f an employee experiences a low level of job satisfaction; it does necessarily imply that the employee is dissatisfied. Equally, i f an employee experiences a low level of job dissatisfaction; it does not imply that the employee is satisfied.On the other hand, Maslows theory describes satisfaction vertically and leads analysts to scale each need as absolutely met or unmet, strictly satisfied or not satisfied. It clearly illustrates the importance of measuring, or scaling, needs or satisfaction that result in the behavior, which form the attitude of leaving. This means the study of satisfaction, especially for correctional officers, not only requires a distinction of the type of satisfaction to be as useful as possible, but also a study of the level of satisfaction through needs.译文：惩教人员的流动率基于马斯洛需求层次和双因素理论的研究本文讨论了用传统的动机理论解释是什么原因影响狱警流动率。这是通过马斯洛需求层次和赫兹伯格的保健-激励理论进行详细阐述。这两个理论也揭示了为什么当惩教官员的需求得不到满足时他们会选择离职的原因。毫无疑问，很多组织知道员工流动率对生产率有负面影响。莫布里把员工流动率描述为很多组织面临的一种潜在的昂贵现象，它不仅会使公司白白浪费了培训成本、时间这些直接损失，还会导致因公司缺少熟练员工而造成的潜在损失。这项关于员工流动率的研究在概念上可以理解为通过评估例如满意度的员工态度。几项研究发现工作满意度与员工离职率相关，尤其是自愿离职。其他工作态度也证明影响流动率的因素，包括组织承诺的，意图离开，和被感知到有其他工作选择。而这些因素都与员工感到未收到充分的激励，如没有升迁机会、领导重视、薪资水平等因素。论文重点关注通过阐明工作态度如满意度如何影响员工的流动率，接着进一步把马斯洛的需求层次理论和赫兹伯格的保健-激励理论应用于解释是什么原因促使惩教人员选择离职。马斯洛需求层次认为需求驱使行为，如果需要没有得到满足会导致员工做出某些行为。而对于员工的需求，连同工作态度(满意)，可以划分为不同的水平，即马斯洛认为人的需求是有层次的人的需求需要一步一步进行满足，只有一个阶段的需求的到了满足才会激发下一个阶段的需求。然而赫茨伯格有不同的见解，他认为通过对工作态度的影响即提高员工的满意度并且消除不满因素，可以在本质上或全面是员工的需求得到满足。因此，应用每个理论在衡量满意度的水平、类型和做激励分析上都提供了一个独特的视角。从功利主义的视角来看，对工作的满意度或对工作心怀不满的员工会做出一些不恰当的行为，在某种程度上说，这些行为会影响到整个组织的运转。在有些例子重，增长的劳动生产率在一个组织是一个反映众多的积极成果感到满意员工,而相对来说，缺勤率和破坏是负相对来说面的结果感到不满的员工。马斯洛认为人类渴望实现自我的状态。他进一步定义了激发个人的五种基本需求层次：心生理需要、安全需要、社交需要、尊重需要、自我实现。在1943年的心理学评论，马斯洛写到,“人类需要把自己安排在有优先等级的层次结构中，也就是说，出现一个需要的出现通常建立在先前另一个需要更多的支持的需要的满意度上。人是一个永远处于想要动物。同样,没有需要或驱动可以被认为是孤立或离散的;每个举动都与满足的状态或不满的驱动器有关联”。鉴于昂贵并且居高不下的流动率为惩教官员，可以认为军官的得到部分满足或未得到满足的需求的不满足感和他们所面临的挑战在庞大的囚犯而激发出潜在的不和谐，。因为当军官之间的不满意度水平和庞大的囚犯的挑战是潜在的减少， 一些惩教官员可能因为军官的威信威信得到某种程度的激励，此时，对他们来说,一些生理需求得到了满足。如果一个狱警的生理需求得到至少80%的满足，作为马斯洛提出安全即成为下一个需要。安全问题是一个重复出现的问题的内部与外部的任何监狱。一个狱警必须容纳他们最好在日常生活能力,即使压力的语无伦次的咆哮和好战的和潜在的暴力犯人在狱中的高墙内不断呼应。这样的压力有可能导致暴力不利于一个狱警在上司或同事或一个囚犯。同时,囚犯都是已知的持续攻击警察利用简易武器,因此，惩教官员的安全需求加强了。因为晋升机会或任何真正的职业阶梯的存在，对于大多数惩教官员，官员趋向于为了晋升为队长，副监狱长，狱长的机会而相互进行疯狂的竞争。这将会造成在这样的工作环境中，军官们会变成一个类似于竞技性的好战的囚犯。任何爱的感觉和归属感是在这种情况下很容易压扁,和社会认同理论,这也有助于解释惩教人员缺乏团队精神,成为了一个虚构的和谐军官团队。社交需要得不到满足使得流失率飙升。对于惩教官员的调查认为,最后两个层次的需求,尊重需要和自我实现需要很少能够得到满足。如果曾经见过，在一个被大多数惩教官员惩教设置,除了那些,通过命运或信仰,最终成为狱长、副监狱长、督导员。不幸的是，每个部门研究的监狱,100年和500年之间,惩教官员必须立志有朝一日能成为未来的几十个高级狱卒。这么小概率的可能性，导致很多没有实现这样的愿望惩教官员得出结论，他们并没有从他们的职业生涯没有自尊也没有成为实现自我的，从而他们感到失望。而运用赫兹伯格的保健-激励理论来对这项关于惩教官员调查进行分析的结果有些不太相同的地方。不常见的突出的事件在人的一生中改变一个人的感知和观点的世