Slide MAN 101 Slide 06
PENGARAHAN
(LEADING)
Dasar-dasar Manajemen
Pengarahan
“proses menuntun
kegiatan anggota
organisasi ke arah
yang tepat (untuk
mencapai visi, misi
dan tujuan
perusahaan)”Puspopr
Meliputi
kegiatan
anoto,
2006 untuk
menyalurkan perilaku anggota
organisasi dalam aktivitas
tertentu berdasarkan proses
operasi standar, pedoman dan
Pengarahan (Leading)
Kegiatan memberi pengarahan
(directing), memengaruhi orang
lain (influencing), dan memotivasi
orang
lain
untuk
bekerja
(motivating)
Pengarahan
• Proses pembimbingan, pemberian
petunjuk, dan instruksi kepada
bawahan agar mereka bekerja
sesuai dengan rencana yang telah
ditetapkan
• Pengarahan dapat menentukan atau
melarang jenis perilaku tertentu
directing
4
PENGARAHAN
• Membuat/ mengusahakan para
karyawan melakukan apa yang
diinginkan & harus mereka
lakukan.
• Melibatkan kualitas, gaya &
kekuasaan pemimpin & kegiatankegiatan kepemimpinan
(MOTIVASI, KOMUNIKASI)
directing
5
Proses Manajemen
Planning
Pengorganisasian
Pengendalian
Pengarahan
Tujuan Pengarahan (Siswanto,
2010)
• Menjamin kontinuitas perencanaan
• Membudayakan prosedur standar
• Menghindarkan kemangkiran yang
tak berarti
• Membina disiplin kerja
• Membina motivasi yang terarah
directing
7
Butuh pemimpin yang………..
•
•
•
•
•
Komunikatif
Memberi nasehat/petunjuk
Kreatif
Inisiatif
Stimulatif
directing
8
Kepemimpinan
• Kepemimpinan harus melibatkan orang
lain atau bawahan
• Manajer harus mampu memengaruhi
anggota organisasinya dengan berbagai
sifat kepemimpinannya
• Manajer harus paham akan dirinya sendiri,
bawahan, kondisi dan lingkungan kerja,
serta teknik komunikasi yang mampu
memberikan pengaruh sehingga bawahan
mampu dan mau bekerja sama untuk
mencapai tujuan
• Kepemimpinan adalah kemampuan
untuk memengaruhi bawahan
secara sukarela untuk mencapai
tujuan organisasi
• Manajer dan leader tidak dapat
diartikan selalu sama
Individu dalam organisasi:
• Perbedaan FISIK dan MENTAL
• Tugas manager : menyelaraskan tujuan
perusahaan dan individu
MOTIVASI
11
Kemampuan manajer untuk
memotivasi, mempengaruhi,
mengarahkan &
berkomunikasi
Menentukan efektivitas
manajer
12
Manager
Leader
• Harus dapat menghadapi
perubahan
• Harus mampu menciptakan
arahan tentang apa yang harus
(menjabarkan apa yang
dikerjakan, mencari orang-orang
perlu dikerjakan) mencari
untuk melakukan tugas dan
orang-orang untuk mengerjakan
berkomunikasi dengan mereka
tugas yang sudah direncanakan
tentang pekerjaan yang akan
dan memastikan bahwa orangdilakukan dan membuat koalisi
orang tersebut dapat mengerjakan
dengan orang-orang tersebut,
dan menyelesaikan tugas dengan
serta memotivasi karyawan yang
baik dan sesuai waktu yang
melakukan pekerjaan tersebut
ditetapkan (pengawasan dan
sehingga tujuan dapat tercapai.
pemecahan masalah)
• Harus mampu menghadapi
kompleksitas dengan cara
membuat perencanaan
Management vs Leadership
Management
Leadership
• Administrasi
• Inovasi
• Pelihara
• Pengembangan
• Sistem / Struktur
• SDM
• Jangka Pendek
• Jangka Panjang
• Bagaimana ?
• Apa / Kenapa ?
