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Table of Contents

Introduction 2

Problem Statement 3

Case Research Question 4

Theoretical Framework 5–8

Analysis 9 - 11

Conclusion & Recommendation 12

References 13- 14

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1.0 Introduction

Individual behavior can be explained by presenting a basic model of individual behavior


and its consequences and by describing the main types of behavior in an organizational
environment (Von Rosenstiel, 2011). This model emphasizes four factors that directly influence
employee behavior and the resulting performance, namely motivation, ability, role perceptions,
and situational factors abbreviated as MARS Model (McShane and Von Gillow, 2015). If one of
the factors weakens, employee performance will decrease. For example, an enthusiastic employee
who understands his role assignment (role perceptions) and has enough resources (situational
factors) will not do his job well if they lack adequate knowledge and skills. MARS model is the
basic model of individual behavior and results.

In this study, the MARS model is used to analyze issues faced by Police officer and the
management on how to overcome the problem among the police officer on the lack of motivation
of doing paperwork in-order to overcome this problem that facing by the police officer, MARS
model should be use. MARS models are factors that directly affect employee behavior and
outcomes of their performance. Employee motivation forces within a person that affect his or her
direction, intensity, and persistence of voluntary behavior. The direction is a principle for someone
in doing their activities. Intensity is how much to push yourself to complete a task. Persistence set
is how long it takes to continue a task. According to Zhang and Bartol (2010), motivation can
increase the desire to improve performance. Cerasoli et al. (2014) with a meta-analysis study
proves that motivation has an effect on performance. Motivation is one of the strong predictors in
improving employee performance (Rogstadius et al., 2011) and entrepreneurial performance
(Machmud and Sidharta, 2016). Ability directs us to attitudes or natural talent. Ability relates to
the competence of employees and the level of suitability of a job with employees. Role perceptions
will help employees to understand better their work and do the job as good as possible. Since the
employees know the role of perception, they understand what to do and to improve. Situational

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factors consist of external and internal factors. External factors influenced by consumer desire and
economic conditions while internal factors influenced by time, human, budget, and work facilities.

2.0 Problem Statement

In this study, I will outline the difficulty that faced by the police officer in getting the officer
perform their duty accordingly. In fact, most of the police officer is not actively doing the paper
work. The management will be having to wait in term of the officer make the paper work done
accordingly. The problem statement that will be discussed on how to overcome the problem and
model should be use to improve is MARS model.

Individual behavior can be explained by presenting a basic model of individual behavior and its
consequences and by describing the main types of behavior in an organizational environment (Von
Rosenstiel, 2011). This model emphasizes four factors that directly influence employee behavior
and the resulting performance, namely motivation, ability, role perceptions, and situational factors
abbreviated as MARS Model (McShane and Von Gillow, 2015). If one of the factors weakens,
employee performance will decrease. For example, an enthusiastic employee who understands his
role assignment (role perceptions) and has enough resources (situational factors) will not do his
job well if they lack adequate knowledge and skills. MARS model is the basic model of individual
behavior and results. MARS models are factors that directly affect employee behavior and
outcomes of their performance.

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3.0 Case Research Question

In this study it will be answer these question

1. What Young police officers dislike doing paperwork / desk job?


2. Why The police officers enjoy working out in the field?
3. Why Lack of motivation in the office?
4. Why They perceive filling out reports as boring?
5. Where In the office?
6. Where in the Police Station?
7. Who Young and inexperienced police officers?
8. How The poor performance in paperwork results in incompetent police reporting of
incidents?
9. How May affect public perception towards Royal Malaysian Police Reputation?

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4.0 Theory Framework

MARS Model seeks to explain individual behavior as a result of internal and external factors or
influences acting together. The acronym MARS stands for motivation, ability, role perceptions
and situational factors. All the above four factors are critical and influence the individual behavior
and performance, if any one of them is low in a given situation the employee will perform poorly.
These are seen as the four major factors in determining individual behavior and results.

4.1 Motivation

Motivation represents the forces within a person that affects his or her direction, intensity and
persistence of voluntary behavior. Direction refers to the path along which people engage their
effort. People have choices about where they put their effort; they have a sense of what they are
trying to achieve and at what level of quality, quantity, and so forth. In other words, motivation is
goal-directed, not random. People are motivated to arrive at work on time, finish a project a few
hours early, or aim for many other targets. The second element of motivation, called intensity, is
the amount of effort allocated to the goal. Intensity is all about how much people push themselves
to complete a task. For example, two employees might be motivated to finish their project a few
hours early (direction), but only one of them puts forth enough effort (intensity) to achieve this
goal. Finally, motivation involves varying levels of persistence that is, continuing the effort for a
certain amount of time. Employees sustain their effort until they reach their goal or give up
beforehand. Remember that motivation exists within individuals; it is not their actual behavior.
Thus, direction, intensity, and persistence are cognitive (thoughts) and emotional conditions that
directly cause us to move.

