Please the two attached documents, one is the journal to read and the other is the instruction to follow. I want a good solution and proper in text citation and Reference and free from Plagiarism. Then follow the below Rubric when writing. Also, follow all the instructions and i need the papers as soon as possible. Remember no plagiarism and follow the instruction on the attached documents. 1,000 and 1,250 words typed.As a rule of thumb, the first half of the review should be a summary of the information contained in the article, and the second half should contain your critical analysis and review of the article.Your submission should cover: 1. the major theory or thesis,2. research methodology and population studied (if any),3. major arguments or points of view,4. findings or conclusions, and major issues.5. It should also include a critique of the author’s work and its implications and usefulness for security managers and administrators.
professional_activity_motives_of_private_security_company.pdf
security_administration_journal_article_critical_reviews_question_2.docx
Unformatted Attachment Preview
The General
Jonas Žemaitis
Military Academy
of Lithuania
University of Salford
A Greater Manchester
University
Ministry
of National Defence
Republic of Lithuania
NATO Energy
Security
Centre
of Excellence
Vilnius Gediminas
Technical University
JOURNAL OF SECURITY AND SUSTAINABILITY ISSUES
ISSN 2029-7017 print/ISSN 2029-7025 online
2016 September Volume 6 Number 1
http://dx.doi.org/10.9770/jssi.2016.6.1(11)
PROFESSIONAL ACTIVITY MOTIVES OF PRIVATE SECURITY COMPANY
EMPLOYEES FOR SUSTAINABLE DEVELOPMENT
Svetlana Guseva1, Valerijs Dombrovskis2, Sergejs Čapulis3, Svitlana Lukash4
4
1,2,3
Daugavpils University, Parades iela 1, Daugavpils, LV-5401, Latvia
Sumy National Agrarian University, Sumy, Ukraine Department of Economics
160, Kondrat`eva Str., Sumy, 40021, Ukraine
E-mails: 1svetlana.guseva@du.lv; 2valerijs.dombrovskis@du.lv; 3sergejs.capulis@du.lv; 4svlukash@mail.ru
Received 19 February 2016; accepted 29 July 2016
Abstract. The present study is devoted to researching the peculiarities of the hierarchy of motives in the structure of professional motivation as a sign of success of the professional activity of private security company employees in Latvia. C. Zamfir’s Work Motivation
Inventory (WMI) was applied as the research method. The results have revealed that the motives directly related to professional activity
do not have a leading function. The presence of the authoritarian syndrome as an axiological political phenomenon, which serves the
regulating function of company employee behaviour, indicates the existence of an internal crisis and the necessity of changes in the
operation of the companies. It is stated that the combination of motives with high ranks in the structure of professional motivation can
be viewed as a prognostic factor of sustainability/unsustainability of development of the company as a whole.
Keywords: authoritarian syndrome, professional motivation, security company, sustainable development
Reference to this paper should be made as follows: Guseva, S.; Dombrovskis, V.; Čapulis, S.; Lukash, S. 2016. Professional activity
motives of private security company employees for sustainable development, Journal of Security and Sustainability Issues 6(1):
145–153. DOI: http://dx.doi.org/10.9770/jssi.2016.6.1(11)
JEL Classifications: J01; J24; O10
1. Introduction
The issues of professional competence and self-development techniques are studied in different scientific and
applied fields of life. There exist various approaches to assessment of competence in professional activity. Today there are enough opportunities for professional growth: if necessary, one can continue education or acquire
an additional qualification. Competence in the professional activity is often declared as a process of cooperation and collaboration of the employer and the employees. However in reality, the employer controls, explains,
gives instructions and forces (our emphasis) the employees to fulfil their professional obligations stated in the
work agreement. The employees quite often passively obey the requirements of the management without going
deep into solving the problem at hand and without specifying the way of completing the task, i.e. the professional activity has a formal nature – the manager processes and transmits information, but the subordinate
perceives, memorizes, and produces the information on demand (Dessler 2014).