• Mengikuti aturan
• Komitmen
• Kendali
• Pemberdayaan
(Doing the things right )
(Doing the right things )
Melakukan hal-hal yang dibenarkan
- Mengikuti peraturan yang berlaku
(rule driven)
Melakukan hal yang benar
- Mengikuti misi yang diinginkan
(mission driven)
Sifat dan keterampilan kepemimpinan
yang efektif
SIFAT
Dapat menyesuaikan diri
Waspada terhadap
Kecakapan konseptual
lingkungan sosial
Kreativitas
Ambisius dan berorientasi
Diplomatis dan bijaksana
pada prestasi
Lancar berbicara
Asertif
Pengetahuan
Kooperatif
Dapat diandalkan
Kecakapan organisasi
Dominan
Persuasif
Energetik
Kecapakan sosial
Gigih
Percaya diri
Toleran atas tekanan
Kesediaan untuk
bertanggung jawab
KETERAMPILAN
Kepintaran (intelektual)
tentang
kelompok
tugas
Tipe kepemimpinan dalam organisasi
(menurut GR Terry dalam Siswanto, 2010)
Leadership Behaviors or Styles
• Autocratic style of leadership
– A leader who centralizes authority, dictates work
methods, makes unilateral decisions, and limits
employee participation.
• Democratic style of leadership
– A leader who involves employees in decision making,
delegates authority, encourages participation in
deciding work methods and goals, and uses
feedback to coach employees.
• A democratic-consultative leader seeks input
and hears the concerns and issues of employees
but makes the final decision him or herself.
• A democratic-participative leader often allows
employees to have a say in what’s decided.
Copyright © 2004 Prentice Hall,
Inc. All rights reserved.
11–17
Leadership Behaviors or Styles (cont’d)
• Laissez-faire style of leadership
– A leader who gives employees complete
freedom to make decisions and to decide on
work methods
• Conclusions about leadership styles
– The laissez-faire leadership style is ineffective.
– Quantity of work is equal under authoritarian
and democratic leadership styles
– Quality of work and satisfaction is higher
under democratic leadership.
Copyright © 2004 Prentice Hall,
Inc. All rights reserved.
11–18
• Paternalistik
– Tipe pemimpin paternalistik hanya terdapat di lingkungan
masyarakat yang bersifat tradisional, umumnya dimasyarakat
agraris. Salah satu ciri utama masuarakat tradisional ialah rasa
hormat yang tinggi yang ditujukan oleh para anggiota masyarakat
kepada orang tua atau seseorang yang dituakan. Pemimpin seperti
ini kebapakan, sebagai tauladan atau panutan masyarakat.
Biasanya tiokoh-toko adat, para ulama dan guru. Pemimpin ini
sangat mengembangkan sikap kebersamaan.
• Indigenous
– Biasanya muncul dari kelompok informal yang didapatkan
dari pelatihan meskipun tidak langsung. Dengan adanya
sistem persaingan dapat menimbulkan perbedaan pendapat
yang seru dari kelompok yang bersangkutan. Bisasayna akan
muncul pemimpin yang mempunyai kelemahan diantara
mereka yang ada dalam kelompok tersebut. Pada situasi ini
peran bakat sangat menonjol sebagai dampak pembawaan
sejak lahir mungkin disebabkan faktor keturunan
Continuum of Leader Behavior
Source: Adapted and reprinted by permission of the Harvard Business
Review. An Exhibit from “How to Choose a Leadership Pattern” by R.
Tannenbaum and W. Schmidt, May-June 1973. Copyright © 1973 by the
President and Fellows and Harvard College; all rights reserved.
Copyright © 2004 Prentice Hall,
Inc. All rights reserved.
EXHIBIT 11.2
11–20
Different Country has Different Style
an Gaya Manajemen Dalam 10 tahun per
Contemporary Views on
Leadership
• Transactional Leadership
– Leaders who guide or motivate their followers in
the direction of established goals by clarifying role
and task requirements.
• Transformational Leadership
– Leaders who inspire followers to transcend their
own self-interests for the good of the organization
by clarifying role and task requirements.
– Leaders who also are capable of having a profound
and extraordinary effect on their followers.
© 2007 Prentice Hall, Inc. All rights reserved.
17–23
Contemporary Views…(cont’d)
• Charismatic Leadership
– An enthusiastic, self-confident leader whose
personality and actions influence people to
behave in certain ways.
