MOTIVATION

MOTIVATION AND MORALE

The individual, internal process that energizes, directs, and sustains behaviors.

The personal “forces” that causes one to behave in a particular way.

A person attitude toward his or her job, su-perior, and the firm (or organization) itself.

Motivation is

Morale is

THEO

RIE

S O

F M

OTI

VA

TIO

N Taylor’s theory (the application of scienti-fic management)

Theory of Elton Mayo

Theory X and Theory Y (McGregor)

Theory of Needs (Maslow)

Herzberg’s theory

Equity Theory

Expectancy Theory

Reinforcement Theory

Theory of Taylor

Frederic W. Taylor (1856 – 1915).

The application of scientific management.

Taylor observed that:

Workers worked slowly because they feared that if they worked faster they would run out of work and lose their jobs.

Managers had no idea what the workers’ productivity level

Most people work only to earn money

Taylor suggested that:

Each job should be broken down into separate tasks.

Management should determine: (a) the best way to perform the task, (b) the job output when the tasks were performed properly.

Management should choose the best personfor each job and train the person to do the job properly.

Management should cooperate with workers to ensure that jobs are performed as planned.

Pay should be tied directly to output (This results in the application of piece-rate system)

Theory of Elton Mayo

Human relation movement

Human factors are at least as important to otivation as pay rates.

Employees who were happy and satisfied with their work would be motivated to work better.

Management would do best to provide a work enviroment that maximized employee satisfaction.

Theory X Theory Y

McGregor’s Theory

THEO

RY

XConsistent with Taylor’s scientific management.Assumes that employees dislike work and will function only in

a highly controlled work enviroment

1. People dislike work and try to avoid it.

2. Managers must coerce, control, and frequently threaten employees to achive organizational goals.

3. People generally must be led, because they have little ambition and will not seek responsibility. They are concerned mainly with security.

THEO

RY

Y•Consistent with idea of human relation movement (from Mayo)• Assumes that employees accept responsibility and work toward organizational goals if by so doing they also achieve personal rewards.

1. People do not naturally dislike work. Work is an important part of their lives.

2. People will work toward goals to which they are commited.

3. People are commited toward goals if acomplishing the goals will bring personal rewards.

4. People often seek out and willingly accept responsibility.

5. Employees have the potential to help accomplish organizational goals.

6. Organization generally do not make full use of their human resources.

AREA THEORY X THEORY Y

Attitude toward work Inddifference Involvement

Control System External Internal

Supervision Direct Indirect

Level of Commitment Low High

Employee potential Ignored Identified

Use of human resources Limited Utilized

THEORY X AND THEORY Y CONTRASTED

Self-Realizatio

n

Esteem Needs

Social Needs

Safety Needs

Physiological Needs

Hirarki Kebutuhan Manurut Maslow

Theory of Needs by Maslow

The needs to grow and develop as human being and to become all that we are capable of being

Requirement for respect, recognition, and a sense of one’s own accomplisment and worth

Requirements of love and affection and a sense of belonging

Requirements for physical and emotional security

Requirements for survival and biological functioning

Self realization needs

Esteem needs

Social Needs

Safety Needs

Phsyilogical Needs

HERZBERG THEORY

Two-factor theory

Motivation - Hygiene theory

Motivation Factor

Hygiene Factor

According to this theory:

Satisfation and dissatisfaction are distinc and separate dimensions.

One dimension range from satisfaction to no satisfaction.

The other range from dissatisfaction to no dissatisfaction

Satisfation is not the opposite of dissatisfation

Hyg

ien

e Fa

cto

rM

oti

vati

on

Fa

cto

r Job factor s that increase motivation, but whose absence does not necessarily result in dissatisfaction according to motivation-hygiene theory

Job factors that decrease dissatis-faction when present to an accept-able degree, according to motivation -hygiene theory, but do not neces-sarily result in high levels of motivation

CONTEMPORARY VIEWS ON MOTIVATIONS

Equity Theory

A theory of motivation based on the premise that people are motivated first to achieve and then to maintain a sense of equity.

Expectancy Theory

A model of motivation based on the assumption that motivation depends on how much we want something and on how likely we think we are to get it.

Reinforcement Theory

A theory of motivation based on the premise that behavior that is rewarded is likely to be repeated, whereas behavior that has been punished is less likely to occur again