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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)