PPT UEU Teori Perilaku Organisasi Pertemuan 4a

  

ORGANIZATIONAL BEHAVIOR

ORGANIZATIONAL BEHAVIOR

S T E P H E N P. R O B B I N S

S T E P H E N P. R O B B I N S

_{E L E V E N T H E D I T I O N}

_{E L E V E N T H E D I T I O N}

_{W W W . P R E N H A L L . C O M / R O B B I N S W W W . P R E N H A L L . C O M / R O B B I N S}

_{© 2005 Prentice Hall Inc. © 2005 Prentice Hall Inc. PowerPoint Presentation PowerPoint Presentation} Motivation Concepts Pertemuan 4 Muhammad Arief Prodi MIK Fakultas Ilmu-Ilmu Kesehatan

What Is Motivation?

  

Direction

Persistence Intensity

  Key Elements

  1. Intensity: how hard a person tries

  2. Direction: toward beneficial goal

  3. Persistence: how long a person tries Key Elements

  1. Intensity: how hard a person tries

  2. Direction: toward beneficial goal

  3. Persistence: how long a person tries

  Motivation The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.

  What is Motivation? What is Motivation? Hierarchy of Needs Theory (Maslow) Hierarchy of Needs Theory (Maslow)

  Hierarchy of Needs Theory There is a hierarchy of five needs —physiological, safety, social, esteem, and self-actualization; as each need is substantially satisfied, the next need becomes dominant.

  Self-Actualization The drive to become what one is capable of becoming.

  

Maslow’s Hierarchy of Needs

Maslow’s Hierarchy of Needs

  Lower-Order Needs Higher-Order Needs

  Needs that are satisfied Needs that are satisfied externally; physiological internally; social, esteem, and safety needs. and self-actualization

Self

  Self needs.

Esteem

Esteem

Social

Social

Safety

Safety

Physiological

  Physiological _{E X H I B I T 6–1 E X H I B I T 6–1}

  

Assumptions of Maslow’s Hierarchy

Assumptions of Maslow’s Hierarchy

  Movement up the Pyramid

• Individuals cannot move to the next higher level until all needs at the current (lower) level are satisfied.
• Individuals Maslow Application:

  Maslow Application:

  therefore must

  A homeless person A homeless person

  move up the

  will not be motivated to

  hierarchy in order

  will not be motivated to meditate! meditate!

  Theory X Theory X Managers See Workers As… Managers See Workers As… Disliking Work Disliking Work Avoiding Responsibility Avoiding Responsibility Having Little Ambition Having Little Ambition Theory Y Theory Y Managers See Workers As… Managers See Workers As… Enjoying Work Enjoying Work Accepting Responsibility Accepting Responsibility Self-Directed Self-Directed

  Herzberg’s Two-Factor Theory

Herzberg’s Two-Factor Theory

Bottom Line: Satisfaction and Dissatisfaction are not Opposite Ends of the Same Thing! Hygiene

  Motivators: Separate constructs Factors: Hygiene Factors---Extrinsic &

• – •Achievement
• Salary

  Related to Dissatisfaction

• Responsibility
• Work

  Conditions Motivation Factors---Intrinsic –

• Growth

  and Related to Satisfaction

• Company

  Policies Comparison of Satisfiers and Dissatisfiers Comparison of Satisfiers and Dissatisfiers _{Factors characterizing} events on ^{the job that led to} _{extreme job dissatisfaction Factors characterizing events on the job that} led to extreme job _satisfaction

  E X H I B I T 6–2 ^{E X H I B I T 6–2 Source: Reprinted by permission of Harvard Business Review. An exhibit from One More Time: How Do You Motivate Employees? by Frederick Herzberg, September–October 1987. Copyright} _{© 1987 by the President and Fellows of Harvard College: All rights reserved.} Contrasting Views of Satisfaction and Dissatisfaction Contrasting Views of Satisfaction and Dissatisfaction

  E X H I B I T 6–3 ^{E X H I B I T 6–3}

  

David McClelland’s Theory of Needs

David McClelland’s Theory of Needs

  Need for Achievement Need for Affiliation

  The drive to excel, to achieve The desire for friendly in relation to a set of and close personal standards, to strive to relationships. succeed.

  Bottom Line: Need for Power Individuals have

  The need to make others

  different levels of

  behave in a way that they

  needs in each of these

  would not have behaved otherwise.

  areas, and those levels will drive their behavior

Matching High Achievers and Jobs

  Matching High Achievers and Jobs

  E X H I B I T 6–4 ^{E X H I B I T 6–4} Cognitive Evaluation Theory Cognitive Evaluation Theory

  Cognitive Evaluation Theory Providing an extrinsic reward for behavior that had been previously only intrinsically rewarding tends to decrease the overall level of motivation.

  The theory may only be relevant to jobs that are neither extremely dull nor extremely interesting.

  Hint: For this theory, think about how fun it is to read in the summer, but once reading is assigned to you for a grade, you don’t want to do it!

  E X H I B I T 6–5 ^{E X H I B I T 6–5} What Would Herzberg Say? What Would Maslow Say?

  What Would Herzberg Say? What Would Maslow Say?

  Goal-Setting Theory (Edwin Locke) Goal-Setting Theory (Edwin Locke)

Basic Premise: That specific and difficult goals, with self-generated feedback, lead to higher performance. But, the relationship between goals and performance will depend on

• goal commitment
• –“I want to do it & I can do it”
>task characteristics (simple, well-learned)
• national culture

  Management By Objectives Programs

  

Goal Setting in Action: MBO Programs

Goal Setting in Action: MBO Programs

  Management By Objectives Programs

• • Company wide goals & objectives

• Goals aligned at all levels
• Based on Goal Setting Theory<
• Company wide goals &amp; objectives
• Goals aligned at all levels
• Based on Goal Setting Theory

What is MBO?

