Chapter Motivation Presentation PPM OB EM10B
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Transcript of Chapter Motivation Presentation PPM OB EM10B
Organizational Behavior Group Presentation 1. Adiarti Nursasanti2. Fithriani 3. Gunadhi Abiyoga4. Aria Arifin5. Meysha Agni6. Raden Krisma Hadianto7. Shafiqah
[email protected]@[email protected]@[email protected]@[email protected]
-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
© 2009 Prentice-Hall Inc. All rights reserved.
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),
cerita ini adalah fiktif belaka, mohon maaf apabila ada
kesamaan nama, tokoh, karakter ataupun peristiwa
itu adalah kebetulan semata dan tidak ada unsur kesengajaan
murni untuk tujuan pembelajaran
MO
TIV
ATIO
N
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)