8. motivasi kerja (content)
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MOTIVASIKERJA
Content Theories
PIO 2009
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Arah perilaku dalam organisasi
choice of behaviors
Usaha yang dilakukan individu ybs
amount of effort
The persistence displayed in meeting goals.
duration of behavior
PIO 2009
Konsep Motivasi
dorongan psikologis dalam diri individu yang berpengaruh pada:
Intr ins ic Motivat ion
dorongan yang ditimbulkan oleh pekerjaan itu sendiri
Extr insic Motivat ion
Dorongan yang ditimbulkan oleh reward eksternal
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PIO 2009
A Simple Model of Motivation
NEED
Creates desire to fulfill needs
(food, friendship, recognition,
achievement).
BEHAVIOR
Results in actions
to fulfill needs.
REWARDS
Satisfy needs; intrinsic
or extrinsic rewards.
FEEDBACKReward informs person whether behavior was appropriate and should beused again.
Peters (2001)
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PIO 2009
Perkembangan Konsep Motivasi
Tradisional
Human Relations
Human Resources
Kontemporer
Reward ekonomis (kompensasi) bagi kinerja
yang baik
Reward non ekonomis (kelompok kerja yang kompak dan
ramah)
Pekerja merupakan manusiakonsep manusia sosial
diperkenalkan
Pengenalan terhadap konsep manusia seutuhnya
Pekerja merupakan individu yang kompleks dantemotivasi oleh banyak faktor secara unik
content theoriesmenekankan analisis terhadap kebutuhanmendasar manusia
process theoriesmenekankan analisis terhadap proses
berpikirbagaimana manusia termotivasi melakukan sesuatu?
reinforcement theoriesmenekankan proses belajar individu
untuk membentuk perilaku kerja yang diinginkan
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PIO 2009
Content Theories
Asumsi Dasar
Kebutuhan mrpkn kondisi ketidakseimbangan fisiologis dan psikologis yang
menyebabkan individu terdorong untuk mencapai keseimbangan
Individu termotivasi untuk mencapai tujuan guna memuaskan kebutuhannya.
Kebutuhan merupakan persyaratan individu untuk bertahan.
Untuk memotivasi individu:
1) Tentukan kebutuhan apa yang butuh pemuasan.
2) Yakinkan individu memperoleh reward saat kinerjanya baik.
Macam TeoriHierarchy of Needs Theory
ERG Theory
Two-Factor Theory
Acquired Needs Theory
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PIO 2009
Maslows Hierarchy of Needs
Prinsip Dasar
Deficit PrincipleKebutuhan yang terpuaskan bukan motivator bagi individu untuk
melakukan perilaku tertentu.
Individu bertindak untuk memuaskan kebutuhan yang dirasakannya
masih defisit (kurang)
Progression PrincipleKelima kebutuhan menempati posisi yang hirarkis (hierarchy of
prepotency)
Kebutuhan pada level terbawah harus terpenuhi terlebih dahulu
sebelum memenuhi kebutuhan di tingkat atasnya.
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PIO 2009
Maslows Hierarchy of Needs
Physiological Needs
Safety Needs
Belongingness Needs
Esteem Needs
Food, water, sex Heat, air, base salary
Safe work,fringe benefits, job security
Recognition, high status,
increased responsibilities
Work groups, clients,coworkers,
supervisors
Opportunities for training,
advancement, growth, and creativity
Freedom from war, pollution,
violence
Family, friends, community
groups
Approval of family, friends,
community
Education, religion,hobbies
personal growth
Self-Actualization
Needs
Fulfillment offthe Job Fulfillment onthe JobNeed Hierarchy
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PIO 2009
Asumsi & Prinsip Dasar
Hierarchy of PrepotencyTidak berasumsi bahwa kebutuhan di level bawah harus
terpuaskan sebelum memenuhi kebutuhan di level
atasnya.
Frustration-Regression Principlean already satisfied lower-level need becomes
reactivated when a higher-level need is frustrated
Alderfers ERG Theory
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Existence NeedsKebutuhan akan kesejahteraan fisik dan material.
Relationship NeedsKebutuhan akan hubungan interpersonal yang memuaskan.
Growth NeedsKebutuhan akan pertumbuhan dan perkembangan psikologis.
PIO 2009
Alderfers ERG Theory
ERG Needs
Pengembangan teori Malsow yang menekankan padakeberadaan 3 kebutuhan dasar individu
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PIO 2009
Alderfers ERG Theory
GrowthSelf-development,
creative work
Worker continually
improves skills
Relatedness Interpersonalrelations, feelings
Good relations,feedback
ExistenceFood, water,
shelter
Basic pay level
to buy itemsLowest
Highest
Need Level Description Examples
Setelah kebutuhan di level bawah terpenuhi, individu mencari pemenuhan kebutuhan
di level berikutnya.
Ketika kebutuhan di level atas tidak terpuaskan, kebutuhan di level bawah meningkat.
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PIO 2009
Herzbergs Two Factors Theory
Area of Satisfaction
Area of Dissatisfaction
Motivators
mempengaruhi
tingkat
kepuasan
Hygiene factors
mempengaruhi tingkat
ketidakpuasan
Motivators
Hygiene Factors
Achievement
Recognition
Responsibility
Work itself
Personal growth
Working conditions
Pay and security
Company policies
Supervisors
Interpersonal relationships
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PIO 2009
Konsep Dasar
Hygiene FactorsPemenuhan terhadap Hygiene Factors dapat mencegah atau
menghilangkan ketidakpuasan kerja;
Namun, tidak akan meningkatkan kepuasan kerja
MotivatorsPeningkatan terhadap motivator dapat meningkatkan
kepuasan kerja;
Namun, tidak akan mencegah ketidakpuasan kerja
Herzbergs Two Factors Theory
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PIO 2009
Mc.Clellands Acquired Needs Theory
Need for Achievement
desire to accomplish something difficult, master
complex tasks, and surpass others
Need for Affiliation
desire to form close personal
relationships, avoid conflict, and
establish warm friendships
Need for
Powerdesire to influence
or control others
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PIO 2009
The Need Profile of Successful Executives
The most important need for executive success is the
need for social power.
Persons with a high need for affiliation may not makethe best managers.
While nPower is often accompanied by a high need for
achievement the later need in itself is not consistently
associated with executive success.
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PIO 2009
Job Enrichment Theory
Redesigning jobs should increase their motivationalpotential (Oldham & Hackman)
A better fit between persons and their jobs should
foster both high work productivity and a high-qualityexperience for the people who do the work.
Vertical loading(introducing planning and decision-making responsibility) increases the challenge ofwork (complexity and job depth) and reverses the
effects of overspecialization. Job enrichment works best for individuals who have
a desire for personal growth.
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PIO 2009
Five Core Dimensions of Work Skill variety:the variety of activities required in
carrying out the work.
Task identity:the completion of a whole and
identifiable piece of work. Task significance:how substantial an impact the
job has on the lives of other people.
Autonomy:the freedom, independence, and
discretion that one has to do the job. Job feedback:how much performance feedback the
job provides to the worker.
Motivation Through Job Design (contd)