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Copyright © 2004 South-Western. All rights reserved. 10–1
Learning GoalsLearning Goals•Describe the theories on motivation.
•Describe how firms can enhance job satisfaction and thereby enhance motivation.
Mengelola KaryawanMengelola Karyawan
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Motivating EmployeesMotivating Employees
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Theories on MotivationTheories on Motivation•Motivation of employees is influenced by job satisfaction–the degree to which employees are satisfied with their jobs– Employees who are satisfied with their jobs
are more motivated.– Managers can motivate employees by
ensuring job satisfaction.
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Hawthorne StudiesHawthorne Studies• In 1920s, researchers studied workers in a Western Electric plant:– Attempted to identify how working conditions
affected workers’ level of productivity. Increases in lighting and decreases in
lighting both improved productivity Shorter breaks and longer breaks both
increased productivity
– Concluded that any changes in conditions that reflect increased attention toward employees increased productivity.
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Summary of the Hawthorne Summary of the Hawthorne Studies Studies
Exhibit 10.1
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Maslow’s Hierarchy of Maslow’s Hierarchy of NeedsNeeds
• Maslow believed people rank their needs into five categories– Physiological: basic requirements for survival– Safety: job security and safe working conditions– Social: need to be part of a group– Esteem: respect, prestige, recognition– Self-actualization: need to fully reach one’s potential
• Once people achieve a given category of needs, they become motivated to reach the next category.
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Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs
Exhibit 10.2
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Herzberg’s Job Satisfaction Herzberg’s Job Satisfaction StudyStudy
• Identified work-related factors that made employees feel dissatisfied & satisfied with their jobs:– Hygiene factors that can fulfill basic needs
and prevent job dissatisfaction Working conditions, supervision, salary, job security,
status
– Motivational factors that can lead to job satisfaction and motivate employees Achievement, responsibility, recognition,
advancement, growth
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Summary of Herzberg’s Job Satisfaction Summary of Herzberg’s Job Satisfaction StudyStudy
Exhibit 10.3
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McGregor’s Theory X McGregor’s Theory X and Theory Yand Theory Y
•Each theory represents supervisors’ possible perception of workers– The way supervisors view employees can
influence how they treat employees.– Treatment of employees influences their job
satisfaction and motivation.
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Theory X and Theory YTheory X and Theory Y
Employees dislike work and Employees dislike work and job responsibilities and will job responsibilities and will
avoid work if possibleavoid work if possible
Employees are willing to Employees are willing to work and prefer more work and prefer more
responsibilityresponsibility
Theory X
Theory Y
Supervisors cannot delegate responsibilities
Supervisors should Supervisors should delegate responsibilities, delegate responsibilities,
which will satisfy and which will satisfy and motivate employeesmotivate employees
Supervisors’ View of Employees Implications
Exhibit 10.4
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Theory ZTheory Z•Based on the Japanese management style of allowing all employees to participate in decision making– Participation can increase job satisfaction
because it gives employees responsibility.– Uses less specialized job descriptions.– Helps employees develop varied skills and
have a more flexible career path.
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Expectancy TheoryExpectancy Theory•Employee’s efforts are most influenced by the expected outcome (reward) for those efforts:– When goals are achievable and offer
desirable rewards.– Employees have a strong belief that they
have a chance to earn the reward.
•Motivating rewards are difficult to offer when output cannot be measured easily.
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Equity TheoryEquity Theory• Compensation should be equitable, or in proportion to each employee’s contribution– If employees believe that they are under
compensated, they may request greater compensation–a raise.
– If their compensation is not increased, employees may reduce their contribution–quitting.
– Employees become dissatisfied with their jobs if they feel that they are not equitably compensated.
– Supervisors may prevent job dissatisfaction by attempting to provide equitable compensation.
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Example of Equity TheoryExample of Equity Theory
Exhibit 10.5
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Reinforcement TheoryReinforcement Theory•Reinforcement influences behavior:
– Positive reinforcement Motivates employees by providing rewards for high
performance The more employees appreciate this form of
reinforcement, the more they will be motivated to continue high performance.
– Negative reinforcement Motivating employees by encouraging them to
behave in a manner that avoids unfavorable consequences.
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Summary of Reinforcement Summary of Reinforcement TheoryTheory
Exhibit 10.6
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Motivational GuidelinesMotivational Guidelines• If employees’ job satisfaction increases, they may become more productive– General conclusions
To prevent job dissatisfaction, supervisors should ensure that employees are compensated for their contributions.
Even though well compensated, employees may not be very satisfied if other needs (social, responsibility, self-esteem needs) are not fulfilled.
Employees may be motivated if they believe it is possible to achieve a performance level that will result in a desirable reward.