  What is MBO?

  Key Elements

  1. Goal specificity

  2. Participative decision making

  3. An explicit time period

  4. Performance feedback Key Elements

  1. Goal specificity

  2. Participative decision making

  3. An explicit time period

  4. Performance feedback

  Management by Objectives (MBO) A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress.

Cascading of Objectives

  Cascading of Objectives

  E X H I B I T 6–1 ^{E X H I B I T 6–1} Linking MBO and Goal-Setting Theory Linking MBO and Goal-Setting Theory

  MBO Goal-Setting Theory

  Goal Specificity Yes Yes Goal Difficulty Yes Yes Feedback Yes Yes Participation Yes No

  (qualified) Why MBOs Fail

Why MBOs Fail

• Unrealistic expectations about MBO results
• Lack of commitment by top management
• Failure to allocate reward properly
• Cultural incompatibilities

  Self-Efficacy Self-Efficacy

• An individual’s feeling that s/he can

  complete a task (e.g. “I know I can!”)

• Enhances probability that goals will

  be achieved

  Not to be confused with: Self Esteem, which is….

  Individuals’ degree of liking or disliking themselves.

  

Self-Efficacy and Goal Setting

Self-Efficacy and Goal Setting Four Ways of Increasing Self Efficacy Four Ways of Increasing Self Efficacy

  (Bandura) (Bandura)

  1. Enactive Mastery

  2. Vicarious Modeling

  3. Verbal Persuasion

  4. Arousal

Note: Basic Premise/Mechanism of Pygmalion and

  

Galatea Effects Reinforcement Theory Reinforcement Theory

  Argues that behavior is a function of its consequences.

Assumptions: •Behavior is environmentally caused

Assumptions: •Behavior is environmentally caused

• Behavior can be modified (reinforced) by providing (controlling) consequences.
• Reinforced behavior tends to be repeated.
• Behavior can be modified (reinforced) by providing (controlling) consequences.
• Reinforced behavior tends to be repeated.

Equity Theory Equity Theory

  Referent Comparisons: Self-inside Self-outside Other-inside Other-outside

Referent

Comparisons: Self-inside Self-outside Other-inside Other-outside

  Equity Theory Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.

Equity Theory (cont’d)

  Equity Theory (cont’d)

  E X H I B I T 6–8 ^{E X H I B I T 6–8}

Equity Theory (cont’d)

  Equity Theory (cont’d)

  Choices for dealing with inequity:

  1. Change inputs (slack off)

  2. Change outcomes (increase output)

  3. Distort/change perceptions of self

  4. Distort/change perceptions of others

  5. Choose a different referent person

  6. Leave the field (quit the job) Choices for dealing with inequity:

  1. Change inputs (slack off)

  2. Change outcomes (increase output)

  

3. Distort/change perceptions of self

  4. Distort/change perceptions of others

  

5. Choose a different referent person

  6. Leave the field (quit the job)

Equity Theory (cont’d)

  Equity Theory (cont’d)

  Propositions relating to inequitable pay:

  

1. Overrewarded hourly employees produce

more than equitably rewarded employees.

  2. Overrewarded piece-work employees produce less, but do higher quality piece work.

  3. Underrewarded hourly employees produce lower quality work.

  4. Underrewarded employees produce larger quantities of lower-quality piece work than equitably rewarded employees. Propositions relating to inequitable pay:

  

1. Overrewarded hourly employees produce

more than equitably rewarded employees.

  2. Overrewarded piece-work employees produce less, but do higher quality piece work.

  

3. Underrewarded hourly employees produce

lower quality work.

  

4. Underrewarded employees produce larger

quantities of lower-quality piece work than equitably rewarded employees.

  

Justice and Equity Theory

Justice and Equity Theory

  Three types of Justice

Three types of Justice

  Distributive Justice Procedural Justice Perceived fairness of the The perceived fairness of outcome (the final the process used to distribution). determine the outcome (the final distribution). “Who got what?”

  “How was who gets what decided?” Interactional Justice

  The degree to which one is treated with dignity and respect. “Was I treated well?”

  Expectancy Theory Expectancy Theory

  Ethical Values and Ethical Values and Behaviors of Leaders Behaviors of Leaders Bottom line

• All three links between the boxes must be intact or motivation will not occur. Thus,
• Individuals must feel that if they try, they can perform

  And

• If they perform, they will be rewarded

  And

• When they are rewarded, the reward will be something they care about

Chapter Check-Up: Motivation

  Elizabeth’s boss starts out the day each morning saying, “Bet you wish you didn’t have to be here, huh?” Knowing this, which theory gives us insight as to why Elizabeth may not be motivated at work?

Chapter Check-Up: Motivation

  Elizabeth’s boss my well be a Theory X manager, as s/he assumes employees don’t like work and/or want to be there.

Chapter Check-Up: Motivation

  If you study really hard and only get a B on an exam, but your classmate barely studies at all and gets an A, what theory will help explain why you feel less motivated to go to class?

Chapter Check-Up: Motivation

  What theory would say that this man, who knows

he works hard and is performing well, will be

motivated by a gym membership for being a high performer?

Chapter Check-Up: Motivation Expectancy Theory

  

Would a gym membership

be considered a motivator

or hygiene factor, according to Herzberg?

Discuss with a classmate.

  

Putting It All Together

Putting It All Together