– Characteristics of charismatic leaders:
• Have a vision.
• Are able to articulate the vision.
• Are willing to take risks to achieve the vision.
• Are sensitive to the environment and follower
needs.
• Exhibit behaviors that are out of the ordinary.
© 2007 Prentice Hall, Inc. All rights reserved.
17–24
Contemporary Views…(cont’d)
• Visionary Leadership
– A leader who creates and articulates a realistic,
credible, and attractive vision of the future that
improves upon the present situation.
• Visionary leaders have the ability to:
– Explain the vision to others.
– Express the vision not just verbally but through
behavior.
– Extend or apply the vision to different
leadership contexts.
© 2007 Prentice Hall, Inc. All rights reserved.
17–25
Contemporary Views…(cont’d)
• Team Leadership Characteristics
– Having patience to share information
– Being able to trust others and to give up authority
– Understanding when to intervene
• Team Leader’s Job
– Managing the team’s external boundary
– Facilitating the team process
• Coaching, facilitating, handling disciplinary problems,
reviewing team and individual performance, training,
and communication
© 2007 Prentice Hall, Inc. All rights reserved.
17–26
Components
of Motivation
Motivation
Effort
Organizational
Goals
Copyright © 2004 Prentice Hall,
Inc. All rights reserved.
Needs
10–27
9-28
Historical Perspectives on
Employee Motivation
9-29
Classical Theory of Motivation
To improve productivity managers should:
Break down each job into its component tasks
(specialization)
Determine the best way to perform each task
Specify the output to be achieved by a worker
performing the task
Incentives motivate employees to be more
productive
Link workers’ pay directly to their output
9-30
Historical Perspectives on
Employee Motivation
9-31
Hawthorne Studies
Working conditions are
important
However, the
Hawthorne studies,
which were carried out
at the electric company
shown here beginning
in the 1920s, found
that the workers
became more
productive because of
the attention they
received—regardless of
their working
9-32
Maslow’s Hierarchy of Needs
Source: Motivation and Personality, 2nd ed., by A. H. Maslow, 1970.
Reprinted by permission of Prentice Hall, Inc., Upper Saddle River, New Jersey.
Copyright © 2004 Prentice Hall,
Inc. All rights reserved.
EXHIBIT 10.2
10–33
Maslow’s Hierarchy of Needs
9-34
Early Theories Of Motivation
(cont’d)
• Motivation-Hygiene theory
(Herzberg)
– intrinsic factors are related to job
satisfaction and extrinsic factors are
related to job dissatisfaction
• Hygiene factors
– Factors, such as working conditions and salary,
that, when adequate, may eliminate job
dissatisfaction but do not necessarily increase job
satisfaction
• Motivators
– Factors, such
as recognition and growth, that
Copyright © 2004 Prentice Hall,
All rights reserved.
increase jobInc.
satisfaction
10–35
Herzberg’s Motivation-Hygiene Theo
EXHIBIT 10.4
Copyright © 2004 Prentice Hall,
Inc. All rights reserved.
10–36
Two-Factor Theory of Motivation
Copyright © 2013 Pearson
Education
8-37
Contrasting Views of SatisfactionDissatisfaction
EXHIBIT 10.5
Copyright © 2004 Prentice Hall,
Inc. All rights reserved.
10–38
McGregor’s
Theory X and Theory Y
The average person naturally dislikes work and will
avoid it when possible
Most workers must be coerced, controlled, directed, or
threatened with punishment to get them to work
toward the achievement of organizational objectives
The average worker prefers to be directed and to
avoid responsibility, has relatively little ambition, and
wants security
9-39
McGregor’s
Theory X and Theory Y
Theory X style of management focuses on
physiological and security needs and virtually
ignores the higher needs discussed by Maslow
Theory Y assumes:
The expenditure of physical and mental effort in
work is as natural as play or rest
9-40
McGregor’s
Theory X and Theory Y
Theory Y assumptions (continued):
People will exercise self-direction and self-control to
achieve objectives to which they are committed
People will commit to objectives when they realize
that the achievements of those goals will bring them
personal reward
The average person will accept and seek
responsibility
Imagination, ingenuity, and creativity can help solve
organizational problems, but most organizations do
not make adequate use of these characteristics in
their employees
Organizations today do not make full use of workers’
9-41
Theory Z
Incorporates many elements associated with the
Japanese approach to management (trust and intimacy)
but Japanese ideas have been adapted for use in the
U.S.
