Reni Rosari

Msi – Ekonomi UGM

MOTIVATION
MOTIVASI Determinants of Job Performance

Describe the three distinct components of motivation Identify
the need levels in Maslow’
Maslow’s hierarchy
Explain Alderfer’
Alderfer’s ERG Theory
Compare motivators with hygiene factors
Discuss the factors that reflect a high need for achievement
Define the key terms in expectancy theory
Distinguish between inputs and outputs in equity theory
Identify the key steps in goal setting
Describe the concept of the psychiological contract
Reni Rosari – Msi UGM
Job performance: f (capacity to perform,
opportunity to perform, willingness to perform)
Capacity to perform – the degree to which an individual
posesses task relevant skills, abilities, knowledge and
experiences
Opportunity to perform
Willingness to perform – the degree to which an individual
both desires and is willing to exert effort toward attaining job
performance
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MOTIVATION THE STRATING POINT: INDIVIDUAL

Three distinct components of “What do you like about % of respondents

your current job?”
job?”
motivation People and work environment 66
Direction – what an individual chooses to do when God management practices 33
presented with a number of possible alternative Challenging and exciting jobs 33
Flexibility 24
Intensity – the strength of the response once the
Salary 19
choice (direction) is made Autonomy 16
Persistence – the staying power of behavior or how Training and learning opportunities 13
long a person will continue to devote effort Stock options 9
Technology 8
Team work 8
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MOTIVASI DI DALAM ORGANISASI:

SIFAT DASAR Titik awal motivasi
Motivasi diperkirakan berkaitan dengan kebutuhan
Motivasi berasal dari bahasa
dan tujuan
latin - movere artinya to
move Kebutuhan
MOTIVASI Kekurangan yang dirasakan seseorang pada saat
proses yang membangkitkan,
membangkitkan, tertentu,
tertentu, baik berupa fisiologis,
fisiologis, sosial,
sosial, maupun
mengarahkan,
mengarahkan, dan psikologis
mempertahankan perilaku Tujuan
manusia untuk mencapai
Hasil/kondisi yang diinginkan oleh seseorang
beberapa tujuan
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Msi – Ekonomi UGM

The Motivational Process: An Initial Model

VI. Need deficiencies
reassessed by the
I.Need deficiencies
employee
“I still want the
promotion. I’ve got to
try another approach”
V. Reward or
punishment
IV. Performance
“Receives
recognition award;
granted the
opportunity to attend
training program”
II. Search for ways to
“I want to perform
well to earn the
promotion”
The employee
(evaluation of goal
accomplished)
“Highest ratings on
quantity, quality, &
cost containment”
Reni Rosari – Msi UGM
ARTI PENTING MOTIVASI
satisfy needs
“I need to show the
Motivasi merupakan faktor penting yang
manager that I want the mempengaruhi prestasi.
prestasi. Namun motivasi bukan
promotion – work on
merupakan satu-
satu-satunya faktor,
faktor, faktor lain misalnya
tough assignments, work
extra hours, help co- kemampuan,
kemampuan, usaha,
usaha, dan pengalaman
workers”
Motivasi berkaitan dengan:
dengan:
III. Goal-directed 1. Arah perilaku
behavior 2. Kekuatan respon
“The promotion” 3. Persistensi perilaku
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KOMPONEN DASAR MOTIVASI

TIGA HAL PENTING
TENTANG MOTIVASI
NEEDS D R I V E S INCENTIVES
Arousal Direction Maintenance Goal Motivasi dan kinerja tidak
Kerja lembur Persist sinonim
Saya ingin mencapai
target penjualan Motivasi beraneka segi
(multifaceted)
multifaceted)
Membuat penawaran Orang dimotivasi lebih dari
Persist
lebih banyak hanya sekedar uang
Target
penjualan
Mempelajari lini produk Persist
tercapai

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Managerial Perspective of Content and Process Approach

Process Theories of Motivation
Describes, explains, and analyzes how behavior
Content Approaches is energized, directed, sustained, and stopped
focuses on factors within the person that energize, direct, Founders of the Theories
sustain, and stop behavior. These factors can only be inferred
Vroom – an expectancy theory of choices
Founders of the theories Adams – equity theory based on comparisons that
Maslow –five level need hierarchy individuals make
Alderfer – three level hierarchy (ERG) Locke – goal setting theory that conscious goals
Herzberg – two major factors called hygiene-
hygiene-motivators
and intentions are the determinants of behavior
McClelland – three learned needs acquired from the culture:
achievement, affiliation, and power.