Sustainable development of professionally competent specialists is possible when there is a harmonious relationship among the individual, the society, and nature: while satisfying the needs of today, we must search for
a compromise for satisfying the needs of future generations (Brundtland 1987). A compromise between the
JOURNAL OF SECURITY AND SUSTAINABILITY ISSUES
ISSN 2029-7017 print/ISSN 2029-7025 online
present and the future is coordination of the modern needs of society for solving social and economic issues in
the future. The future well-being is oriented at behaviour, at the changing value system, and at the basic needs
of the modern human being. Future priorities must be viewed only in the context of the qualitative change of
the person’s attitude to their professional activity (Derkach et al. 2000).
In our view, for social and economic achievements, for preserving the resources and culture of society, an important personality component for sustainable development is innovative and positive thinking of the professionally
competent specialist (Lace et al.2015; Oganisjana et al. 2015; Njaramba et al. 2015; Rezk et al. 2016; Samašonok
et al. 2016; Prakapavičiūtė, Korsakienė 2016; Raudeliūnienė et al. 2016; Dalati 2016; Fuschi, Tvaronavičienė
2016). People differ in their linguistic affiliation, education, previous experience, and worldview. Sustainable
development is determined by harmonious relationships in society, by historical and cultural heritage and awareness of it, and by preserving ethnic identity. In the constantly changing world, the human being is only one form
of the joint life cycle. Everyone needs group affiliation and professional affiliation. The success of professional
activity for sustainable development is determined by the special process of socialization of the person and the
possibility of self-realization, and promotes the improvement of relationships in the group and tolerance for the
cultural values of other people. In this regard it is necessary to emphasize the sector of private entrepreneurship
as the widest field for the possibility of realization of ideas for sustainable development (Parra 2013).
Today, specialists of private security company services are in demand. Modern effective protection is impossible without the application of a complex of technical aids: alarms, different sensors, video surveillance, etc.
Apart from technical means and legal knowledge, the employees must possess the communicative competence
in the system “person-to-person”. Good teamwork and cooperation with professional colleagues in extreme
situations is necessary. The clients of security company employees expect protection of their interests, business,
property, separate premises or a complex of the enterprise, i.e. real estate property as a whole. Private security
company service specialists undergo special training, and such personal qualities as responsibility, excellent
physical fitness, striving for personal development and self-education are required.
Professional personality development is closely related to achievement of the peak of professionalism in one’s
professional development. Professional development implies personal development in the process of choosing
a profession, acquiring professional education, and qualitative and productive fulfilment of professional obligations. Both in the process of professional education and in the process of completing the professional activities,
a very important factor is the person’s inner incentive for work – their motivation. Motivation directs the person, drives them towards the goal, and promotes achievement of the highest level of personal and professional
development.
True professionalism is always identified with strong and sustained motivational orientation towards activity
fulfilment and achievement of results. A certain motivational basis, on which a person can achieve heights in
their professional development, should exist at any age (Pinder 2008).
Motivation drives people to be active and professionally competent, and to accurately fulfil work requirements.
Aims of the professional activity and behavioural peculiarities of employees are determined by motives (Hackman and Oldham 1980).
After about five years of working in the profession, employees quite often start experiencing the process of
stagnation: their health declines, activity level diminishes, signs of depression and emotional burnout appear
(Vodopyanova and Starchenkova 2009). The choice of a profession corresponds to the desired lifestyle provided by the social situation; however motivation for sustainable personal and professional development comes
from within a person. The desire of the employee to be professionally competent is one of the components of
professional activity, whereas the structure of professional motivation is an important component of professionalism. Professional activity should be built so that, first of all, the need for professional competence is developed. Without such a need, professionalism does not form; only needs make a person put forward aims and
objectives for their achievement, and then perform the corresponding professional activity. Therefore profes146
JOURNAL OF SECURITY AND SUSTAINABILITY ISSUES
ISSN 2029-7017 print/ISSN 2029-7025 online
sional activity should be built in such a way that the need to be a professionally competent specialist becomes
foremost. If the social situation does not promote satisfaction of needs, it causes intrinsic dissonance (Leontiev
2003), which can launch the mechanism of search activity in another professional sphere.
