As you
can see from the date I wrote this essay some years ago about my working conditions
and how to motivate security officers. There are a few errors and some other
issue with this paper but I do believe I earned and A.
24
April 2009
Richard Leland Neal
Psychology 391
Blackman Tuth 8:30AM-9:45AM
Hard Uniform
I’m a state
registered security officer working at a factory making parts for aircraft and
military equipment. This position was described as lobby ambassador but what
that means was never defined. I’m still in a “hard” uniform that designates me
as a security officer rather than an ambassador who would wear something less
imposing.
My company
claims to refuse to renew its lower paying contracts in an effort to increase pay.
However, I believe this is has more to do with overtime costs and a lack of
manpower than any effort to improve the conditions for their work force. The
possibility of promotion or increased pay through change in contract is the only
real monetary motivation we have. Thus, we are subject to merit pay at
undefined intervals measured in years. Pay is controlled solely by the
negotiation of company and client. This can have some motivating aspects as the
action of one guard tends to alter the pay of all, but as good behavior is
poorly reinforced this factor is insignificant.
Another
motivational program of my company is enrichment through the MSO program. MSO
stands for Master Security Officer and is a group of five short classes that
provide information about the security industry. Completing of each class
results in the employee receiving a pin and some other token of compensation
like a lunch bag or coffee mug. However,
this program too falls short of motivating because recognition for completing
the training is often unenforced.
Some supervisors
have tried motivating guards through fear of termination or an appeal to the
sense of national pride but neither of these work well either. For one,
security jobs are easy to come by so termination is an idle threat. National
pride is another foolish attempt because telling a guard that they should do a
better job because they work at a terrorist target only serves to further the
idea that pay is inappropriate for work.
To motivate
security personnel we must first understand who they are and what they want.
Security personnel can be split into three categories; students, moonlighters
and career guard. Students are working their way through school and have little
interest in promotion. Moonlighters are just looking for extra money and again
are hard to motivate. Career guards are generally either undereducated underachievers
or retirees who have nothing better to do with their lives. The third category
are the longest term employees easiest to motivate and most reliable.
In order to
motivate the whole body of security personnel the existing enrichment program
should be revamped and strictly adhered to. With every MSO level in addition to
the pin and other prize security officers should be issued more uniforms. Few
of us like reusing dirty uniforms and those of us that do would prefer to wash
them less frequently so the enrichment would come with functional benefits. In
addition we often end up issuing these uniforms regardless so the cost to the
company will be minimal.
Another useful
motivator would be a set interval compensation for good attendance. Essentially
this would be a perfect attendance award given every year to officers who miss
no work. This need be no more than a slip of achievement and four hours of
regular time added to the guard’s paycheck at the end of the year. This would
cost as much as one absence and likely reduce the absence rate of student and
moonlighter guards who are more motivated by money and yet have the highest
absentee count in the company. This
would look great on resumes and be an encouragement to college students looking
to move on.
In terms of
those officers who will miss work regardless of this program an absentee
evaluation slip given at the end of every year may reduce absences. This would
be a written report on how much work the guards missed during the year and a
total lost wages on that count. I’ve noted guard missing as many as four
Fridays in a row at a cost to them of more than three hundred dollars. Knowing
just how much money they are missing may serve to reduce absences and increase
company revenue.
Another program
I propose is a total Confidence Assurance Pledge. My company has been accused
of many things like payroll skimming and failing to pay for hours worked. The
Confidence Assurance Pledge or CAP would be an online service that would inform
guards of what their contract actually says regarding their pay rate. They
would be able to look up pay documentation and read overtime laws for their
state. This would allow for quick resolution of pay disputes. Not only would
this safeguard against issues like payroll skimming but it would reduce the
likelihood of unfavorable ruling in labor disputes. The tendency of a judge in
this regard is to rule in favor of whoever has the best kept record and company
record would have to be pristine to support CAP.
I have to
express that few of these programs would involve monetary compensation because
the security industry is subject to harsh competition. If there is one thing I
need to be in looking at motivating employees it’s a realist. We could all get
guard to work hard for the right prices but getting that money is difficult. It
is unfortunate but I must look for motivation elsewhere.
No comments:
Post a Comment