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MOTIVASI, PERILAKU DAN

PRODUKTIVITAS SDM DALAMORGANISASI

Dosen Pengampu: Ir.Lien Herlina, MSc.Buku Teks a.l.:1. Organizational Behavior by Stephen P. Robbins, (2001)

2. Managing Human Resources by George Bohlander, Scott Snell, ArthurSherman, (2001)

3. serta buku-2 SDM lainnya

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Basic Motivation Concepts :

What is motivation? Inexperienced managers often label employees who

seem to lack motivation as lazy

Such label assumes that an individual is alwayslazy or is lacking in motivation These is not true,motivation is the result of the interaction of theindividual and the situation

Motivation define as the processes that account for anindividuals intensity, direction, and motivation of efforttoward attaining a goal

Three Key elements:1. Intensity: how hard a person tries2. Direction: directed toward and consistent withthe

organizations goal (benefits the organization)

3. Persistence: a measure of how long a person can maintain his orher effort

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Theories of Motivation

Need Theories:Maslows hierarchy; Two-factor, ERG,McClellands

Goal-setting Theory: the theory that spesific and difficult goals,with goal/feedback, lead to higher performance

Reinforcement Theory: behavior as being environmentally caused

Equity Theory: individuals compare their job inputs and outcomes withthose of others and then respond so as to eliminate any inequities

Expectancy Theory: the strength of tendency to act in a certain waydepends on the strength of an expectation that the act will be followed by

a given outcome and on the attractiveness of that outcome to the individual

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Maslows Hierarchy of Needs(Maslow s Theory)

Physiological:hunger, thirst,shelter, sex, and other bodilyneeds

Safety:security and

protection from physical andemotional harm

Social:affection,belongingness, acceptance andfriendship

Esteem:self respect,autonomy, achievement,status, recognition, attention

Self-actualization:capable ofbecoming (growth, self-fulfillmentetc.)

Self-

actualization

EsteemSocial

Safety

Physiological

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(Theories continued)

Two-factor theory: (also calledmotivation-hygiene theorydeveloped by FrederickHerzberg). It concluded thatintrinsic factors are related to

job satisfaction, while extrinsicfactors are associated withdissatisfaction

The factors leading to jobsatisfaction are separate anddistinct from those that lead to

job dissatisfaction Eliminating factors that create

job dissatisfaction may bringabout peace, not necessarilymotivation

ERG theory(three groups ofcore needs):Existence groupis concern with providing basicmaterial existence

requirementsRelatedness:the desire formaintaining importantinterpersonal relationships.Growth:an intrinsic desirefor personal development

McClellands theory: Needfor achievement; need for

power; need for affiliation

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Matching Achievers and Jobs

(McClellands theory)

Moderaterisks

Feedback

Personalresponsibility

Achieversprefer

Jobs thatoffer

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(Theory continued)

Goal-setting theory:very much rely on the self-efficacyas a potent motivating force. Self-efficacyis theindividuals belief that he or she is capable of performing a

task, e.g.: do your best; each of you is physically ready,now get out there and do your best

Reinforcement theory: behavioristic approach (behavior isa function of its consequences

Equity theory: individuals compare their job inputs and

outcomes with those of others and then respond so as toeliminate ay inequities

Expectancy theory: focus on three relationships

(effort-performance, performance-reward, rewards-personal goals relationships)

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Dont forget ability and

opportunity

PerformanceDimensions

Performance formed bymotivation, ability, andopportunity

Opportunity

Motivation

Ability

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Motivation:From Concept to Application

Management By Objectives (MBO) for HRD(human resource development): What is MBO?

MBO emphasizes participative set goals that

are tangible, verifiable, and measurable. Employee Recognition Programs Employee Involvement Programs Variable Pay Programs

Skill-based Pay Plans Flexible Benefits

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Motivation and Implication for

Managers Recognize Individual

Differences

Use Goals and Feedback

Allow Employees toParticipate in Decisionthat Affect them

Link Rewards toPerformance

Check the System forEquity

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Leaderships Theory andApplication

What is Leaderships? The ability to influence a grouptoward the achievement of goals

Trait Theories: theory that sought personality, social,physical, or intellectual traits that differentiated

leaders from non-leaders Behavioral Theories: theory proposing that specific

behaviors differentiate leaders from no-leaders

Contingency Theories: Fiedler Model

Neocharismatic Theories: Charismatic Leadership,Transformational Leadership, Visionary Leadership

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Leadership Theories Trait Theory: distinguishpersonnel quality orcharacteristics. Are somepeople really bornLeaders?

