Kuliah 3_Motivasi Kerja.pdf

Psikologi Industri dan Organisasi Kuliah 2: Motivasi Kerja Ridwan Aji Budi Prasetyo, Ph.D.  Sub-CPMK: Mahasiswa mampu memahami konsep dasar perilaku Tujuan organisasi: motivasi kerja. Indikator: perkuliahan 1. Ketepatan dalam menjelaskan...

Psikologi Industri dan Organisasi Kuliah 2: Motivasi Kerja Ridwan Aji Budi Prasetyo, Ph.D.  Sub-CPMK: Mahasiswa mampu memahami konsep dasar perilaku Tujuan organisasi: motivasi kerja. Indikator: perkuliahan 1. Ketepatan dalam menjelaskan prosesdan konsep dasar motivasi kerja. Motivasi? Motive ➔ Needs, desires, wants, drives The process of stimulating people to actions to accomplish the goals The product or the process? Motivation at workplace Motivation to work: desire to money, success, recognition, job- satisfaction, teamwork Organisation ➔ to create willingness amongst the employees to perform in the best of their abilities The Process of Motivation A felt need or drive A stimulus in which needs must be aroused When needs are satisfied, it leads to the satisfaction or accomplishment of goals. Process ➔ A psychological phenomenon which means needs and wants of the individuals have to be managed by framing an incentive plan. Teori-teori motivasi Human behaviour is goal-directed Motivation causes goal-directed behaviour Motivation ➔ to handle and tackle the needs purposefully Classic vs. Modern Classical theory of motivation Maslow’s Need Herzberg’s Two- Hierarchy Factor Theory of Theory X and Y Model Motivation Maslow’s Need Hierarchy Model Who needs what? Diskusi: Implikasi di Tempat Kerja Needs What employers must do? Physiological needs Safety needs Social needs Esteem needs Self-actualisation Limitation of the theory Different individuals may be driven by different needs at same point of time. The theory is not empirically supported. Starving artist? Herzberg’s Two-Factor Theory of Motivation Frederick Herzberg Motivator vs. Hygiene Motivator: provide satisfaction Hygiene: prevent dissatisfaction Satisfiers and dissatisfiers Theory X and Theory Y Douglas McGregor Two different views of individuals (X and Y) Assumption of Theory X An average employee intrinsically does not like work and tries to escape it whenever possible. Since the employee does not want to work, he must be persuaded, compelled, or warned with punishment to achieve organizational goals. Many employees rank job security on top, and they have little or no aspiration/ ambition. Employees generally dislike responsibilities. Employees resist change. An average employee needs formal direction. Assumption of Theory Y Employees can perceive their job as relaxing and normal. They exercise their physical and mental efforts in an inherent manner in their jobs. Employees may not require only threat, external control and coercion to work, but they can use self- direction and self-control if they are dedicated and sincere to achieve the organizational objectives. If the job is rewarding and satisfying, then it will result in employees’ loyalty and commitment to organization. An average employee can learn to admit and recognize the responsibility. In fact, he can even learn to obtain responsibility. The employees have skills and capabilities. Their logical capabilities should be fully utilized. Modern Theory of Motivation McClelland’s Goal Setting ERG Theory Theory of Theory Needs Expectancy Reinforcement Equity Theory Theory of Theory of Motivation Motivation ERG Theory Clayton Alderfer Existence, Relatedness, Growth ERG Theory of motivation is very flexible as he perceived the needs as a range/variety rather than perceiving them as a hierarchy McClelland’s Theory of Needs David McClelland Need for Power (nPow): the desire to influence other individual’s behaviour as per your wish Need for Achievement (nAch): the urge to excel, to accomplish in relation to a set of standards, to struggle to achieve success Need for Affiliation (nAff): a desire for relationship based on co-operation and mutual understanding Goal Setting Theory Edwin Locke Goal setting is essentially linked to task performance Specific and challenging goals along with appropriate feedback contribute to higher and better task performance Goals indicate and give direction to an employee about what needs to be done and how much efforts are required to be put in Reinforcement Theory B. F. Skinner Individual’s behaviour is a function of its consequences Individual’s behaviour with positive consequences tends to be repeated, but individual’s behaviour with negative consequences tends not to be repeated. Ignore internal state of individuals Equity Theory of Motivation John Stacey Adams The principle of balance or equity Individual’s motivation level is correlated to his perception of equity, fairness and justice practiced by the management While evaluating fairness, employee compares the job input (in terms of contribution) to outcome (in terms of compensation) and compares the same with that of another peer of equal category Output/Input comparison Expectancy Theory of Motivation Victor Vroom Focuses on outcome Valence, Expectancy, Instrumentality Valence: an expected and not the actual satisfaction that an employee expects to receive after achieving the goals Expectancy: the faith that better efforts will result in better performance Instrumentality: the faith that if you perform well, then a valid outcome will be there Pekan Depan Perilaku Organisasi 2 Pengumuman Evaluasi 1 Pembagian kelompok presentasi Terima kasih