This was the time in 1994 when law enforcement was becoming increasingly complex and dangerous because many criminals had access to greater firepower and were more disposed to use it than the police forces.
Upon identifying the main reasons behind employee turnover rate, when in 1994, the Clinton administration developed a program to help fight crime by putting 100,000 new police officers on the street, the concept of the "thin blue line" enabled communities to commit extra police resources in areas, such as community oriented policing, that previously had been neglected (Schwabe, 1999, p. 1).
There was another challenge waiting for law enforcement agencies to test and implement their enforcement strategies so as to detect the offensive behaviour of crime and criminality. That was only possible in circumstances where criminal motivation was understood by FBI and other law enforcement agencies. (Journal of Power and Ethics, 2001) On the other hand motivation was also required by the agency officers and other managerial staff in order to conduct various operations against crime. (Stuart, 2005)
When it comes to managing law enforcement, the contribution of technology driven human resource cannot be ignored. So, if technology can improve public safety and be an efficient use of resources, what about human resource Of course it is the man power that uses technology as a means to fight crime thereby diffusing security and safety issues among the public.
Now, the thing that bridges the gap between technological resources and utilization is human resource, and the persuasion behind human resource is that of 'Motivation Theory' we would discuss later. The law enforcement management characterises the behaviour of offenders as purposive. Why it is so Because it is the behaviour of the offender that purports the law enforcement management to understand the purpose behind the crime, in other words to help the management understand the motivation for that behaviour. According to Wortley (2002) in context with the offender, it is the decision of the offender to engage in a particular behaviour that creates four cost-benefit dimensions: the perceived effort involved that indicates how difficult is the behaviour to perform, the perceived risks involved in detecting and punishment, the anticipated rewards and the anticipated feelings of guilt or shame (Wortley, 2002, p. 33).
Law enforcement management is incomplete without 'technology', from latest computerized equipments helpful in analyzing DNA of the culprit to the integrated data systems, human resource is the basic tool which works behind various law enforcement agencies and National Crime Information Centre (NCIC). Either in the form of field officer or an advocate, there is one single factor responsible for making them work effectively and efficiently: 'Motivation'.
What is 'Motivation' in Management
Motivation refers to those levels of satisfaction within an individual that are fulfilled by the direction and performance of that individual with respect to acquiring a positive or a negative outcome called as a 'reward'. This reward may be 'extrinsic' - a tribute given by another person or 'intrinsic' - a tribute that occurs within a person. It is this motivation that makes