Results in employees feeling organizational ownership
Research has found that such feelings of ownership may
produce positive attitudinal and behavioral effects for
employees
9-42
Equity Theory
Equity is a subjective notion
Equity theory might explain why many
consumers are upset about CEO compensation
Corporations have now begun to tie CEO
compensation with company performance
Feelings of inequity may underlie some
unethical or illegal behavior in business
9-43
Equity Theory Relationships
EMPLOYEE’S ASSESSMENT
Inequity (underrewarded)
Equity
Inequity (overrewarded)
*Person A is the employee, and Person B is a relevant other or referent.
EXHIBIT 10.6
Copyright © 2004 Prentice Hall,
Inc. All rights reserved.
10–44
Equity Theory
• When employees perceive an
inequity they may:
– Distort either their own or others’ inputs
or outcomes.
– Behave so as to induce others to change
their inputs or outcomes.
– Behave so as to change their own inputs
or outcomes.
– Choose a different comparison referent.
– Quit their job.
Copyright © 2004 Prentice Hall,
Inc. All rights reserved.
10–45
Expectancy theory (Vroom)
• A comprehensive theory of
motivation that an individual tends to
act in a certain way, in the
expectation that the act will be
followed by given outcome, and
according to the attractiveness of
that outcome to the individual.
– The extent to which individuals are
motivated to perform to get a reward of
value to them
is
based
on
their
belief
Copyright © 2004 Prentice Hall,
10–46
Inc.
All
rights
reserved.
that their performance will result in the
Expectancy Relationships
(Linkages)
• Effort–performance
– The perceived probability that exerting a given
amount of effort will lead to performance
• Performance–reward
– The belief that performing at a particular level
will lead to the attainment of a desired outcome
• Attractiveness
– The importance placed on the potential outcome
or reward that can be achieved on the job.
Copyright © 2004 Prentice Hall,
Inc. All rights reserved.
10–47
(LEADING)
Dasar-dasar Manajemen
Pengarahan
“proses menuntun
kegiatan anggota
organisasi ke arah
yang tepat (untuk
mencapai visi, misi
dan tujuan
perusahaan)”Puspopr
Meliputi
kegiatan
anoto,
2006 untuk
menyalurkan perilaku anggota
organisasi dalam aktivitas
tertentu berdasarkan proses
operasi standar, pedoman dan
Pengarahan (Leading)
Kegiatan memberi pengarahan
(directing), memengaruhi orang
lain (influencing), dan memotivasi
orang
lain
untuk
bekerja
(motivating)
Pengarahan
• Proses pembimbingan, pemberian
petunjuk, dan instruksi kepada
bawahan agar mereka bekerja
sesuai dengan rencana yang telah
ditetapkan
• Pengarahan dapat menentukan atau
melarang jenis perilaku tertentu
directing
4
PENGARAHAN
• Membuat/ mengusahakan para
karyawan melakukan apa yang
diinginkan & harus mereka
lakukan.
• Melibatkan kualitas, gaya &
kekuasaan pemimpin & kegiatankegiatan kepemimpinan
(MOTIVASI, KOMUNIKASI)
directing
5
Proses Manajemen
Planning
Pengorganisasian
Pengendalian
Pengarahan
Tujuan Pengarahan (Siswanto,
2010)
• Menjamin kontinuitas perencanaan
• Membudayakan prosedur standar
• Menghindarkan kemangkiran yang
tak berarti
• Membina disiplin kerja
• Membina motivasi yang terarah
directing
7
Butuh pemimpin yang………..
