Reni Rosari FE UGM 6 MOTIVASI DI DALAM ORGANISASI: SIFAT DASAR

Reni Rosari – FE UGM

MOTIVASI DI DALAM ORGANISASI: SIFAT DASAR

INDIVIDU DI DALAM ORGANISASI

• MOTIVASI DI DALAM ORGANISASI mendefinisikan motivasi dan menjelaskan pentingnya motivasi di dalam dalam perilaku organisasional mendeskripsikan teori hirarki kebutuhan dan rekomendasinya untuk memperbaiki motivasi di dalam organisasi mengidentifikasi dan menjelaskan kondisi dimana penyusunan tujuan tujuan dapat digunakan untuk memperbaiki kinerja (preatsi kerja) mendeskripsikan keadilan distributif, keadilan prosedural, dan keadilan keadilan interaksional, dan menjelaskan bagaimana keadilan tersebut dapat diterapkan untuk memotivasi orang di dalam organisasi mendeskripsikan teori ekspektasi dan bagaimana menerapkannya di dalam organisasi membedakan antara perluasan pekerjaan (job (job enlargement), enlargement), pengayaan pekerjaan (job (job enrichment) enrichment) dan model karakteristik pekerjaan sebagai teknik untuk memotivasi karyawan


Motivasi berasal dari bahasa latin - movere artinya to move

MOTIVASI proses yang membangkitkan, membangkitkan, mengarahkan, mengarahkan, dan mempertahankan perilaku manusia untuk mencapai beberapa tujuan Reni Rosari – FE UGM

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The Motivational Process: An Initial Model

Titik awal motivasi

VI. Need deficiencies reassessed by the employee

Motivasi diperkirakan berkaitan dengan kebutuhan dan tujuan

“I still want the promotion. I’ve got to try another approach”

Kebutuhan

“Receives recognition award; granted the opportunity to attend training program”

Hasil/kondisi yang diinginkan oleh seseorang

IV. Performance (evaluation of goal accomplished)

III. Goal-directed

“Highest ratings on quantity, quality, & cost containment”

“The promotion”

behavior


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“I need to show the manager that I want the promotion – work on tough assignments, work extra hours, help coworkers”

V. Reward or punishment

Tujuan Reni Rosari – FE UGM

II. Search for ways to satisfy needs

“I want to perform well to earn the promotion”

The employee

Kekurangan yang dirasakan seseorang pada saat tertentu, tertentu, baik berupa fisiologis, fisiologis, sosial, sosial, maupun psikologis

I.Need deficiencies

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KOMPONEN DASAR MOTIVASI

ARTI PENTING MOTIVASI NEEDS

Motivasi merupakan faktor penting yang mempengaruhi prestasi. prestasi. Namun motivasi bukan merupakan satusatu-satunya faktor, faktor, faktor lain misalnya kemampuan, kemampuan, usaha, usaha, dan pengalaman

Arousal

Direction

INCENTIVES

Maintenance

Kerja lembur

Goal

Persist

Saya ingin mencapai target penjualan

Motivasi berkaitan dengan: dengan: 1. Arah perilaku 2. Kekuatan respon 3. Persistensi perilaku Reni Rosari – FE UGM

D R I V E S

Membuat penawaran lebih banyak Mempelajari lini produk

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Persist

Persist

Target penjualan tercapai 6

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TIGA HAL PENTING TENTANG MOTIVASI 9 Motivasi dan kinerja tidak sinonim 9 Motivasi beraneka segi (multifaceted) multifaceted) 9 Orang dimotivasi lebih dari hanya sekedar uang

MEMOTIVASI DENGAN MEMENUHI KEBUTUHAN

TEORI HIRARKI KEBUTUHAN MASLOW General Examples

Self-Fulfillment Status Friendship Stability Shelter


SelfSelf Self-Actualization Actualization Needs Needs Esteem Needs Esteem Needs Social Needs Social Needs Security Needs Security Needs Physiological PhysiologicalNeeds Needs

Organizational Examples Challenging Job Job Title Friends at Work Pension Plan Salary


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TEORI ERG ALDERFER

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APLIKASI MANAJERIAL TEORI KEBUTUHAN

Growth needs 5. Self-actualization Needs

Growth Needs

4. Esteem Needs Deficiency needs

3. Social Needs

Relatedness Needs

2. Safety Needs Existence Needs

Promote a healthy workforce Provide financial security Promote opportunities to socialize Recognize employee’ employee’s accomplishments

1. Physiological Needs Maslow’s Need Hierarchy Theory

Alderfer’s ERG Theory


MEMOTIVASI DENGAN PENETAPAN TUJUAN

TEORI PENETAPAN TUJUAN Desire to attain goal

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PEDOMAN MANAJER UNTUK MENETAPKAN PENCAPAIAN TUJUAN YANG EFEKTIF

Assign specific goals 9 Assign difficult, but acceptable performance goals 9 Provide feedback concerning goal attainment 9

Perceived chance of attaining goal

Goal Commitment (accept goal as own) Performance of goal level

Recognize challenge of higher goal level


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Self Efficacy beliefs Desire to feel competent Reni Rosari – FE UGM

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MEMOTIVASI DENGAN BERLAKU ADIL: ORGANIZATIONAL JUSTICE

BAGAIMANA TUJUAN MEMOTIVASI INDIVIDU?