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Msi – Ekonomi UGM

MEMOTIVASI DENGAN MEMENUHI

Managerial Application KEBUTUHAN
Content Approach
TEORI HIRARKI KEBUTUHAN MASLOW
Managers need to be aware of differences in
needs, desires, and goals because each
individual is unique in many ways General Organizational
Examples Self-
Self--
Self Examples
Process Approach Actualization
Actualization
Managers need to understand the process of Self-Fulfillment Needs
Needs Challenging Job
motivation and how individuals make choices Status Job Title
Esteem Needs
Esteem Needs
based on preferences, rewards, and
accomplishments Friendship Social Needs
Social Needs Friends at Work
Stability Security Needs
Security Needs Pension Plan
Shelter PhysiologicalNeeds
Physiological Needs Salary
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Teori Dua faktor TEORI ERG ALDERFER

Satisfaction No Satisfaction Growth needs

5. Self-actualization Needs Growth Needs

Motivation Factors Hygiene Factors 4. Esteem Needs

• Promotion opportunities • Quality for supervisors Deficiency needs
• Opportunities for • Pay 3. Social Needs Relatedness Needs
personal growth • Company Policies
• Recognition • Working Conditions 2. Safety Needs
Existence Needs
• Responsibility • Relations with others
• Achievement • Job security 1. Physiological Needs

Maslow’s Need Hierarchy Theory Alderfer’s ERG Theory

Dissatisfaction No Dissatisfaction
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TEORI TIGA KEBUTUHAN MCCLELLAND

Teori Hubungan ERG antara frustrasi,
frustrasi, kadar penting & pemuasan
kebutuhan Sangat berkaitan dengan konsep belajar
Frustrasi dari Kadar penting Kepuasan Banyak kebutuhan yg dipelajari dari budaya
kebutuhan kebutuhan kebutuhan Tiga kebutuhan yaitu:
yaitu:
pertumbuhan pertumbuhan pertumbuhan
g 1. Kebutuhan kekuasaan (need for power)
power)
Frustrasi dari Kadar penting Kepuasan
kebutuhan kebutuhan kebutuhan ☺ 2. Kebutuhan afiliasi (need for affiliation)
affiliation)
keterkaitan keterkaitan keterkaitan
3. Kebutuhan berprestasi (need for achievement)
achievement)
Frustrasi dari Kadar penting Kepuasan
kebutuhan kebutuhan kebutuhan Untuk menilai perbedaan individu – Thematic Apperception Test
eksistensi eksistensi eksistensi (TAT)
Konsep belajar tiga kebutuhan tersebut dapat
dipelajari

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Msi – Ekonomi UGM

PERBANDINGAN EMPAT CONTENT TEORI

MOTIVASI
MASLOW HERZBERG ALDERFER MCCLELLAND
APLIKASI MANAJERIAL TEORI KEBUTUHAN
The work itself Need for
Self-actualization
Responsibility achievement Promote a healthy workforce
Advancement
Esteem Growth Growth Provide financial security
Need for
Achievement Promote opportunities to
power
Recognition
Belongingness, socialize
social, & love Quality of
Relatedness
interpersonal Recognize employee’
employee’s
relations among
peers, with accomplishments
supervisors, with
Safety &
subordinates
Security Need for
Job security Existence affiliation
Working conditions
Physiological Salary

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THE PROCESS THEORIES (TEORI PROSES) MEMOTIVASI DENGAN

menjelaskan dan menganalisis bagaimana perilaku digerakkan,
digerakkan, diarahkan,
diarahkan,
dipertahankan,
dipertahankan, dan dihentikan
PENETAPAN TUJUAN
TEORI HARAPAN VICTOR VROOM
TEORI PENETAPAN TUJUAN
VALENCE: The value or importance one places on a particular reward
reward
Perceived chance of
EXPECTANCY: The belief that effort leads to performance Desire to attain goal attaining goal
INSTRUMENTALITY: The belief that performance is related to rewards
rewards