The maximum effect in the professional activity can only be achieved if the employees possess intrinsic incentive for successful fulfilment of their professional obligations. In other words, the hierarchy of motives in the
structure of motivation determines the activity level of the subject in acquisition of professional competences.
At the same time, it is known that any professional activity is polymotivated, i.e. it is prompted by more than
one motive (Leontiev 2003).
Among these there are always the dominating motives at the top of the hierarchical structure of the individual’s
motivational sphere, which determine the orientation of the professional activity and its results. Each motive
has a specific place in the hierarchy of motives where it fulfils the prompting function. However, in every specific case motivation is ambiguous – it depends on many objective factors; however the fundamental hierarchical core must be sustainable because the level of formation of motivation depends on the development of the
individual as a whole: their life stance, beliefs, personal orientation, and professional competence. In the motivation system of professional activity, intrinsic and extrinsic motives are intertwined. Intrinsic motives include
self-realization, personal development, and growth of professional competence, whereas extrinsic motives are
financial reward, prestige, and work as behaviour imposed by social status (Heckhausen and Heckhausen 2010).
One of the possible conditions for sustainable development of a professionally competent individual is increasing the share of intrinsic motivation in the professional activity. In the process of development of intrinsic
motivation there is a shift of the extrinsic motive towards the aim of the professional activity. We believe that
the dynamics of the hierarchy of motives can be viewed as one of the factors in the assessment of sustainable
development of professional competence of private security company employees.
Therefore the hierarchy of motives in the motivation structure for the professional activity of private security
company employees is studied as a success factor in the professional activity of employees and the sustainable
development of an enterprise as a whole.
2. General background and methods of the research
The hypothesis put forward in the present study on the peculiarities of the hierarchy of motives in the structure
of professional activity of employees with different length of employment in private security companies is
based on the following research principles:
l The respondent survey is anonymous;
l The respondents were informed that there is no right or wrong answer;
l All the survey participants were offered a personal consultation about the results of the survey if necessary;
l Respecting the wish of the employers, the names and locations of the private security companies are not
mentioned and the employee work responsibilities are not specified.
The survey was conducted in two stages: determining the hierarchy of motives in the motivation structure of the
professional activity and studying the correlation of motives in the professional activity motivation structure
with the length of employment of the private security company employees.
Participants
The survey participants were 80 employees of private security companies in Latvia regardless of gender or age.
For the study of peculiarities of the hierarchy of motives in the motivation structure of the professional activity,
the respondents were divided into four arbitrary groups of 20 people according to their length of employment
in private security companies. The first group consisted of respondents with less than 5 years of employment in
147
JOURNAL OF SECURITY AND SUSTAINABILITY ISSUES
ISSN 2029-7017 print/ISSN 2029-7025 online
the security service field; the second group – respondents with the employment length from 5 to 10 years; the
third group – respondents with the employment length from 10 to 15 years; the fourth group – respondents with
the employment length of more than 15 years.
Methods
The study participants were asked to fill in Catalin Zamfir’s (1983) Work Motivation Inventory (WMI) in Yevgeny Ilyin’s (2011) modification. According to WMI, work activity motivation structure consists of 7 motives
combined into the following three motivational complexes: Intrinsic Motivation (IM) – satisfaction gained
from the process and the result of work and an opportunity for self-realization; Extrinsic Positive Motivation
(EPM) – salary, aspiration for career growth and orientation to prestige and respect of other people (social status); Extrinsic Negative Motivation (ENM) – avoiding criticism from colleagues and management (relationship
with administration and colleagues), avoiding possible troubles or punishment. The employees assessed the
degree of importance of each motive on a 5-point scale from 1 (the least important) to 5 (the most important).
The quantitative data obtained for each motive were statistically processed to calculate the mean value for each
motive. Then the leading motives with the highest rank in the motivation structure of the professional activity
were determined for each employee, which were then averaged and summarized in groups according to the
length of employment.