Directing one’s attention

Distributive Justice :

Goals motivate the individual by...

Regulating one’s effort Increasing one’s persistence

Task performance

Procedural Justice :

Encouraging the development of goalattainment strategies or action plans

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the perceived fairness of the procedures used to determine outcome the perceived fairness of the process and procedure used to make allocation decisions

Interactional Justice :


the perceived fairness of outcomes received the perceived fairness of how resources and rewards are distributed

the perceived fairness of the interpersonal treatment received from others extent to which people feel fairly treated when procedures are implemented Reni Rosari – FE UGM

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MEMOTIVASI DENGAN MENGUBAH HARAPANHARAPAN-HARAPAN

Organizational Justice: Beberapa tips motivasional bagi para manajer ¾ ¾ ¾

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ELEMENELEMEN-ELEMEN DASAR TEORI HARAPAN 9

Avoid underpayment Avoid overpayment Give people a voice in decisions affecting them Explain outcomes thoroughly using a socially sensitive manner

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EXPECTANCY: EXPECTANCY: the belief that effort leads to performance INSTRUMENTALITY: INSTRUMENTALITY: the belief that performance is related to rewards VALENCE: VALENCE: the value or importance one places on a particular reward Effort Expectancy

Skills and Abilities

Performance Instrumentality

Job performance

Motivation

Rewards Valence of Rewards Reni Rosari – FE UGM

Expectancy Theory Model

PerformancePerformanceReward Issue

Personal Goals

RewardsRewardsPersonal Goals Issue


MEMOTIVASI DENGAN MEBUAT PEKERJAAN MENJADI MENARIK pekerjaan dapat dibuat sedemikian rupa sehingga orang lebih tertarik untuk melakukannya

JOB ENLARGEMENT DAN JOB ENRICHMENT ¾

Job enlargement

(low)

the practice of expanding the content of a job to include more variety and a greater number of tasks at the same level ¾

Job enrichment the practice of giving employees a high degree of control over their work, from planning and organization, through implementing the jobs and evaluating the results 23

(high)

Standard Job

Task 1

Task 2

Number of tasks (high) (horizontal job loading)

(low)

Enlarged Job

Task 1

Task 2

Task 3

Number of tasks (horizontal job loading)

Task 4 (high)

(high)

(low)


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Perbandingan Job Enlargement dan Job Enrichment (high)

Desain pekerjaan: pekerjaan: pendekatan untuk motivasi yang menyarankan bahwa


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Level of responsibility (vertical job loading)

EffortEffortPerformance Issue

Organizational Rewards

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APLIKASI MANAJERIAL DARI TEORI HARAPAN ) Clarify people’ people’s expectancies that their effort will lead to performance ) Administer rewards that are positively valent to employees ) Clearly link valued rewards and performance 9 PayPay-forfor-performance plan 9 Incentive stock option (ISO) plans


Individual Performance


Individual Effort

Role Perception & Opportunities Reni Rosari – FE UGM

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Enrich Job Task 1

Task 2

(high)

Number of tasks (horizontal job loading)


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The Job Characteristics Model: Basic Components

THE JOB CHARACTERISTICS MODEL

Components of the model: 9 9 9 9 9

skill variety task identity task significance Autonomy Feedback

PERSONAL AND WORK OUTCOMES

Skill variety

Experienced meaningfulness of the work

High internal work motivation

Task significance

Growth need strength

Autonomy

The job characteristic model best describes people high in growth growth need strength

CRITICAL PSYCHOLOGICAL STATES

Task identity

Does the model apply to everyone? )

CORE JOB DIMENSIONS

Putting it all together )

Feedback

Motivating Potential Score (MPS)

MPS = Skill variety + Task identity + Task significance x Autonomy x Feedback Feedback

Experienced responsibility for outcomes of the work Knowledge of the actual results of the work activities

High-quality work performance High satisfaction with the work Low absenteeism and turnover

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Employee growth need strength

Evidence for the model


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TEKNIK UNTUK MENDESAIN PEKERJAAN YANG MEMOTIVASI: BEBERAPA PEDOMAN

Enriching Jobs: Some suggestions from the job characteristics model PRINCIPLE OF JOB DESIGN

CORE JOB DIMENSIONS INCORPORATED

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Combine tasks, enabling workers to perform the entire job

Skill variety Task identity

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Establish client relationships, allowing providers of a service to meet the recipients

Skill variety Autonomy Feedback

3.

Load jobs vertically, allowing greater responsibility and control over work

Autonomy

4.

Open feedback channels, giving workers knowledge of the results of their work

MANAJERIAL

Combine tasks ) Open feedback channels ) Establish client relationships ) Load jobs vertically )


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Feedback

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Reni Rosari FE UGM 6 MOTIVASI DI DALAM ORGANISASI: SIFAT DASAR

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