Slide PSI 209 Pertemuan VIII
MOTIVATION
Motivation
Ability & skills what a worker can do the job
Motivation whether a worker will do the job
properly
Increase motivation increase job performance
Motivation
Traits
Self
esteem
Intrinsic motivation
Need of achievement
Self esteem
How a person views himself as valuable and worthy
Korman’s Consistency Theory
self esteem more motivated better
performance
People with high self esteem actually desire to perform
at high levels
High
Self Esteem
Chronic self-esteem
The
Situational self-esteem / self-efficacy
A
overall feeling about himself
person’s feeling about himself in a particular situation
Socially influenced self-esteem
A
person’s feeling about himself on the basis of the
expectation of others
Self Esteem
Increase self-esteem increase job performance
Self-esteem workshop
How to think positively, discover positive qualities & sharing
positive qualities with others
Experience with success
An easy task success increase self-esteem increase
performance
Galatea effect
Supervisor behavior
To train supervisors to communicate a feeling of confidence
Expectation of other’s performance
Pygmalion effect vs. Golem effect
Intrinsic Motivation
Enjoy performing the actual tasks
Enjoy the challenge of successfully completing the
task
Do not need external reward
Needs
McClelland Thematic Apperception Test (TAT)
Need for achievement
Motivated
by challenging jobs
Need for affiliation
Motivated
by jobs in which they can work with and help
other people
Need for power
Motivated
by a desire to influence other people
Motivation & Value & Expectations
Job Expectations
Realistic
job preview (RJP)
Job Characteristics
Jobs
that are meaningful to them
Jobs that gives them autonomy
Jobs that gives them feedback of the results
Jobs that allows to use a variety of skills
Needs & Values & Wants
Maslow’s Needs Hierarchy
Biological Needs food, water & shelter
Safety Needs psychological & physical safety
Social Needs to work with others, to develop
friendships & to feel needed
Ego Needs recognition & success praise, awards,
promotions
Self-Actualization Needs be all that you can be
to reach his potential
Basic
Maslow’s Theory
Levels five? or two? or three?
Some people do not progress up…
Sequential?
Aldefer’s ERG Theory
Growth
Relatedness
Existence
A person can skip levels
Herzberg’s Two-Factor
Hygiene factors
Job-related
elements
Pay & benefits
Motivators
Job
elements that concern actual tasks & duties
Responsibility
Goal Setting
Goal
Employee
Goals
S
is given a goal motivated to achieve
has to be
- Specific
M - Measureable
A - Attainable
R - Relevant
T – Time-Bound
Feedback
Feedback should be provided to employees on their
progress in reaching their goals
Feedback
best increase performance when it is positive
& informational
Self-regulation
Employees
monitor their own progress toward attaining
goals & make necessary adjustment
Reward
After accomplishing the goals set by the
organization, employees receive reward, incentive,
day offs
Operant
conditioning principles
Reward
Effectiveness:
of the incentive soon after
Contingency of the consequences
Type of incentive meet individual needs / Premarck
Principles reinforcement hieararchy
Individual-based vs. group-based
Positive vs. negative incentives
Fairness
Timing
Motivation
Ability & skills what a worker can do the job
Motivation whether a worker will do the job
properly
Increase motivation increase job performance
Motivation
Traits
Self
esteem
Intrinsic motivation
Need of achievement
Self esteem
How a person views himself as valuable and worthy
Korman’s Consistency Theory
self esteem more motivated better
performance
People with high self esteem actually desire to perform
at high levels
High
Self Esteem
Chronic self-esteem
The
Situational self-esteem / self-efficacy
A
overall feeling about himself
person’s feeling about himself in a particular situation
Socially influenced self-esteem
A
person’s feeling about himself on the basis of the
expectation of others
Self Esteem
Increase self-esteem increase job performance
Self-esteem workshop
How to think positively, discover positive qualities & sharing
positive qualities with others
Experience with success
An easy task success increase self-esteem increase
performance
Galatea effect
Supervisor behavior
To train supervisors to communicate a feeling of confidence
Expectation of other’s performance
Pygmalion effect vs. Golem effect
Intrinsic Motivation
Enjoy performing the actual tasks
Enjoy the challenge of successfully completing the
task
Do not need external reward
Needs
McClelland Thematic Apperception Test (TAT)
Need for achievement
Motivated
by challenging jobs
Need for affiliation
Motivated
by jobs in which they can work with and help
other people
Need for power
Motivated
by a desire to influence other people
Motivation & Value & Expectations
Job Expectations
Realistic
job preview (RJP)
Job Characteristics
Jobs
that are meaningful to them
Jobs that gives them autonomy
Jobs that gives them feedback of the results
Jobs that allows to use a variety of skills
Needs & Values & Wants
Maslow’s Needs Hierarchy
Biological Needs food, water & shelter
Safety Needs psychological & physical safety
Social Needs to work with others, to develop
friendships & to feel needed
Ego Needs recognition & success praise, awards,
promotions
Self-Actualization Needs be all that you can be
to reach his potential
Basic
Maslow’s Theory
Levels five? or two? or three?
Some people do not progress up…
Sequential?
Aldefer’s ERG Theory
Growth
Relatedness
Existence
A person can skip levels
Herzberg’s Two-Factor
Hygiene factors
Job-related
elements
Pay & benefits
Motivators
Job
elements that concern actual tasks & duties
Responsibility
Goal Setting
Goal
Employee
Goals
S
is given a goal motivated to achieve
has to be
- Specific
M - Measureable
A - Attainable
R - Relevant
T – Time-Bound
Feedback
Feedback should be provided to employees on their
progress in reaching their goals
Feedback
best increase performance when it is positive
& informational
Self-regulation
Employees
monitor their own progress toward attaining
goals & make necessary adjustment
Reward
After accomplishing the goals set by the
organization, employees receive reward, incentive,
day offs
Operant
conditioning principles
Reward
Effectiveness:
of the incentive soon after
Contingency of the consequences
Type of incentive meet individual needs / Premarck
Principles reinforcement hieararchy
Individual-based vs. group-based
Positive vs. negative incentives
Fairness
Timing