Organizational Behavior Group Presentation 1. Adiarti Nursasanti2. Fithriani 3. Gunadhi Abiyoga4. Aria Arifin5. Meysha Agni6. Raden Krisma Hadianto7. Shafiqah

adiarti.nursasanti@gmail.comfithriani@pertamina.comabi_dua@yahoo.comaria.arifin@gmail.commeyshaagni@yahoo.co.idrkrisma.civil@gmail.comika_ap1@yahoo.com

-concept--From concept to application-

Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Internal and external factors that stimulate desire and energy in people to be continually interested and committed to a job, role or subject, or to make an effort to attain a goal.

Defining Motivation

example

Persistence

Three key elements of motivation:

Direction

Intensity

123

Why Is Motivation Important?

Improves Performance

Level

Reduction in Resistance to

Change Helps to Change Negative or Indifferent Attitudes of Employees

Helps to Reduce Absenteeism in the Organization

Reduction in Employee Turnover

EARLY THEORIES OF MOTIVATION

Theory X & Y Hierarchy Needs of

Theory

Two Factor Theory

McClellands Theory

Self-actualization

Esteem

Social

Safety

Physiological

Growth, achieving our potential & self-fulfillment

Self-respect, autonomy, achievment, ex : statu, recognition and attentionAffection, belongingness, acceptance and friendship

Protection and emotional harm

Hunger, thirst, sex an d other bodily needs

Weakness

Research does not validateEx : unstatisfied needs motivate & statisfied need activates movement to a new need level

Abraham Maslow

XManagers believe employee inherently dislike work

YManagers assume employee can learn to accept, seek and responsibility

Weakness

• No evidence• Theory Y assumptions will lead to more motivated workers

Douglas McGregor

Satisfaction Dissatisfaction

Two-Factor Theory

• Advancement• Recognition• Responsibility• Achievement

Hygiene FactorsCompany policy & administration, supervision and salary

Weakness • Limited – relies on self-reports• Reability – questionable• No overall measure of satisfaction was utilized• Herzberg only look at satisfaction relationship satisfaction - productivity

Frederick Herzberg

David McClellands

Need for Achievement Need for Power

Need for Affiliation

Drive to excel, to achieve in relationship to a set of standards, & to strive to succeed

Need to make others behave in a way in which they would not have behaved otherwise

The desire for friendly and close interpersonal relationship

Weakness • The best research support

• Less practical effect than the other 3

Contemporary Theories of Motivation

Self Determination Theory Motivation that is concerned with

the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation

Cognitive Evaluation Theory Providing an extrinsic reward for

behavior that had been previously only intrinsically rewarding tends to decrease the overall level of motivation

People prefer to feel they have control over their actions, so anything that makes a previously enjoyed task feel more like an obligation than a freely chosen activity will undermine motivation.

Major Implications for Work Rewards

Intrinsic and extrinsic rewards are not independent

Extrinsic rewards may decrease intrinsic rewards

Goal setting is more effective in improving motivation

Verbal rewards increase intrinsic motivation; tangible rewards reduce it

Self-concordance

When the personal reasons for pursuing goals are consistent with personal interests and core values (intrinsic motivation), people are happier and more successful

Contemporary Theories of Motivation

• Job Engagement Investment of an employee’s physical, cognitive, and emotional energies into (causes and effects) job performance

Value MatchBetween work and personal

expectations

Company SupportPerceived safety, trust and

personal control

Self ImageLevel of confidence in own

abilities

Company CitizenshipActive , collaborative,

innovative, and involved

Task PerformanceActivities directly involved in the accomplishment of core

job tasks

JOB ENGAGEMENT Simultaneous investment of

cognitive, emotional, and physical energy

Contemporary Theories of Motivation

• Goal Setting Theory

Cascading of ObjectivesExhibit 7-4

Specific & difficult goals, with self-generated feedback, lead to higher performance.