•
•
•
•
•
Komunikatif
Memberi nasehat/petunjuk
Kreatif
Inisiatif
Stimulatif
directing
8
Kepemimpinan
• Kepemimpinan harus melibatkan orang
lain atau bawahan
• Manajer harus mampu memengaruhi
anggota organisasinya dengan berbagai
sifat kepemimpinannya
• Manajer harus paham akan dirinya sendiri,
bawahan, kondisi dan lingkungan kerja,
serta teknik komunikasi yang mampu
memberikan pengaruh sehingga bawahan
mampu dan mau bekerja sama untuk
mencapai tujuan
• Kepemimpinan adalah kemampuan
untuk memengaruhi bawahan
secara sukarela untuk mencapai
tujuan organisasi
• Manajer dan leader tidak dapat
diartikan selalu sama
Individu dalam organisasi:
• Perbedaan FISIK dan MENTAL
• Tugas manager : menyelaraskan tujuan
perusahaan dan individu
MOTIVASI
11
Kemampuan manajer untuk
memotivasi, mempengaruhi,
mengarahkan &
berkomunikasi
Menentukan efektivitas
manajer
12
Manager
Leader
• Harus dapat menghadapi
perubahan
• Harus mampu menciptakan
arahan tentang apa yang harus
(menjabarkan apa yang
dikerjakan, mencari orang-orang
perlu dikerjakan) mencari
untuk melakukan tugas dan
orang-orang untuk mengerjakan
berkomunikasi dengan mereka
tugas yang sudah direncanakan
tentang pekerjaan yang akan
dan memastikan bahwa orangdilakukan dan membuat koalisi
orang tersebut dapat mengerjakan
dengan orang-orang tersebut,
dan menyelesaikan tugas dengan
serta memotivasi karyawan yang
baik dan sesuai waktu yang
melakukan pekerjaan tersebut
ditetapkan (pengawasan dan
sehingga tujuan dapat tercapai.
pemecahan masalah)
• Harus mampu menghadapi
kompleksitas dengan cara
membuat perencanaan
Management vs Leadership
Management
Leadership
• Administrasi
• Inovasi
• Pelihara
• Pengembangan
• Sistem / Struktur
• SDM
• Jangka Pendek
• Jangka Panjang
• Bagaimana ?
• Apa / Kenapa ?
• Mengikuti aturan
• Komitmen
• Kendali
• Pemberdayaan
(Doing the things right )
(Doing the right things )
Melakukan hal-hal yang dibenarkan
- Mengikuti peraturan yang berlaku
(rule driven)
Melakukan hal yang benar
- Mengikuti misi yang diinginkan
(mission driven)
Sifat dan keterampilan kepemimpinan
yang efektif
SIFAT
Dapat menyesuaikan diri
Waspada terhadap
Kecakapan konseptual
lingkungan sosial
Kreativitas
Ambisius dan berorientasi
Diplomatis dan bijaksana
pada prestasi
Lancar berbicara
Asertif
Pengetahuan
Kooperatif
Dapat diandalkan
Kecakapan organisasi
Dominan
Persuasif
Energetik
Kecapakan sosial
Gigih
Percaya diri
Toleran atas tekanan
Kesediaan untuk
bertanggung jawab
KETERAMPILAN
Kepintaran (intelektual)
tentang
kelompok
tugas
Tipe kepemimpinan dalam organisasi
(menurut GR Terry dalam Siswanto, 2010)
Leadership Behaviors or Styles
• Autocratic style of leadership
– A leader who centralizes authority, dictates work
methods, makes unilateral decisions, and limits
employee participation.
• Democratic style of leadership
– A leader who involves employees in decision making,
delegates authority, encourages participation in
deciding work methods and goals, and uses
feedback to coach employees.
• A democratic-consultative leader seeks input
and hears the concerns and issues of employees
but makes the final decision him or herself.
• A democratic-participative leader often allows
employees to have a say in what’s decided.
Copyright © 2004 Prentice Hall,
Inc. All rights reserved.
11–17
Leadership Behaviors or Styles (cont’d)
• Laissez-faire style of leadership
– A leader who gives employees complete
freedom to make decisions and to decide on
work methods
• Conclusions about leadership styles
– The laissez-faire leadership style is ineffective.
– Quantity of work is equal under authoritarian
and democratic leadership styles
– Quality of work and satisfaction is higher
under democratic leadership.
Copyright © 2004 Prentice Hall,
Inc. All rights reserved.