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4.2 Ability

Employee abilities also make a difference in behavior and task performance. Ability includes both
the natural aptitudes and the learned capabilities required to successfully complete a task.
Aptitudes are the natural talents that help employees learn specific tasks more quickly and perform
them better. There are many physical and mental aptitudes, and our ability to acquire skills is
affected by these aptitudes. For example, finger dexterity is an aptitude by which individuals learn
more quickly and potentially achieve higher performance at picking up and handling small objects
with their fingers. Employees with high finger dexterity are not necessarily better than others at
first; rather, their learning tends to be faster and performance potential tends to be higher. Learned
capabilities are the skills and knowledge that you currently possess. These capabilities include the
physical and mental skills and knowledge you have acquired. Learned capabilities tend to wane
over time when not in use.

Aptitudes and learned capabilities are closely related to competencies, which has become a
frequently used term in business. Competencies are characteristics of a person that result in
superior performance. Many experts describe these characteristics as personal traits (i.e.,
knowledge, skills, aptitudes, personality, self-concept, values). Others suggest that competencies
represent actions produced by a person’s traits, such as serving customers, coping with heavy
workloads, and providing creative ideas. With either definition, the challenge is to match a
person’s competencies with the job’s task requirements. A good person-job match not only
produces higher performance; it also tends to increase the employee’s well-being.

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4.3 Role Perceptions

Motivation and ability are important influences on individual behavior and performance, but
employees also require accurate role perceptions to perform their jobs well. Role perceptions are
the extent to which people understand the job duties (roles) assigned to them or expected of them.
These perceptions are critical because they guide the employee’s direction of effort and improve
coordination with co-workers, suppliers, and other stakeholders. Unfortunately, many employees
do not have clear role perceptions. According to one large-scale survey, most employees
understand their organization’s business goals, but only 39 percent know what to do in their own
jobs to achieve those goals. The role perceptions concept has three components. First, employees
have accurate role perceptions when they understand the specific tasks assigned to them, that is,
when they know the specific duties or consequences for which they are accountable. This may
seem obvious, but employees have been (unjustly) fired for failing to perform tasks that they didn’t
even know were part of their job duties. Second, people have accurate role perceptions when they
understand the priority of their various tasks and performance expectations. This includes the
quantity versus quality dilemma, such as how many customers to serve in an hour (quantity) versus
how well the employee should serve each customer (quality). It also refers to properly allocating
time and resources to various tasks, such as how much time a manager should spend coaching
employees in a typical week. The third component of role perceptions is understanding the
preferred behaviors or procedures for accomplishing the assigned tasks. This refers to situations
in which more than one method could be followed to perform the work.

4.4 Situational Factors

Employees’ behavior and performance also depend on how much the situation supports or
interferes with their task goals. Situational factors include conditions beyond the employee’s
immediate control that constrain or facilitate behavior and performance. Some situational

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characteristics—such as consumer preferences and economic conditions—originate from the
external environment and, consequently, are beyond the employee’s and organization’s control.
However, other situational factors— such as time, people, budget, and physical work facilities—
are controlled by people within the organization. Therefore, corporate leaders need to carefully
arrange these conditions so that employees can achieve their performance potential. The four
elements of the MARS model—motivation, ability, role perceptions, and situational factors—
affect all voluntary workplace behaviors and their performance outcomes. These elements are
themselves influenced by other individual differences

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5.0 Analysis

In order to understand the factors that can motivate employees to work, the Police Department has
been chosen as a case study for a better and clear understanding on what can motivate public
servants to work. There are several contributing factors that influence employees’ motivation to
work. Rewards and recognition and also communication is among the factors identified by
previous literatures. Rewards and recognition system is an important tool the management can use
to channel employees’ motivation in desired ways. In other words, reward systems seek to attract
people to join the organization to keep them coming to work and motivate them to perform at high
levels (Puwanenthire, 2011). Rizwan (2010) has conducted a study on the impact of rewards and
recognition towards motivation stated that managers can provide recognition to employees by
sitting with employees to have informal talks, spending time with them in form of a combined
dinner or else in other activities like asking about their families and other crucial aspects related
to their personal life. He also added that when effective rewards and recognition are practiced
within an organization, favorable working environment is produced that can motivate employees
to excel in their performance.

Other than that, a study from China University of Geosciences stated that money possesses
significant motivating power as much as it symbolizes intangible goals like security, power,
prestige, and a feeling of accomplishment and success (Faheem, Shuai, Mahroof and Mohsin,
2011). In contrast, the previous study conducted by Perry et al (2006) stated that financial rewards
are not the most motivating factor. Several studies have found that, among employees surveyed,
money was not the most important motivator to encourage them to work and in some instances,
managers have found money to have demotivating or negative effect on employees. Other than
rewards and recognition, communication is also one of the motivational factors that can motivate
employees to work. Effective communication channels are also used in organizations to enhance
the motivation of employees.