Effort Goal Commitment

Skills and (accept goal as own)
Expectancy Abilities Performance
Performance Recognize
challenge of higher of goal
Job level
Instrumentality Motivation goal level
performance
Rewards
Self Efficacy beliefs
Valence of Role Perception
Rewards & Opportunities Desire to feel competent
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PEDOMAN MANAJER UNTUK

MENETAPKAN PENCAPAIAN TUJUAN BAGAIMANA TUJUAN MEMOTIVASI INDIVIDU?
YANG EFEKTIF Directing
one’s attention
Assign specific goals
Regulating
Assign difficult, but one’s effort
Goals
acceptable performance motivate the
individual
Task
performance
Increasing
goals by... one’s persistence

Provide feedback Encouraging the

development of goal-
concerning goal attainment attainment strategies
or action plans

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Msi – Ekonomi UGM

MEMOTIVASI DENGAN BERLAKU Distributive Justice: Teori Keadilan

ADIL: ORGANIZATIONAL JUSTICE SOCIAL COMPARISON
PERSON A PERSON B
Distributive Justice : OVERPAYMENT UNDERPAYMENT
PERSON A PERSON B
the perceived fairness of outcomes received UNDERPAYMENT OVERPAYMENT
the perceived fairness of how resources and I O O I
n
rewards are distributed tha Les
I O r s
ate Angry Angry tha
Gre n O I
Procedural Justice :
the perceived fairness of the procedures used to Guilty Guilty
determine outcome RESULT 1 = INEQUITY PERSON A PERSON B RESULT 2 = INEQUITY
the perceived fairness of the process and procedure
used to make allocation decisions
Interactional Justice : I O Equal to I O
the perceived fairness of the interpersonal
treatment received from others Satisfied Satisfied

extent to which people feel fairly treated when

procedures are implemented RESULT 3 = EQUITY
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Possible Reactions to Inequity: A Summary

Procedural Justice: Membuat Keputusan
TYPE OF REACTION
secara Adil
TYPE OF BEHAVIORAL PSYCHOLOGICAL
INEQUITY (WHAT YOU CAN DO IS…
IS…) (WHAT YOU CAN THINK IS…
IS…) Give people a say in how decision are made
Provide opportunity for errors to be
Overpayment Raise your inputs (e.g. work Convince yourself that your
inequity harder) or lower your outcomes outcomes are deserved based on corrected
(e.g. work through a paid your inputs (e.g. rationalize that you
vacation) work harder than others and you Apply rules and policies consistently
deserve more pay)

Lower your inputs (e.g. reduce Convince yourself that others’

others’ inputs
Make decisions in an unbiased manner
Underpayment
effort) or raise your outcomes are really higher than your own (e.g.
inequity (e.g. get raise in pay) rationalize that the comparison
worker is really more qualified and
so deserves higher outcome)

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Interactional Justice
Organizational Justice: Beberapa tips
Informational justification motivasional bagi para manajer
the thoroughness of the information Avoid underpayment
received about a decision Avoid overpayment
Social sensitivity Give people a voice in decisions affecting
the amount of dignity and respect them
demonstrated in the course of presenting Explain outcomes thoroughly using a socially
an undesirable outcome, such as a pay cut sensitive manner
or the loss of a job

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Msi – Ekonomi UGM

MEMOTIVASI DENGAN
MENGUBAH HARAPAN- Expectancy Theory Model
HARAPAN-HARAPAN
ELEMEN-
ELEMEN-ELEMEN DASAR TEORI HARAPAN
EXPECTANCY:
EXPECTANCY: the belief that effort leads to performance
INSTRUMENTALITY:
INSTRUMENTALITY: the belief that performance is related to rewards Individual Individual Organizational Personal
VALENCE:
VALENCE: the value or importance one places on a particular reward Effort Performance Rewards Goals
Effort

Expectancy Skills and Abilities Effort-

Effort- Performance-
Performance- Rewards-
Rewards-
Performance
Performance Reward Personal
Issue Issue Goals Issue
Job
Instrumentality Motivation performance
Rewards

