All those inner-striving conditions described as wishes, desires, drives, etc.. It is an inner state tha activates or moves

Transcription

1 MOTIVATION Oleh : Julius Nursyamsi 1

2 Define Motivation All those inner-striving conditions described as wishes, desires, drives, etc.. It is an inner state tha activates or moves 2

3 A Person who is Motivated can be described as Follows 1. The person works hard 2. The person sustain a pace of hard work 3. The person directs his or behavior toward importan goals 3

4 Motivasi involves effort, Persistence and goals 4

5 The Motivation Process An unsatisfied need is the starting point in the process of motivation The unsatisfied need causes tension (physical or psychological) within the individual, leading the individual to engage in same kind of behavior to satisfy the need and thereby reduce the tension 5

6 The Motivation Process 1. Unsatisfied need 3. Need satisfaction 2. Goal-directed behavior 6

7 Understanding Motivation ; The use of theories The two most discussed groups of theories are classified as : 1. Content theories 2. Process theories 7

8 Content Theories The content theories are concerned with the identity of what it is within an individual or the work environment that energizes and sustains behavior The need hierarchy of : - Maslow Frederick Herzberg

9 Process Theories The process theories try to explain and describe the process of how behavior is energized, directed, sustained and stopped Theory - Expectancy - Reinforcement 9

10 Maslow s Hierarchy of Needs Theory His theory of motivation streses two fundamental premises : 2. Man is a wanting animal whose needs depend on what he already has. Only need not yet satisfied can influence behavior. In other words, a satisfied need is not a motivator 10

11 Maslow s Hierarchy of Needs Theory 1. Man s need are arranged in a hierarchy of importance. Once one need is satisfied, anather emerges and demands satisfaction 11

12 Maslow s Hierarchy of Needs Theory Maslow hypothesized five levels of need : 2. Physiological 3. Safety 4. Social 5. Esteem 6. Self actualization 12

13 Teori Maslow Self actualization Social Esteem Security Physiological 13

14 Areas of management influence in the five need hierarchy categories No Need category Management influence areas 1 Self actualization Challenges in job Provide advancement opportunities Permit creativity Encourage high achievement 2 Esteem Recognize and publicize good performance Significant job activities High job title Responsibility 3 Social Permit social interaction Keep group stable Encourage cooperation 4 Safety Safe working conditions Job security Fringe benefits 5 Physiological Fair salary Comfortable working conditions Heat, lighting, space, air conditioning 14

15 Herzberg s Two Factor Theory He based his theory on a study of need safisfaction and on teh reported motivational effects of these satisfactions engineers and accountants Herzberg reached the follwing two conclusions : - Maintenance factors - Motivational factors 15

16 Maintenance factors Same conditions of job operate primarily to dissatisfy employees when they are not present. However the presence of these conditions does not build strong motivation 16

17 10 Maintenance Factors 1. Company policy and administration 2. Interpersonal relations with supervisor 3. Interpersonal relations with peers 4. Interpersonal relations with subordinates 5. Salary 6. Jab security 7. Personal life 8. Work conditions 9. Status 17

18 Motivations Factor Same job conditions build high level of motivation and job satisfaction. However, if these conditions are not present, they do not prove highly dissatisfying 18

19 Six Motivatonal Factor 1. Achievement 2. Recognitions 3. Advancement 4. The work itself 5. The possibility of personal growth 6. Responsibility 19

20 Herzberg s Two Factor Theory Motivasional factor Maintenance Factor 20

21 A Comparison of the Maslow and Herzberg Theories Self actualization Motivasional factor Social Esteem Maintenance Factor Security Physiological 21

22 Main Deffrences in Maslow and Herberg Theories of Motivation Topic Maslow s Need Hierarchy Herzberg s Two Factor Theory Focal point People in society in all type of job and in retirement Most relevant to white collar and professional employees Impact of need on behavior All needs can motivate behavior Only some intrinsic needs serve as motivators Role of financial rewards Financial rewards can motivate Financial reward is not a key motivator Perspective Applies to all people and their lives Is work centered Type of theory Descriptive (what is) Prescriptive (what should be) 22

23 Vroom s Expectancy Theory The logic of expectancy Individual will exert work effort to achieve performance which will result in preferred rewards 23

24 Three Primary Variables in the Expectancy 1. Choose 2. Expectancy 3. Preference 4. Instrumentality 24

25 Choice Choice designates the individual s freedom to select from a number of alternative behaviors 25

26 Expectancy Expectancy is the belief that a particular behavior will or will not be successful 26

27 Preferences Preference are the value a person attaches to various outcomes (reward or punishment) 27

28 Instrumentality This is probability that a person assigns to the performance outcomes link It is the probability that a particular performance level will lead to a specific outcomes 28

29 The Motivation To Work Is Expressed M = E x I x P M E I P = Motivation = Expectancy = Instrumentality = Preference 29

30 The expectancy theory of motivation requires a manager, to know three thing when applying the theory 1. What is the person s beliefs about working hard and achieving a particular level of performance expectancy 2. Does the person believe that various outcomes will result from the achievement of the particular level of performance instrumentality 3. How much value does a person assign to outcomes preferences 30

31 Expectancy Theory Of Motivation Individual effort to perform Results in Level of performance Results in Outcomes Expectancy Subjective probability That effort will lead To level of performance Instrumentality Probability that a level of performance will result In preferred outcome 31

32 Work Oriented Example Intense effort Excellent performance Bonus Recognition from management Person makes Choice about effort Co-Workers ostracize Less intense effort Fair performance Co-Workers friendship Average Pay raise 32

33 Reinforcement Theory Reinforcement theory considers the use of positive or negative reinforces to motivate or create an environment of motivation Instead, it is concerned with the environment and its consequences for the person Reinforcement theory, centers on thorndike s law of effect 33

34 Thorndike Law Behavior that results in appeasing outcome will bi likely to be repeated ; Behavior that results in an unpleasant is not likely to be repeated 34

35 Operant Condition Operant condition is a powerful tool used for changing employee behavior The term operant condition is used in the management literature to indicate controlling work behavior by manipulating the consequences 35

36 Built Operant Condition B.F. Skinner two principles : 1. Thorndike s law of effect 2. That by providing properly scheduled rewards, it is possible to influence individual behaviors 36

37 Behavior Modification Behavior modification is the contemporary term used to describe techniques for applying the principles of operant conditioning to the control of individual behavior 37

38 Applying In Management Positive reinforcement Praise, recognition or pay bonus Negative reinforcement Focuses on reinforcing the desired behavior 38

39 An Integrating Model Of Motivation Porter-Lawler model Model that attempts to integrate ideas, variables and relationship presented in other explanations of motivation The relationship of performance, satisfaction and rewards. It introduces the importance of having individual performing jobs for which they have the proper skills, abilities and traits 39

40 The Motivation process can be benaficial if managers ask themselves these questions 1. What are need of this subordinate? 2. Can I play a role in helping this subordinate satisfy these need? 3. Are the rewards that I control and administer contingent on performance? 4. Am I accurately measuring performance? If not, why not? 40

41 The End 41