3. Results and Interpretation
We suggest interpreting propositions and motives in the motivation structure of professional activity by Zamfir
(1983) in relation to the following categories of motives:
l broad social motives – avoiding criticism from colleagues and management (relationship with administration
and colleagues), aspiration for career growth;
l narrow personal motives – salary and orientation to prestige and respect of other people (social status);
l motives of direct professional activity – self-realization and satisfaction gained from the process and the
result of work (work satisfaction);
l avoiding troubles – individual’s characteristic motivational preference.
The leading places in the motivation structure of professional activity of private security company employees
with the length of employment less than 5 years are occupied by the motives “self-realization”, “work satisfaction”, and “avoiding troubles”. The motive “relationship with administration and colleagues” received the
lowest rank.
For employees with the employment length from 5 to 10 years, the motives “social status” and “avoiding troubles” are at the top of the hierarchy of motives. The motives “relationship with administration and colleagues”
and “career growth” have little importance.
In the motivation structure of professional activity of private security company employees with the employment length from 10 to 15 years, the first and second place is occupied by the motives «work satisfaction» and
“avoiding troubles”, followed by the motive “social status”, but the motive “career growth” is at the bottom of
the hierarchy.
For the employees who have been working in the system of private security companies for more than 15 years,
the motive “avoiding troubles” takes the first place, followed by the motives “work satisfaction”, “social status”, and “salary”. It was established that the motives “relationship with administration and colleagues”, and
“career growth” occupy the last places in the motivation structure of professional activity.
The obtained hierarchy of motives in the motivation structure of professional activity of private security company employees according to length of employment is reflected in Figure 1.
148
JOURNAL OF SECURITY AND SUSTAINABILITY ISSUES
ISSN 2029-7017 print/ISSN 2029-7025 online
8,00
Ranks for motives
6,00
The employment
length less than
5 years
4,00
The employment
length from 5 to
10 years
The employment
length from 10 to
15 years
2,00
Work
satisfaction
Selfrealization
Avoiding
troubles
Social status
Salary
Carer growth
Relationship
with
administrativ.
0,00
The employment
length of more than
15 years
Fig. 1. Hierarchy of motives of private security company employees according to length of employment
The results indicate that in the motivation structure of professional activity of private security company employees, for the respondents of all four arbitrarily distinguished groups, the highest places are occupied by
the motives of direct professional activity – “self-realization” and “work satisfaction”, as well as the motive
“avoiding troubles” distinguished by Ilyin (2011) as an individual’s characteristic motivational preference. According to Zamfir (1983), the combination of motives in which extrinsic negative motivation (ENM) dominates
extrinsic positive and intrinsic motives is the worst motivational complex.
It can be assumed that such a result reflects the positive image of a professional employee expected or desired
by the management, as well as a desire to exhibit socially approved behaviour (Ajzen 1991). In our view,
the motives of professional activity are not expressed in the behaviour of the employees because the motive
“avoiding troubles” has a significant place in the hierarchy. Such combination of motives is possible in a situation where in the process of achieving the result the employees accentuate the possibility of failure. In other
words, the fear of losing the job determines the desire of employees to have a positive business relationship
with the employer, to be diligent workers, to precisely fulfil their work duties, and to cooperate with colleagues.
Unfortunately, the level of emotional instability of the employee personality can also rise because the need for
achievement is unstable, which in turn leads to a faster onset of professional burnout (Boiko 2008).
A dominating combination of the three motives “avoiding troubles”, “work satisfaction” and “self-realization”
in the motivation structure of professional activity of private security company employees usually indicates
authoritarianism in the relationship system “superior – subordinate” (Deineka 1999). Satisfaction gained from
149
JOURNAL OF SECURITY AND SUSTAINABILITY ISSUES
ISSN 2029-7017 print/ISSN 2029-7025 online
the process of work and from achievement of a positive result directly depends on praise or reproach by the
management and on criticism from colleagues, which can lead to perfectionism and workaholism (Lafferty and
Lafferty 1997).
However, for all four groups of security company employees with different length of employment, the motive
“relationship with administration and colleagues” has the last place in the hierarchy of motives. Such state of
affairs can be explained by the fact that career growth is important to the employees, which provides not so
much a promotion as an increase of the financial reward. In our view, for the employees, financial well-be …
Purchase answer to see full
attachment
Recent Comments