The Assertion That Criminal Justice Employees Are Unmotivated
Motivation is an essential element of every organization. According to Stojkovic et al. (2015), it is a critical component of any firm’s competitive advantage in the market. This is because motivation enables the workplace to run with the utmost effectiveness and efficiency. Every organization encounters challenges depending on the nature of emblement and job. This also applies to criminal justice employees. Considering the state of criminal justice in the workplace, employees must understand why they have been prompted into the criminal justice profession (Stankovic, Kalinich & Klofas, 2015). Indeed, most criminal justice employees feel unmotivated at their workplace, and this may affect criminal justice. Criminal justice employees may be unmotivated because they work in poor environmental conditions and may lack the effective resource to perform effective work. The provision of opportunities for advancing and improving the motivation levels of employees is essential. Juvenile justice leaders are encouraged to establish consistent communication with their subordinates and determine fair advancement opportunities that will motivate the workers.
The assertion of motivation among the criminal employees reflects the understanding levels of different Social factors at the workplace in the Juvenile justice system. Employees in the judicial setting may be unmotivated as they seem to respond to different limiting aspects and limited resources that restrict them from impacting their work positively. For example, the employees feel unmotivated when they receive low incomes and have poor resources that hinder them from performing their work effectively. Working under the conditions mentioned above can make the employees lose motivation and faith in the juvenile justice system, thus becoming unmotivated.
Possible Ways to Raise the Motivation of Juvenile Justice Workers
One of the ways can be by ensuring that they understand why their roles and reasons are prompted into their respective careers (Stankovic, Kalinich & Klofas, 2015). It is straightforward for the employees to be unfairly treated sometimes. To avoid the catastrophic effects of unfair treatments, it is crucial o suppress injustice stressors. Another way is by providing access to several education programs concerning Judicial service. There should be mentorship and training programs that help motivate and educate employees concerning their roles and responsibilities. Reducing racial disparities is also important among justice workers. This will help all the judicial workers to collaborate and establish effective communication among themselves despite their cultural diversity and backgrounds. Juvenile justice workers will also get motivated when an effective multi-system approach is built. This will reduce burnout and workload in the juvenile justice system, thus allowing workers to have ample time and feel motivated while providing their services.
Some of the recommendations for raising motivation include reading motivational phrases and quotes to revamp motivation (Stankovic, Kalinich & Klofas, 2015).
The techniques are convenient since they will increase confidence levels hence resulting in motivation in the workplace. Addressing the needs of the social workers outside and inside the judicial system. By doing this, they will have the assurance that they are working for an institution that cares about their rights. Funding the workers according to their due. Giving them their due increase working morale. Creating non-discriminatory policies that enable the workers to work in a conducive environment. Ending ethnic, racial actions and inequality inside and outside the judicial system. Providing solutions for the youths for better decision-making. Assisting the workers in recognizing and taking action in their responsivities. Through being the support system of the workers towards meeting the objective of the judicial system.
The Role of Juvenile Justice Managers in the Motivation of Subordinates
The management at large plays a critical role in subordinates’ motivation (Stankovic, Kalinich & Klofas, 2015). Therefore, the management must set up an appropriate pace for their subordinates. Leadership in every workplace setting is more than providing instructions to the employees who tend to give only their leaders’ motivation needs (Stankovic, Kalinich & Klofas, 2015). The motivation technique works best in making employees provide their extra efforts ad work even harder. Juvenile justice managers provide training and advice to their employees to motivate them. They take time and meet their subordinates to listen to their subordinates. Providing them ample time is an indication that they care about them. Also, Justice managers strive to create an environment of trust and openness. These also help to encourage new ideas within the Juvenile judicial service system. The manager involves their subordinates in decision-making, showing that every decision counts and every member is important to the juvenile justice system.
Additionally, juvenile justice managers provide extra motivational speeches and awards to the employees as this makes them make more efforts to uphold justice. Therefore, juvenile justice leadership has the upper hand in upholding the worker’s motivation consistently (Stankovic, Kalinich & Klofas, 2015). Motivating the employees is essential because it keeps them positive and fair while dealing with injustice in the workplace. Also, the justice managers encourage their subordinates to have a sense of ownership and courage towards their work and whatever they are doing. This is done through mentorship programs. The justice manager plays a critical role in celebrating the success of the Justice Department and the individuals to take the time to learn and build the judicial system. Managers apply the performance of their subordinates as the basis for rewarding and recognizing their efforts so that they can improve their performance in the juvenile justice system and promote fair justice.
References
Stankovic, S., Kalinich, D., & Klofas, J. (2015). Criminal justice organizations: Administration and management. Cengage Learning.