Relationship between goals and performance will depend on:•goal commitment•task characteristics•national culture

Management By Objectives Programs(MBO) is a systematic way to utilize goal-setting. •Company wide goals & objectives•Goals aligned at all levels•Based on Goal Setting Theory

Contemporary Theories of Motivation

• Self Efficacy TheoryAn individual’s feeling that s/he can complete a task (e.g. “I know I can!”)Self-Efficacy complements Goal-Setting TheoryEnhances probability that goals will be achieved

Exhibit 7-5

Contemporary Theories of Motivation

Increasing Self-Efficacy

• Enactive mastery

– Most important source of efficacy

– Gaining relevant experience with task or job

– “Practice makes Perfect”

• Vicarious modeling

– Increasing confidence by watching others perform the task

– Most effective when observer sees the model to be similar to him- or herself

• Verbal persuasion

– Motivation through verbal conviction

– Pygmalion and Galatea effects - self-fulfilling prophecies

• Arousal

– Getting “psyched up” – emotionally aroused – to complete task

– Can hurt performance if emotion is not a component of the task

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Contemporary Theories of Motivation

• Reinforcement TheorySimilar to Goal-Setting Theory, but focused on a behavioral approach rather than a cognitive one(thoughts, feelings, or attitudes)

- Behavior is environmentally caused

- Behavior can be modified (reinforced) by providing (controlling) consequences

- Reinforced behavior tends to be repeated

Concept Assumption

Contemporary Theories of Motivation

Attentional Processes

Retention Processes

Motor Reproduction

Processes

Motivational Processes

Contemporary Theories of Motivation

• Equity Theory/Organizational JusticeEmployees compare their ratios of outcomes-to-inputs of relevant others.

Model of Organizational JusticeExhibit 7-7

Equity TheoryExhibit 7-6

- Self - inside- Self - outside- Other - inside- Other - outside

Referent Comparisons

“Who got What?”

“How was who gets what decided?”

“Was I treated well?”

Contemporary Theories of Motivation

• Employee behaviors to create equity:1) Change inputs (slack off)2) Change outcomes (increase output)3) Distort/change perceptions of self4) Distort/change perceptions of others5) Choose a different referent person6) Leave the field (quit the job)

• Propositions relating to inequitable pay: Paid by time Paid by quality

• Expectancy TheoryMotivation depends on how much we want something and how likely we think we are to get it.

Expectancy TheoryExhibit 7-8

Expectancy of performance

success

Instrumentality of success in getting

reward

Valuation of the reward in

employee’s eyes

Contemporary Theories of Motivation

The Job Characteristic Model

Skill Variety

Task Identity

Task Significance

Autonomy

Feedback

High internal motivation

High quality performance

High satisfaction

Low absenteeism & turnover

meaningfulness

responsibility for outcomes

knowledge of the actual result activities

Job redesign & arrangement

JobRotation

SharingJob

Flextime

Combine task

Natural work units

Client relationship

Expand job vertically

Feedback

JobEnrichment

Employee Involvement

Employe

Involvement

Motivation Theor

y

Linking Employee

involvement

Participate Management Manajemen melibatkan karyawan dalam proses pengambilan keputusan

Representative participationMembentuk team kerja dalam proses pengambilan keputusan

EXAMPLES

Using Rewards To Motivate Employee

Variable Pay Programs

Piece Rate pay plan

Merit-based pay plan

Bonus

skill-based pay

Profit-sharing plan

Gainsharing

Employee stock ownership plan (ESOP),

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kesamaan nama, tokoh, karakter ataupun peristiwa

itu adalah kebetulan semata dan tidak ada unsur kesengajaan

murni untuk tujuan pembelajaran

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Early Theories

Abraham Maslow Hierarchy needs 5 hierarchy needs (basic-security-social-esteem-actualization)

Douglas McGregor X&YTwo way of views

(positive/like & negative/dislike)

Frederick Herzberg Two Factors

Satisfied & dissatisfied (motivators and Hygiene)

David McClellands 3 level of needsNeeds of

(achievement, power, affiliation)

Contemporary Theories

Self Determination

have control, focus on cognitive, extrinsic reduce intrinsic rewards, want --> have to, need for autonomy

self concordance --> considers how strongly gthe reason to pursuing goals consistent

Job Engagement employee believes, confidence, related or belonging to company and converted into performance

Goal Setting whats need to be done how much effort is needed

Self Efficacy complement of goal setting, cognitive/social learning supportive to achieve goals more confidence

Reinforcement behavior based on consequences on the idea that behavior is environmentally caused

Equity compare their ratios of outcomes-to-inputs of relevant others.

Expectancy Expect from side of outcome, effort, and valuesIntegrating & Application

Job Design

Employee Involvement and rewards

IMPULS - Energize, - Motif, Movere (Penggerak), - Exert high degree of effort- int. ext. factor that stimulate energy1. DIRECTION(orientation toward goals)2. INTENSITY(how hard to tries)3. PERSISTENCE (how long to maintain the effort)