MOTIVASI, PERILAKU DAN PRODUKTIVITAS SDM DALAM ORGANISASI

Dosen Pengampu: Ir.Lien Herlina, MSc.

Buku Teks a.l.:
1. 2. 3. Organizational Behavior by Stephen P. Robbins, (2001) Managing Human Resources by George Bohlander, Scott Snell, Arthur Sherman, (2001) serta buku-2 SDM lainnya

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 always lazy or is lacking in motivation These is not true, motivation is the result of the interaction of the individual and the situation

Motivation define as the processes that account for an individuals intensity, direction, and motivation of effort toward attaining a goal

1. 2. 3.

Three Key elements:

Intensity: how hard a person tries Direction: directed toward and consistent with the

organizations goal (benefits the organization) Persistence: a measure of how long a person can maintain his or her effort

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 with
those of others and then respond so as to eliminate any inequities

Expectancy Theory: the strength of tendency to act in a certain way

depends 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

Maslows Hierarchy of Needs (Maslow s Theory)

Physiological: hunger, thirst,

shelter, sex, and other bodily needs Safety: security and protection from physical and emotional harm Social: affection, belongingness, acceptance and friendship Esteem: self respect, autonomy, achievement, status, recognition, attention

actualization

Self-

Esteem Social Safety Physiological

Self-actualization: capable of

becoming (growth, self-fulfillment etc.)

(Theories continued)

Two-factor theory: (also called

motivation-hygiene theory developed by Frederick Herzberg). It concluded that

intrinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction The factors leading to job satisfaction are separate and distinct from those that lead to job dissatisfaction Eliminating factors that create job dissatisfaction may bring about peace, not necessarily motivation

ERG theory (three groups of core needs): Existence group is concern with providing basic material existence requirements Relatedness: the desire for maintaining important interpersonal relationships. Growth: an intrinsic desire for personal development

McClellands theory: Need

for achievement; need for power; need for affiliation

Matching Achievers and Jobs (McClellands theory)

Personal responsibility

Achievers prefer Jobs that offer

Moderate risks

Feedback

(Theory continued)

Goal-setting theory: very much rely on the self-efficacy as a potent motivating force. Self-efficacy is the individuals 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 is a function of its consequences Equity theory: individuals compare their job inputs and outcomes with those of others and then respond so as to eliminate ay inequities Expectancy theory: focus on three relationships (effort-performance, performance-reward, rewardspersonal goals relationships)

Dont forget ability and opportunity

Performance Dimensions Performance formed by motivation, ability, and opportunity

Ability

Opportunity

Motivation

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

Motivation and Implication for Managers

Recognize Individual Differences Use Goals and Feedback Allow Employees to Participate in Decision that Affect them Link Rewards to Performance Check the System for Equity

Leaderships Theory and Application

What is Leaderships? The ability to influence a group toward 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

Leadership Theories
Trait Theory: distinguish
personnel quality or characteristics. Are some people really born Leaders?

Situational approach:

Elements : Intelligence, Personality, Physical Characteristics and Supervisory Ability

adjusting leadership style to the situation. Leadership effectiveness is a function of various aspects of the leadership situation Model: Contingency leadership matching leaders and task- (task-oriented; relationship-oriented); pathgoal model (focus on how leader influence the followers perception of work goals, self-development goals, and path to goal attainment

Behavioral approach:

examined behaviors and their impact on the performance and satisfaction of followers. What do leaders do?
Model: Job-centered and Employee-centered Leadership

Trait or Characteristic
Drive Honesty and Integrity Leadership motivation Self-confidence Cognitive ability

Characteristics of Successful Leaders

Description
Desire for achievement; ambition; high energy; initiative Trustworthy; reliable; open Desire to exercise influence over others to reach shared goals Trust in own abilities Intelligence; ability to integrate and interpret large amounts of information

Knowledge of the business

Creativity Flexibility

Knowledge of industry, relevant technical matters

Originality Ability to adapt to needs of followers and requirements of situation

Issues in Leadership
Emotional Intelligence and Leadership
Team Leadership Moral Leadership Cross-cultural Leadership

Trust and Leadership. What is Trust? a positive expectation that another will not act opportunistically Trust as the foundation of Leadership Three types of trust: deterrence-based trust; knowledge-based trust; and identificationbased trust

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, Human Skills, and Conceptual Skills Managerial Activities: traditional management (decision making, planning, controlling), communication (exchanging routine information and processing paperwork), HRM (motivating, disciplining, managing conflict, staffing, training), Networking (socializing, politicking and interacting with others)

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 of communication (downward, upward, lateral); formal vs informal network; non-verbal communication

Strategies for Improving Organizational Communication

Encourage Open Feedback Use Simple Language Avoid Overload Match words and Deeds Be a Good Listener

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 is

proven; emphasize description rather than interpretation or evaluation, practice empathy, treat your interpretations as a working hypothesis

Compensation and Reward System

Employee compensation includes all forms of pay and rewards received by employees for the performance of their jobs Compensation is what employees receive in exchange for their contribution to the organization Direct Compensation (wages and salaries, incentives, bonuses and commissions) Indirect Compensation (benefits supplied by employers) Non-financial Compensations (employee recognition programs, rewarding jobs, and flexible work hours to accommodate personal needs

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, poor mental health etc.
performance Desire for More pay strike absenteeism

Search for higher-paying job

?
turnover

Pay dissatisfaction

Lower attractiveness Of job

Job dissatisfaction absenteeism

? ?

Major Phases of Compensation Management

PHASE I Identify and study jobs

Job Analysis

Position description PHASE II

Job description

Job standards

Internal equity
Job ranking PHASE III External equity

Job evaluation
Job grading Factor comparison Point system

Wage and Salary Surveys

PHASE IV Matching internal and external worth Job evaluation worth

PRICING JOB

Match

Labor Market worth

CRITICAL FACTORS
Key Jobs used for factor comparison: Responsibility Skill Mental Effort Physical Effort Working condition

1. 2. 3. 4. 5.

Critical Factors
Critical factors used for Point system

1. Responsibility (safety of others; equipment and materials; assisting trainees etc.) 2. Skill (experience; Education/training) 3. Effort (Physical; Mental) 4. Working conditions (Unpleasant conditions; Hazards)