managing employee

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MultiMedia by Stephen M. Peters © 2001 South-Western College Publishing Chapte r 1 1 Managing Employees Introduction to

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Page 1: managing employee

MultiMedia by Stephen M. Peters © 2001 South-Western College Publishing

Chapter11Managing Employees

Introduction to

Page 2: managing employee

MultiMedia by Stephen M. Peters © 2001 South-Western College Publishing

Learning Objectives

Uraikan teori motivasi. Jelaskan bagaimana perusahaan

dapat tingkatkan kepuasan kerja dan tingkatkan motivasi.

Page 3: managing employee

MultiMedia by Stephen M. Peters © 2001 South-Western College Publishing

Motivation and Performance

Efforts of employees to create and produce

a quality product

Firm’s Expenses

Firm's Earnings

Firm's Value

Firm’s Revenue

Efforts of employees to sell the product

Efforts of employees to achieve low financing costs

Efforts of employees to achieve efficient

(low-cost) production and marketing

Page 4: managing employee

MultiMedia by Stephen M. Peters © 2001 South-Western College Publishing

Major Theories on Motivation

• Hawthorne Studies• Maslow’s Hierarchy of Needs• Herzberg’s Job Satisfaction Study• Theory X, Y, and Z• Expectancy Theory• Equity Theory• Reinforcement Theory

• Hawthorne Studies• Maslow’s Hierarchy of Needs• Herzberg’s Job Satisfaction Study• Theory X, Y, and Z• Expectancy Theory• Equity Theory• Reinforcement Theory

Page 5: managing employee

MultiMedia by Stephen M. Peters © 2001 South-Western College Publishing

Summary of Hawthorne Studies

Increased Lighting for Employees

Higher Productivity

Higher Productivity

Beberapa penyesuaian ke dalam Kondisi-

Kondisi Yang Mencerminkan

Perhatian Ditingkatkan Ke arah Karyawan

Reduced Lighting for Employees

Experiment

Conclusion

Condition Result

Higher Productivity

Page 6: managing employee

MultiMedia by Stephen M. Peters © 2001 South-Western College Publishing

Maslow’s Hierarchy of Needs

Physiological

Safety Needs

Social Needs

Esteem Needs

Self-Actualization Maximization of potential.

Respect, recognition.

Social interaction.

Job security.

The basics: food, shelter, and clothing.

Theory: Orang-Orang harus memenuhi kebutuhan yang lebih rendah dalam rangka meningkat kepada kebutuhan yang lebih tinggi.

Page 7: managing employee

MultiMedia by Stephen M. Peters © 2001 South-Western College Publishing

Herzberg

• Policies

• Supervision

• Working Conditions

• Money

• Status

• Job Security

• Achievement

• Recognition

• Challenging Work

• Responsibility

• Opportunities for advancement

• Personal growth opportunities

Hygiene Factors (Environmental) Motivator Factors (The Job Itself)

Hygiene Factors mempertimbangkan pencegahan bukan motivasional tetapi tidak boleh perhatian motivasional tidak disajikan.

Page 8: managing employee

MultiMedia by Stephen M. Peters © 2001 South-Western College Publishing

Summary of McGregor’s Theory X and Y

Employees dislike work and job responsibilities and will avoid work if possible.

Supervisors’ View of Employees ImplicationsTheory

Theory

X

Theory

Y

Employees are willing to work and prefer more

responsibility.

Supervisors cannot delegate responsibilities.

Supervisors should delegate responsibilities,

which will satisfy and motivate employees.

Page 9: managing employee

MultiMedia by Stephen M. Peters © 2001 South-Western College Publishing

Expectancy Theory

•Teori: Suatu usaha pekerja dipengaruhi oleh hasil yang diharapkan (penghargaan).

Dua kebutuhan:• Penghargaan yang diinginkan.• Kesempatan penerima penghargaan

Page 10: managing employee

MultiMedia by Stephen M. Peters © 2001 South-Western College Publishing

Equity Theory

Joe50%

Mary30%

Ron20%

Teori: konpensasii harus patut, atau yang sebanding, kepada masing-masing kontribusi pekerja

Example:$100,000 bonusto be divided basedon relative contributionto a project:

Joe: $50,000Mary: $30,000Ron: $20,000

Page 11: managing employee

MultiMedia by Stephen M. Peters © 2001 South-Western College Publishing

Reinforcement Theory

- Positive reinforcement: provides rewards for high performance.Contoh: Bonus, promotion, oral compliment.

- Negative reinforcement: memotivasi karyawan dengan memberi sangsi

Contoh: Teguran, PHK, dll.

Theory: Reinforcement dapat mengendalikan prilaku.

Page 12: managing employee

MultiMedia by Stephen M. Peters © 2001 South-Western College Publishing

Guidelines to Motivation

• Compare compensation and contribution.

• Not be satisfied with compensation alone.

• Be motivated if they can gain a reward.

• Ensure compensation is proportionate to contribution.

• Ensure employees have other needs met: respect, self-esteem, etc.

• Motivate using positive reinforcement.

Employee will: Employer should:

Page 13: managing employee

MultiMedia by Stephen M. Peters © 2001 South-Western College Publishing

Key CharacteristicsAffecting Job Satisfaction

• Money or compensation programs.

• Security.• Work schedule.• Employee involvement

programs.

Page 14: managing employee

MultiMedia by Stephen M. Peters © 2001 South-Western College Publishing

Three Compensation Programs

Merit system– Raise according to merit.

Across-the-board system– All employees get similar raise.

Incentive plans– Various forms of compensation based on specific

performance.

Page 15: managing employee

MultiMedia by Stephen M. Peters © 2001 South-Western College Publishing

Characteristics of aCompensation Program

Sesuaikan rencana konpensasi dengan tujusan bisnis. Sesuaikan konpensasi dengan atujuan karyawan tertentu. Menetapkan tujuan yang mungkin dapat dicapai oleh

karyawan. Ijinkan karyawan memberikan masukan tentang rencana

konpensasi.

.

.

.

Page 16: managing employee

MultiMedia by Stephen M. Peters © 2001 South-Western College Publishing

Flexible Work Schedule(Flextime Programs)

Pekerjaan yang dimampatkan :

• Mampatkan beban kerja ke dalam lebih sedikit hari per minggu.

• Tujuan utama akan mengijinkan karyawan untuk mempunyai tiga hari di akhir pekan.

Pekerjaan yang berbagi (Job sharing)

• Dua atau lebih orang-orang berbagi full-time tertentu ( 40 jam) rencana kerja.

• Ini mengijinkan karyawan untuk bekerja part-time. Banyak dari karyawan ini tidak ingin bekerja full-time.

Page 17: managing employee

MultiMedia by Stephen M. Peters © 2001 South-Western College Publishing

Employee Involvement Programs

• Job enlargement.• Job rotation.• Empowerment.• Teamwork.• Open-book management.