11–18
• Paternalistik
– Tipe pemimpin paternalistik hanya terdapat di lingkungan
masyarakat yang bersifat tradisional, umumnya dimasyarakat
agraris. Salah satu ciri utama masuarakat tradisional ialah rasa
hormat yang tinggi yang ditujukan oleh para anggiota masyarakat
kepada orang tua atau seseorang yang dituakan. Pemimpin seperti
ini kebapakan, sebagai tauladan atau panutan masyarakat.
Biasanya tiokoh-toko adat, para ulama dan guru. Pemimpin ini
sangat mengembangkan sikap kebersamaan.
• Indigenous
– Biasanya muncul dari kelompok informal yang didapatkan
dari pelatihan meskipun tidak langsung. Dengan adanya
sistem persaingan dapat menimbulkan perbedaan pendapat
yang seru dari kelompok yang bersangkutan. Bisasayna akan
muncul pemimpin yang mempunyai kelemahan diantara
mereka yang ada dalam kelompok tersebut. Pada situasi ini
peran bakat sangat menonjol sebagai dampak pembawaan
sejak lahir mungkin disebabkan faktor keturunan
Continuum of Leader Behavior
Source: Adapted and reprinted by permission of the Harvard Business
Review. An Exhibit from “How to Choose a Leadership Pattern” by R.
Tannenbaum and W. Schmidt, May-June 1973. Copyright © 1973 by the
President and Fellows and Harvard College; all rights reserved.
Copyright © 2004 Prentice Hall,
Inc. All rights reserved.
EXHIBIT 11.2
11–20
Different Country has Different Style
an Gaya Manajemen Dalam 10 tahun per
Contemporary Views on
Leadership
• Transactional Leadership
– Leaders who guide or motivate their followers in
the direction of established goals by clarifying role
and task requirements.
• Transformational Leadership
– Leaders who inspire followers to transcend their
own self-interests for the good of the organization
by clarifying role and task requirements.
– Leaders who also are capable of having a profound
and extraordinary effect on their followers.
© 2007 Prentice Hall, Inc. All rights reserved.
17–23
Contemporary Views…(cont’d)
• Charismatic Leadership
– An enthusiastic, self-confident leader whose
personality and actions influence people to
behave in certain ways.
– Characteristics of charismatic leaders:
• Have a vision.
• Are able to articulate the vision.
• Are willing to take risks to achieve the vision.
• Are sensitive to the environment and follower
needs.
• Exhibit behaviors that are out of the ordinary.
© 2007 Prentice Hall, Inc. All rights reserved.
17–24
Contemporary Views…(cont’d)
• Visionary Leadership
– A leader who creates and articulates a realistic,
credible, and attractive vision of the future that
improves upon the present situation.
• Visionary leaders have the ability to:
– Explain the vision to others.
– Express the vision not just verbally but through
behavior.
– Extend or apply the vision to different
leadership contexts.
© 2007 Prentice Hall, Inc. All rights reserved.
17–25
Contemporary Views…(cont’d)
• Team Leadership Characteristics
– Having patience to share information
– Being able to trust others and to give up authority
– Understanding when to intervene
• Team Leader’s Job
– Managing the team’s external boundary
– Facilitating the team process
• Coaching, facilitating, handling disciplinary problems,
reviewing team and individual performance, training,
and communication
© 2007 Prentice Hall, Inc. All rights reserved.
17–26
Components
of Motivation
Motivation
Effort
Organizational
Goals
Copyright © 2004 Prentice Hall,
Inc. All rights reserved.
Needs
10–27
9-28
Historical Perspectives on
Employee Motivation
9-29
Classical Theory of Motivation
To improve productivity managers should:
Break down each job into its component tasks
(specialization)
Determine the best way to perform each task
Specify the output to be achieved by a worker
performing the task
Incentives motivate employees to be more
productive
Link workers’ pay directly to their output
9-30
Historical Perspectives on
Employee Motivation
9-31
Hawthorne Studies
Working conditions are
important
However, the
Hawthorne studies,
which were carried out
at the electric company
shown here beginning
in the 1920s, found
that the workers
became more
productive because of
the attention they
received—regardless of
their working
9-32
Maslow’s Hierarchy of Needs
Source: Motivation and Personality, 2nd ed., by A. H. Maslow, 1970.
