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Motivating EmployeeGROUP 6:

Arya Bima Cahyaatmaja (13111002)Handito Pramukya Daniswara (15111007)

Markov Cornelius (15111010)

Sarthak Sharma (15111013)

Bahar Dyan Syah (15111017)

Amytha Fatimah Putri (15111022)Nadhifah Kirana

(15111029)

2MATERIALS

What is Motivation

Early Theories Of Motivation

Contemporary Theories Of Motivation

Current Issues in Motivation

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What is motivation?

Keys of Motivation : Energy , Direction and Persistence.

4What is Motivation?

Motivation refers to the process by which a person’s efforts are energized, directed, and sustained toward attaining a goal.

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High levels of effort must be channeled in a direction

that benefits the organizational goals.

Motivation includes a persistence dimension meaning employees must persist when trying to achieve the goals.

6Maslow’s Theory

7McGregor’s Theory X and Theory Y

Theory X is a negative view of people that assumes workers have little ambition, dislike work, want to avoid responsibility, and need to be closely controlled to work effectively.

Theory Y is a positive view that assumes employees enjoy work, seek out and accept responsibility, and exercise self-direction.

8Herzberg’s Two-Factor Theory

Proposes that intrinsic (internal) factors are related to job satisfaction, while extrinsic (external) factors are associated with job dissatisfaction.

When people felt good about their work, they tended to cite intrinsic factors arising from the job itself such as achievement, recognition, and responsibility (motivators).

when people felt dissatisfied, they tended to cite extrinsic factors arising from the job context such as company policy and administration, supervision, interpersonal relationships, and working conditions (Hygiene factors).

9Three-Needs Theory

Need for achievement (nAch) - the drive to succeed and excel to a set of standards.

The need for power (nPow) - the need to make others behave in a way that they would not have behaved otherwise.

The need for affiliation (nAff) - the desire for friendly and close interpersonal relationships

10Goal-Setting Theory

Specific goals increase performance and difficult goals, when accepted, result in higher performance than do easy goals.

Important points :

- Source of job Motivation

- Specific hard goal produce higher level of outputs than the usual one

- Participation in setting goal

- Feed back : Self-generated feedback

- Contingency that effect goal setting : Goal commitment, Self-efficacy and natural culture.

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Other things that also influence the achievement of a goals are :

1. Goals commitment that individual are committed to the goal and that it is self set and not being order on it

2. Self efficacy is that everyone belief that he or she is capable in performing a task

3. National character is a situation in a certain location that support achievement of a goal.

12Reinforcement Theory

Behavior is a function of its consequences. Consequences that immediately follow a behavior and

increase the probability that the behavior will be repeated are called reinforcers.

13Designing Motivating Jobs

Job designs to refer to the way tasks are combined to form complete jobs.

JOB ENLARGEMENT - job scope, job enlargement JOB ENRICHMENT - job depth JOB CHARACTERISTICS MODEL – skill varieóty, task

identity, task significance, autonomy, feedback.

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Job Enlargement & Enrichment

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Core Job Dimensions

18Equity Theory

Proposes that employees compare what they get from a job (outcomes) in relation to what they put into it (inputs), and then they compare their inputs–outcomes ratio with the inputs–outcomes ratios of relevant others.

underrewarded or overrewarded

19Equity Theory (2)

The referent—the other persons, systems, or selves individuals compare themselves against in order to assess equity—is an important variable in equity theory.

Distributive justice - the perceived fairness of the amount and allocation of rewards among individuals.

Procedural justice - the perceived fairness of the process used to determine the distribution of rewards.

20Expectancy Theory

An individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.

Expectancy or effort–performance linkage

Instrumentality or performance–reward linkage

Valence or attractiveness of reward

21MOTIVATING IN TOUGH ECONOMIC CIRCUMSTANCES

During tough economic conditions, Managers must look for creative ways to keep employees’ efforts energized, directed, and sustained toward achieving goals

22MANAGING CROSS-CULTURAL MOTIVATIONAL CHALLENGES

Some theories don’t work well for other cultures

The desire for interesting work theory seems important to all workers and Herzberg’s motivator factors may be universal

23Motivating Unique Groups of Workers

Employees have different needs, personalities, skills, abilities, interests, and aptitude.

Motivating a Diverse Workforce

- Flexibility

Motivating Professionals

- Job Challenges

- Support

Motivating Contingent Workers

- Opportunity to become permanent employee.

- Training

Motivating Low-Skilled, Minimum Wage Employees

- Employee Recognition Programs

- Praise

24Designing Appropriate Rewards Program

Rewards play a major role in promoting appropriate employee behavior.

Open-Book Management

Employee Recognition Programs

Pay for Performance

- Compatible with the Expectancy Theory.

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