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Enhancing Job Satisfaction Enhancing Job Satisfaction and Motivationand Motivation
• Job enrichment programs– Designed to increase the job satisfaction of
employees by increase their autonomy.
•Adequate compensation program– Merit system– Across-the-board system– Incentive plans
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Developing a Proper Compensation Developing a Proper Compensation PlanPlan
•Guidelines for compensation plans that motivate employees:– Align the compensation plan with business
goals.– Align compensation with specific employee
goals.– Establish achievable goals for employees.– Allow employee input in the compensation
plan.
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Enhancing Job Satisfaction Enhancing Job Satisfaction and Motivation (cont’d)and Motivation (cont’d)
•Flexible work schedule (flextime)– Compressed work weeks that compress the
work load into fewer days per week.– Job sharing by two or more persons who
share a particular work schedules.
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Employee Involvement Employee Involvement ProgramsPrograms
• Job enlargement– A program to expand (enlarge) the jobs
assigned to employees
• Job rotation– Allowing employees to periodically rotate
(switch) their job assignment
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Small Business SurveySmall Business Survey
Do Employees Want More Influence in Business Decisions?
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EmpowermentEmpowerment
•Empowerment and participative management– Allowing employees the power to make more
decisions– Management by objectives (MBO)
• Teamwork• Open-book management
Employee education Empowerment Compensation
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Methods Used to Enhance Job Methods Used to Enhance Job SatisfactionSatisfaction
Exhibit 10.9
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Methods Used to Enhance Job Methods Used to Enhance Job SatisfactionSatisfaction
Firm Method use to achieve High Job Satisfaction
Southwest Airlines • Treets employees with respect• Empowers employees to solve
problem• Gives awards & recognition to
employees
Microsoft • Casual work environment• Empowers employees to solve
problem
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Empowered Disempowered
Mengambil inisiatif dalam situasi yang ambisius dan menentukan masalah dengan jalan bisa di analisa atau diputiskan lebih lanjut
Mneunggu otoritas yang diberikan untuk menrumuskan masalah dan tanggung jawab yang diberikan.
Mengidentifikasi peluang, secara ambisius, seperti ketika ada komplin dari konsumen atau adanya pesaing yang kompetitif.
Menyelesaikan masalah secara efektif tetapi gagal untuk melihat kemungkinan adanya peluang
Menggunakan kemampuan berpikir kritis, sperti menguji asumsi atau mengevaluasi argumen-argumen
Menerima informasi, alasan atau kesimpulan tanpa menguji lebih dahulu
Menawarkan keputusan tentang bagaimana dan kenapa keputusan tertentu atau tindakan dapat mendukung tujuan yang ditentukan.
Mendiskusikan, tetapi mungkin tidak dapat menerapkan informasi yang ada tentang tujuan yang digariskan.
Perbedaan Empowered & Disempowered Employees
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Empowered Disempowered
Membanguan konsensus untuk memutuskan dan bertindak dalam kelompoknya tau kelompok yang lain.
Berharap untuk berusaha membangun konsensus, tetapi mengarapkan otoritas secara hirarki jika usaha tersebut gagal.
Mengidentifikasi dan bertindak pada peluang untuk mensistematiskan aktivitas, dokumen dan informasi sistem komunikasi. Mengidentifikasi dan memecahkan masalah dan menghilangkan sistem yang tidak menghasilkan nilai tambah.
Fokus pada peningkatan individu atau efektivitas team, tetapi gagal untuk mengidentifikasi masalah yang muncul diluar grup. Menciptakan solusi masalah sesaat tetapi gagal untuk mensistematiskan. Bergantung pada sistem yang ada meskipun tidak berharga lagi.
Mengoptimalkan sumber daya dengan mengurangi pengeluaran dan menemukan peluang untuk mengenalkan sumber daya baru (peningkatan proses, peningkatan teknologi dll)
Fokus pada permintaan sumber daya hanya ketika dan seperti dirahkan oleh atasannya.
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Chapter SummaryChapter Summary• Hawthorne studies suggest that employees are
more motivated when they receive more attention.
• Maslow’s theory suggests that employees are satisfied by different needs depending on their position in the hierarchy.
• Herzberg’s theory suggests that the factors that prevent job dissatisfaction are different from the factors that enhance satisfaction.
• McGregor’s Theories X and Y suggest that supervisors treat employees differently depending on their beliefs about employees.
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Chapter SummaryChapter Summary• Theory Z suggests that employees are more
satisfied and motivated when they are involved in decision making
• Expectancy theory suggests that employees are more motivated if compensation is aligned with goals that are achievable and offer some reward
• Equity theory suggests that employees are more motivated if their compensation is aligned with their relative contribution to the firm’s total output
• Reinforcement theory suggests that employees are more motivated to perform well if they are rewarded for high performance