Reprinted by permission of Prentice Hall, Inc., Upper Saddle River, New Jersey.
Copyright © 2004 Prentice Hall,
Inc. All rights reserved.
EXHIBIT 10.2
10–33
Maslow’s Hierarchy of Needs
9-34
Early Theories Of Motivation
(cont’d)
• Motivation-Hygiene theory
(Herzberg)
– intrinsic factors are related to job
satisfaction and extrinsic factors are
related to job dissatisfaction
• Hygiene factors
– Factors, such as working conditions and salary,
that, when adequate, may eliminate job
dissatisfaction but do not necessarily increase job
satisfaction
• Motivators
– Factors, such
as recognition and growth, that
Copyright © 2004 Prentice Hall,
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increase jobInc.
satisfaction
10–35
Herzberg’s Motivation-Hygiene Theo
EXHIBIT 10.4
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Inc. All rights reserved.
10–36
Two-Factor Theory of Motivation
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Education
8-37
Contrasting Views of SatisfactionDissatisfaction
EXHIBIT 10.5
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Inc. All rights reserved.
10–38
McGregor’s
Theory X and Theory Y
The average person naturally dislikes work and will
avoid it when possible
Most workers must be coerced, controlled, directed, or
threatened with punishment to get them to work
toward the achievement of organizational objectives
The average worker prefers to be directed and to
avoid responsibility, has relatively little ambition, and
wants security
9-39
McGregor’s
Theory X and Theory Y
Theory X style of management focuses on
physiological and security needs and virtually
ignores the higher needs discussed by Maslow
Theory Y assumes:
The expenditure of physical and mental effort in
work is as natural as play or rest
9-40
McGregor’s
Theory X and Theory Y
Theory Y assumptions (continued):
People will exercise self-direction and self-control to
achieve objectives to which they are committed
People will commit to objectives when they realize
that the achievements of those goals will bring them
personal reward
The average person will accept and seek
responsibility
Imagination, ingenuity, and creativity can help solve
organizational problems, but most organizations do
not make adequate use of these characteristics in
their employees
Organizations today do not make full use of workers’
9-41
Theory Z
Incorporates many elements associated with the
Japanese approach to management (trust and intimacy)
but Japanese ideas have been adapted for use in the
U.S.
Results in employees feeling organizational ownership
Research has found that such feelings of ownership may
produce positive attitudinal and behavioral effects for
employees
9-42
Equity Theory
Equity is a subjective notion
Equity theory might explain why many
consumers are upset about CEO compensation
Corporations have now begun to tie CEO
compensation with company performance
Feelings of inequity may underlie some
unethical or illegal behavior in business
9-43
Equity Theory Relationships
EMPLOYEE’S ASSESSMENT
Inequity (underrewarded)
Equity
Inequity (overrewarded)
*Person A is the employee, and Person B is a relevant other or referent.
EXHIBIT 10.6
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Inc. All rights reserved.
10–44
Equity Theory
• When employees perceive an
inequity they may:
– Distort either their own or others’ inputs
or outcomes.
– Behave so as to induce others to change
their inputs or outcomes.
– Behave so as to change their own inputs
or outcomes.
– Choose a different comparison referent.
– Quit their job.
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Inc. All rights reserved.
10–45
Expectancy theory (Vroom)
• A comprehensive theory of
motivation that an individual tends to
act in a certain way, in the
expectation that the act will be
followed by given outcome, and
according to the attractiveness of
that outcome to the individual.
– The extent to which individuals are
motivated to perform to get a reward of
value to them
is
based
on
their
belief
Copyright © 2004 Prentice Hall,
10–46
Inc.
All
rights
reserved.
that their performance will result in the
Expectancy Relationships
(Linkages)
• Effort–performance
– The perceived probability that exerting a given
amount of effort will lead to performance
• Performance–reward
– The belief that performing at a particular level
will lead to the attainment of a desired outcome
• Attractiveness
– The importance placed on the potential outcome
or reward that can be achieved on the job.
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Inc. All rights reserved.
10–47