Elements : Intelligence,Personality, PhysicalCharacteristics and SupervisoryAbility

Behavioral approach:examined behaviors andtheir impact on theperformance and satisfactionof followers. What doleaders do?

Model: Job-centered andEmployee-centered Leadership

Situational approach:adjusting leadership style tothe situation.Leadership effectiveness isa function of various aspects

of the leadership situation

Model: Contingencyleadership matching leadersand task- (task-oriented;relationship-oriented); path-goal model (focus on how

leader influence thefollowers perception of workgoals, self-developmentgoals, and path to goalattainment

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Characteristics of Successful LeadersTrait or Characteristic DescriptionDrive Desire for achievement; ambition; high energy;initiativeHonesty and Integrity Trustworthy; reliable; openLeadership motivation Desire to exercise influence over others toreach shared goalsSelf-confidence Trust in own abilitiesCognitive ability Intelligence; ability to integrate and interpretlarge amounts of informationKnowledge of the business Knowledge of industry, relevant technicalmattersCreativity OriginalityFlexibility Ability to adapt to needs of followers andrequirements of situation

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Issues in Leadership Emotional Intelligence

and Leadership

Team Leadership

Moral Leadership

Cross-culturalLeadership

Trust and Leadership.What is Trust? a

positive expectationthat another will notact opportunistically

Trust as thefoundation ofLeadership

Three types of trust:deterrence-based trust;knowledge-based trust;and identification-based trust

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Management and Organization Management functions-Fayols theory: planning,

organizing, leading and controlling

Management Roles: Interpersonal roles,Information roles and Decisional roles

Management Skills: Technical Skills, HumanSkills, and Conceptual Skills

Managerial Activities: traditional management(decision making, planning, controlling),communication(exchanging routine informationand processing paperwork), HRM(motivating,disciplining, managing conflict, staffing,training), Networking(socializing, politickingand interacting with others)

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COMMUNICATION Communication define as the transference and

understanding of meaning

Barriers to Effective Communication:Filtering,Selective Perception, Information Overload,Defensiveness, Language, etc.

Communication Fundamentals: direction ofcommunication (downward, upward, lateral);formal vs informal network; non-verbalcommunication

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Strategies for Improving

Organizational Communication

Encourage Open

Feedback Use Simple

Language

Avoid Overload

Match words andDeeds

Be a Good Listener

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Current Issues in

Communication Communication Barrier Between Women and Men

politically Correct Communication

Cross-cultural Communication: Cultural barriers

A cultural Guide: assume differences until similarity isproven; emphasize description rather than

interpretation or evaluation, practice empathy, treatyour interpretations as a working hypothesis

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Compensation and Reward System Employee compensation includesall forms of pay and rewardsreceived by employees for theperformance of their jobs

Compensation is what employeesreceive in exchange for their

contribution to the organization Direct Compensation (wages andsalaries, incentives, bonuses andcommissions)

Indirect Compensation (benefitssupplied by employers)

Non-financial Compensations(employee recognitionprograms, rewarding jobs, andflexible work hours toaccommodate personal needs

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A Model of the Consequences of Pay

Dissatisfaction In severe cases, pay dissatisfaction may lower performance, lead to

physical or psychological withdrawal ranging from absenteeism, poormental health etc.

Desire forMore pay strike

performance

Search forhigher-paying job

absenteeism

turnover

Lowerattractiveness

Of job

Job

dissatisfaction

absenteeism

?

?

?

Paydissatisfaction

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Major Phases of Compensation Management

PHASE IIdentify and study jobs

Job Analysis

Position

description

Job

description

Job

standards

Job evaluation

Job ranking Job grading Factor comparison Point system

PHASE II

Internal equity

Wage and Salary SurveysPHASE III External equity

PHASE IV

Matching internal andexternal worth

PRICING JOB

Job evaluation

worth

Labor Market worthMatch

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CRITICAL FACTORS

Key Jobs used for factorcomparison:

1. Responsibility

2. Skill3. Mental Effort

4. Physical Effort

5. Working condition

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Critical Factors

Critical factors used forPoint system

1. Responsibility (safety of

others; equipment andmaterials; assistingtrainees etc.)

2. Skill (experience;Education/training)

3. Effort (Physical; Mental)

4. Working conditions(Unpleasant conditions;Hazards)