8. motivasi kerja (content)

8/13/2019 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


ERG Needs

Pengembangan teori Malsow yang menekankan padakeberadaan 3 kebutuhan dasar individu


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PIO 2009


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)

8. motivasi kerja (content)

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