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The purpose of communication is to understand other people better. Managers can also stimulate
motivation by giving relevant information, communicating with other employees and showing
them good attitude. (Olajide, 2000). Positive perceptions around company communications serve
to both boost motivation levels among current employees as well as foster employees’
understanding of work (Wojtkowiak, 2009). Open communication will also make employees feel
appreciated by organization thus making them loyal and retaining them in the organization. Thus,
this situation will increase the level of work motivation among employees (Memmott and Growers,
2002).Motivation is a process that explains the intensity of direction and persistence of effort to
achieve goals (Robbins and Judge, 2011).

Motivation is a condition that encourages or becomes the cause of a person doing an act or activity,
which takes place consciously. Although it is possible that a person does an activity that he does
not like, the forced activities will be ineffective and inefficient. McShane and Von Gillow (2015)
define motivation as the forces within a person affecting the direction, intensity, and persistence
of voluntary behavior. According to McClelland (McClelland and Burnharm, 1976), there are three
needs that encourage motivation: Need for achievement, need for affiliation and need for power.
The need for achievement, the need to be accepted by the group, and the need to occupy a position
encourage people to have high motivation in carrying out the work.

Employees have a high work motivation, but if they are not supported by adequate working ability,
their performance will be low (Gibson et al, 1996). Human resources that have high capabilities
greatly support the vision and mission of the organization to grow rapidly. This is due to its goal
in anticipating global competition. A skillful person will be different from those who have the
average or normal ability. Robbins and Judge (2011) stated that ability is an individual’s capacity
to perform various tasks in a job. Further, Kreitner and Kinicki (2014) express ability as a stable
characteristic related to the maximum physical and mental ability of a person. This is proven by
an employee in completing the task quickly and accurately in accordance with the methods or
standards of work embodied in the implementation of their duties. Devonish and Greenidge (2010)
proves the role of role-based-ability to employee performance. The company gives different jobs

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which require employees to release their intellectual abilities. Li et al. (2010) show that the role of
employee perceptions can improve employee performance.

Perception can be interpreted as the process of receiving, selecting, organizing, interpreting, testing
and reacting to sensory stimuli or data. While Gibson et al. (2006) view perception as an organized
set of behavior expected from an individual in a specific position. This shows that the role is a set
of behaviors expected from each individual and organized in a particular position. Christian et al.
(2011) state that increased employee development will improve employee performance.
Furthermore, Barrick et al. (2013) state the importance of the role of employee behavior as well as
to the role of employees in the workplace. Roles reflect one’s position in the social system with
rights and obligations, powers and responsibilities. The result of meta-analysis performed by Avey
et al. (2011a) proves that there is a close association in employee attitudes, behaviors, and
performance. The activities of managers and employees are directed by their role perceptions, what
they should do according to their views in their own roles, and how others should act in their roles.

In the organization, there is a structure of division of labor and the structure of work relations
between groups of position holders who cooperate in a certain way to achieve certain goals that
have been established by the organization. Chiang and Hsieh, (2012) proves that the situation
factor can affect performance. The same thing is evidenced by Walumbwa et al. (2011) situations
that can be controlled by the organization can improve employee performance. Huang et al. (2010)
prove that the role of leaders in controlling the situation within the organization plays an important
role in building employee empowerment. Along with that, the results of research conducted by
Laschinger et al. (2011) proves that situational factors can affect employee empowerment to
improve their performance.

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6.0 Conclusion

Based on overall discussion, result shows that communication is the factor that contributes to low
work motivation among employees. Lack of meeting and face to face discussion between
management and employees resulted in their low work motivation. This study proves that MARS
model can improve employee performance. The amount of influence proportionally caused by
research variables of 52%. The rest in influencing other factors outside the research variables
indicate that the performance is basically the work achieved by employees in accordance with
work plans that have been made at the beginning of the period, and behavior by measuring how
the employee achieved the results of his work during a certain period. Performance measurement
is basically the performance of employees. It is not only measured by the end of the result but also
based on how the employee used to achieve these results so that the results of performance
measurement become more objective. The results of this study still show some limitations in the
other objects of research such as on public agency companies and small samples. It needs further
research by using more broadly object sample research so that the results of the study can obtain
more general conclusions.

Moreover, group discussion may be practiced, so that everyone can share their opinion and ideas.
Other than that, the management may use other forms of communication such as using the social
network like blogs, group face book or twitter to ensure that everybody can easily communicate
with one another. With that, the employees and employer can exchange feedback and ideas.
Another area for improvement is in term of their work environment. The management is suggested
to make some improvement to keep employees motivated and contented with the surrounding by
providing suitable decoration, keeping the environment clean and playing soft music in the office.

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