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DALAM ORGANISASI
Tatik Suryani
1
Proses Motivasi
Needs and drives
ENVIRONMENT
Tension
NEEDS SATISFACTION
PERFORMANCE ABILITY
REWARDS
Motivation: Its Basic Components
Arousal Direction Maintenance Goal
Desire to Good
make a good Work extra hard Persist impression
impression made
POWER ACHIEVEMENT
AFFILIATION
Maslow’s Hierarchy of Needs
Self
Actualization
Esteem
Social
Safety
Physiological
PERBANDINGAN
Growth needs
5. Self-actualization needs
• Growth needs
4. Esteem needs
Deficiency Needs
2. Safety needs
• Existence needs
1. Physiological needs
Satisfaction/Progression
Frustration/Regression
Satisfaction/Strengthening
TEORI DUA FAKTOR
(HERZBERG)
MOTIVATOR PEMELIHARAAN
• PRESTASI • KEBIJAKAN PERUSAHAAN
• PENGAKUAN DAN ADM
• PEKERJAAN ITU SENDIRI • PENGAWASAN
• TANGGUNG JAWAB • GAJI
• PENGUASAAN • HUBUNGAN
INTERPERSONAL
• KONDISI PEKERJAAN
• KEAMANAN KERJA
• STATUS
Discussion:
• What types of incentives would motivate
employees
• How can employers satisfy employees’
needs
• Would the same type of incentives or
rewards satisfy all employees?
MODEL MOTIVASI PRESTASI
KERJA
ketrampilan
Input individu
Pl yg termotivasi
Fokus
Kesadaran akan kebut Intensitas
Perhatian dan arahan intensitas Kualitas
Durasi
Konteks Pek
prestasi
Determinants of Job Performance
Willingness
to perform
Performance
Capacity Opportunity
to perform to perform
The Equity Theory of Motivation
OP = ORP
(equity)
IP IRP
Effort, Rewards O
Motivation, Bonus =1
Performance, Promotions I
Skills, Pay Raise
Expertise Recognition
Compare I/O ratios to others
Self Other
Output Output
= Satisfaction
Input Input
Examples of Equity
1. 2.
Self Other Self Other
4 4 4 8
4 4 4 8
3. Self Other 4. 5.
Self Other Self Other
4 4 4 8 2 4
2 2 2 4 4 8
CONTOH KETIDAKADILAN
1. Underpayment = Self O/I < Other O/I
Example
Self Other
4 8
4 4
Example
Self Other
4 2
4 4
POSSIBLE REACTIONS TO INEQUITY:
A SUMMARY
TYPE OF REACTION
Behavioral Psychological
Type of Inequity (what you can do is...) (what you can think is...)
Overpayment Raise your inputs (e.g., work Convince yourself that your
inequity harder), or lower your outcomes outcomes are deserved
(e.g. work through a paid based on your inputs (e.g.,
vacation) rationalize that you work
harder than others and so
you deserve more pay)
Underpayment Lower your inputs (e.g., reduce Convince yourself that oth-
inequity effort), or raise your outcomes ers’ inputs are really higher
e.g., get a raise in pay) than your own (e.g., ration-
alize that the comparison
worker is really more quali-
fied and so deserves
higher outcomes)
14
Expectancy Theory
Performance X
Instru- Job
mentality Motivation Performance
Rewards X
Valence of
Rewards Role perceptions
and opportunities
16
Expectancy Model:
Components
Expectancy: The degree to which you
expect that hard work (effort)
will lead to good performance
or high accomplishments
Instrumentality: The perception that if you
perform well you will be
rewarded
Valence: How much do you value the
rewards you may receive
Expectancy Theory
• Force: the motivation to choose a
particular course of action.
Force E (V * I )
Where: E= Expectancy (probability that effort leads to
performance)
V=Valence (rating of how satisfying various rewards
will be)
I=Instrumentality (relationship between taking this
option and gaining this reward)
Application of Expectancy
Theory
• Clarify expectancies between effort and
performance and follow through with
rewards.
– Pay for performance
– Stock option plans and other incentive
programs
• Provide valued rewards
– Cafeteria-style benefits
Motivating Jobs Through Job
Redesign
• Scientifically managed jobs: boring,
repetitive, few skills utilized
• Job Enlargement: add more tasks of similar
skill level to the job Horizontal Loading
• Job Enrichment: add more responsibility
and autonomy to the job Vertical Loading
Job Enlargement and Job Enrichment: A Comparison
(high)
Enlarged Job
Level of Responsibility
(vertical job loading)
Job enlargement adds more tasks
at the same level of responsibility.
(high)
Task Task Task Task
Level of Responsibility
2 3 4
(vertical job loading)
1
Standard Job (low)
(low) Number of Tasks (high)
(horizontal job loading)
(high)
Level of Responsibility
Task Task (vertical job loading) Enhanced Job
1 2 Job enrichment adds
(low)
more responsibility
to the same number
(low) Number of Tasks (high) Task Task
(horizontal job loading)
of tasks.
1 2
(low)
(low) Number of Tasks (high)
(horizontal job loading)
18
Job Characteristics model
Job Characteristics Critical Psyc. States Job Outcomes
Task Identity }
Task Significance
Meaningfulness of
Work
motivation
Job satisfaction
Growth
Responsibility for Satisfaction
Autonomy work outcomes Low absenteeism
High quality
Feedback Knowledge of performance
Results
20
Goal Setting
People’s Behavior is Guided by Intentions
• Goals provide direction Specific goals
are more effective
• Goals mobilize behavior Difficult goals
generate more effort
• Goals meningkatkan ketekunan
• Mendorong pengemb strategi pencapaian
tujuan
• Feedback about goal attainment sustains
behavior.
Factors Determining whether Goal-setting
Leads to High Performance
Individual Differences
1. Need for achievement
2. Anxiety
3. Education level
Task-Goal Attributes
1. Goal specificity Effects of
2. Goal difficulty Goal-Setting on
3. Participation in Employee
goal-setting Performance
4. Feedback on goal effort
5. Peer competition
6. Goal acceptance
Situational Factors
1. Reward system
2. Past history of goal
successes
3. Technology
4. Nature of product
5. Supervisory behavior
APLIKASI
• INFORMASI PERLU DIGALI DARI
BERBAGAI SUMBER
• PENETAPAN TUJUAN HARUS SMART
• ADANYA PERBEDAAN INDIVIDUAL
• PERLUNYA DUKUNGAN KOMITMEN
ATAS TUJUAN YG DITETAPKAN
Teori penetapan tujuan
S : SPECIFIC
M : MEASURABLE
A : ATTAINABLE/ ACHIEVABLE
R ; REALISTIC/ RESULT ORIENTED
T : TIME BOUND--- KAPAN