Valence of Role Perception

Rewards & Opportunities
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MEMOTIVASI DENGAN MEBUAT

APLIKASI MANAJERIAL DARI TEORI PEKERJAAN MENJADI MENARIK
HARAPAN Desain pekerjaan:
pekerjaan: pendekatan untuk motivasi yang menyarankan bahwa
Clarify people’
people’s expectancies that their effort will pekerjaan dapat dibuat sedemikian rupa sehingga orang lebih tertarik untuk
melakukannya
lead to performance JOB ENLARGEMENT DAN JOB ENRICHMENT
Administer rewards that are positively valent to Job enlargement
employees the practice of expanding the content of a job to include more
Clearly link valued rewards and performance variety and a greater number of tasks at the same level
Pay-
Pay-for-
for-performance plan
Job enrichment
Incentive stock option (ISO) plans 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
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Perbandingan Job Enlargement dan Job Enrichment THE JOB CHARACTERISTICS MODEL
(high) (high) Components of the model:
Level of responsibility

Level of responsibility
(vertical job loading)

skill variety
(vertical job loading)

Standard Job Enlarged Job task identity

task significance
Autonomy
Task Task Task Task Task Task
Feedback
1 2 1 2 3 4
(low) Number of tasks (high) (low) Number of tasks (high)
Does the model apply to everyone?
(horizontal job loading) (horizontal job loading) Growth need strength
(high) The job characteristic model best describes people high in growth
growth need strength
Level of responsibility
(vertical job loading)

Enrich Job
Putting it all together
Task Task Motivating Potential Score (MPS)
1 2
MPS = Skill variety + Task identity + Task significance x Autonomy x Feedback
Feedback
3

(low)
Evidence for the model
(high)
Number of tasks
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Msi – Ekonomi UGM

The Job Characteristics Model: Basic Components

TEKNIK UNTUK MENDESAIN PEKERJAAN
CORE JOB CRITICAL PERSONAL
DIMENSIONS PSYCHOLOGICAL AND WORK YANG MEMOTIVASI: BEBERAPA PEDOMAN
STATES OUTCOMES MANAJERIAL
Skill variety Experienced
Task identity meaningfulness of High internal work

Task significance
the work motivation Combine tasks
High-quality work
Experienced
responsibility for performance Open feedback channels
Autonomy
outcomes of the work High satisfaction
with the work
Establish client relationships
Feedback
Knowledge of the
actual results of the
Low absenteeism and Load jobs vertically
turnover
work activities

Employee growth
need strength
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Enriching Jobs: Some suggestions from the job characteristics model Motivation and the Psychological
PRINCIPLE OF JOB DESIGN CORE JOB DIMENSIONS Contract
INCORPORATED
Exchange theory – members of an organization engage
1. Combine tasks, enabling workers to Skill variety
perform the entire job Task identity
in reasonably predictable give-
give-and-
and-take relationships
(exchanges) with each other
2. Establish client relationships, allowing Skill variety
providers of a service to meet the Autonomy
recipients Feedback
Psychological contract – an unwritten agreement
between the individual and the organization that specifies
3. Load jobs vertically, allowing greater Autonomy what each expects to give to and receive from the other
responsibility and control over work The more attuned the manager is to needs and
Feedback
expectations of subordinates, the greater the number of
4. Open feedback channels, giving workers matches that are likely to exist and be maintained in the
knowledge of the results of their work
psychological contract
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Two kind of psychological contracts: a comparison

Transactional contract Relational contract
Psychological Contracts: Our Expectations of Concerned about Primary focus Concerned about people
Others economic focus
Psychological Contract: a person’
person’s belief about what is Closed-
Closed-ended and short-
short- Time frame Open-
Open-ended and
expected of another in a relationship term indefinite

Transactional contract – a type of psychological contract Static, rarely changing Stability of relationship Dynamic, frequently
in which the parties have a brief and narrowly defined changing
relationship that is primarily economic in focus
Narrow Scope of relationship Broad and pervasive

Relational contract – a type of psychological contract in

which the parties have a long term and widely defined Well defined Tangibility of terms Highly subjective
relationship with a vast focus

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