MOTIVASI

DALAM ORGANISASI

Tatik Suryani

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Proses Motivasi
Needs and drives

ENVIRONMENT

Tension
NEEDS SATISFACTION

GOALS AND OPPORTUNITY

INCENTIVES
EFFORT

PERFORMANCE ABILITY

REWARDS
 Motivation: Its Basic Components
Arousal Direction Maintenance Goal

Desire to Good
make a good Work extra hard Persist impression
impression made

DIRECTION AND FOCUS OF THE BEHAVIOR

LEVEL OF THE EFFORT PROVIDED
PERSISTENCE OF THE BEHAVIOR
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 SIFAT DARI MOTIVASI
KEBUTUHAN TIDAK PERNAH TERPUASKAN

KEBUTUHAN BARU MUNCUL SETELAH

KEBUTUHAN LAMA TERPENUHI

KEBERHASILAN PENCAPAIAN TUJUAN

MEMPENGARUHI PERILAKU BERIKUTNYA

MOTIF BERSIFAT MAJEMUK

KEBUTUHAN ANTAR INDIVIDU BERBEDA

BEBERAPA MOTIF TIDAK DISADARI INDIVIDU

 TEORI MOTIVASI

TEORI ISI TEORI PROSES

•TEORI TRIO OF NEEDS-- DRIVES
•HIRARKI KEBUTUHAN
•TEORI GOAL SETTING
•TEORI MODEL ERG
•TEORI DUA FAKTOR •TEORI EXPECTANCY MODEL
•TEORI EQUITY
 A trio of Needs ---
MOTIVATIONAL DRIVES

POWER ACHIEVEMENT

AFFILIATION
Maslow’s Hierarchy of Needs
Self
Actualization

Esteem

Social

Safety

Physiological
 PERBANDINGAN
Growth needs

5. Self-actualization needs
• Growth needs
4. Esteem needs
Deficiency Needs

3. Social needs • Relatedness needs

2. Safety needs
• Existence needs

1. Physiological needs

Maslow’s need hierarchy theory Alderfer’s ERG theory

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 TEORI ERG (Aldefer)
Relatedness Needs

Existence Needs Growth Needs

Satisfaction/Progression
Frustration/Regression
Satisfaction/Strengthening
 TEORI DUA FAKTOR
(HERZBERG)
MOTIVATOR PEMELIHARAAN
• PRESTASI • KEBIJAKAN PERUSAHAAN
• PENGAKUAN DAN ADM
• PEKERJAAN ITU SENDIRI • PENGAWASAN
• TANGGUNG JAWAB • GAJI
• PENGUASAAN • HUBUNGAN
INTERPERSONAL
• KONDISI PEKERJAAN
• KEAMANAN KERJA
• STATUS
 Discussion:
• What types of incentives would motivate
employees
• How can employers satisfy employees’
needs
• Would the same type of incentives or
rewards satisfy all employees?
MODEL MOTIVASI PRESTASI
KERJA
ketrampilan
Input individu
Pl yg termotivasi
Fokus
Kesadaran akan kebut Intensitas
Perhatian dan arahan  intensitas Kualitas
Durasi
Konteks Pek

prestasi
Determinants of Job Performance

Willingness
to perform

Performance

Capacity Opportunity
to perform to perform
 The Equity Theory of Motivation

OP = ORP
(equity)
IP IRP

A person (P) with

Compares his or OP ORP
certain input (I) <
her input/output And IP IRP (inequity)
and receiving
ratio to reference perceives
certain outcomes
person (RP)
(O)
OP ORP
IP > IRP (inequity)

IP — Inputs of the person.

OP — Outputs of the person.
IRP — Inputs of reference person.
ORP — Outputs of reference person.
 EQUITY Theory

If Inputs = Outputs Satisfaction

Effort, Rewards O
Motivation, Bonus =1
Performance, Promotions I
Skills, Pay Raise
Expertise Recognition
 Compare I/O ratios to others

Self Other

Output Output
= Satisfaction
Input Input
 Examples of Equity
1. 2.
Self Other Self Other

4 4 4 8

4 4 4 8

3. Self Other 4. 5.
Self Other Self Other

4 4 4 8 2 4

2 2 2 4 4 8
 CONTOH KETIDAKADILAN
1. Underpayment = Self O/I < Other O/I
Example
Self Other
4 8

4 4

2. Overpayment = Self O/I < Other O/I

Example
Self Other
4 2

4 4
 POSSIBLE REACTIONS TO INEQUITY:
A SUMMARY
TYPE OF REACTION
Behavioral
Type of Inequity (what you can do is...)
Overpayment Raise your inputs (e.g., work
inequity harder), or lower your outcomes
(e.g. work through a paid
vacation)
Underpayment Lower your inputs (e.g., reduce
inequity effort), or raise your outcomes
e.g., get a raise in pay)
Psychological
(what you can think is...)
Convince yourself that your
outcomes are deserved
based on your inputs (e.g.,
rationalize that you work
harder than others and so
you deserve more pay)
Convince yourself that oth-
ers’ inputs are really higher
than your own (e.g., ration-
alize that the comparison
worker is really more quali-
fied and so deserves
higher outcomes)
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 Expectancy Theory

People will be motivated to engage in

a behavior (make a choice) to the
degree that they believe that the
behavior will lead to a valued outcome
 Expectancy Theory
Effort Skills and
Expectancy abilities

Performance X
Instru- Job
mentality Motivation Performance
Rewards X
Valence of
Rewards Role perceptions
and opportunities

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 Expectancy Model:
Components
Expectancy: The degree to which you
expect that hard work (effort)
will lead to good performance
or high accomplishments
Instrumentality: The perception that if you
perform well you will be
rewarded
Valence: How much do you value the
rewards you may receive
 Expectancy Theory
• Force: the motivation to choose a
particular course of action.
Force  E  (V * I )
Where: E= Expectancy (probability that effort leads to
performance)
V=Valence (rating of how satisfying various rewards
will be)
I=Instrumentality (relationship between taking this
option and gaining this reward)
 Application of Expectancy
Theory
• Clarify expectancies between effort and
performance and follow through with
rewards.
– Pay for performance
– Stock option plans and other incentive
programs
• Provide valued rewards
– Cafeteria-style benefits
 Motivating Jobs Through Job
Redesign
• Scientifically managed jobs: boring,
repetitive, few skills utilized
• Job Enlargement: add more tasks of similar
skill level to the job Horizontal Loading
• Job Enrichment: add more responsibility
and autonomy to the job Vertical Loading
 Job Enlargement and Job Enrichment: A Comparison
(high)
Enlarged Job

Level of Responsibility
(vertical job loading)
Job enlargement adds more tasks
at the same level of responsibility.

(high)
Task Task Task Task
Level of Responsibility

2 3 4
(vertical job loading)

1
Standard Job (low)
(low) Number of Tasks (high)
(horizontal job loading)
(high)
Level of Responsibility
Task Task (vertical job loading) Enhanced Job
1 2 Job enrichment adds
(low)
more responsibility
to the same number
(low) Number of Tasks (high) Task Task
(horizontal job loading)
of tasks.
1 2

(low)
(low) Number of Tasks (high)
(horizontal job loading)
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 Job Characteristics model
Job Characteristics Critical Psyc. States Job Outcomes

Skill Variety Experienced Internal work

Task Identity }
Task Significance
Meaningfulness of
Work
motivation
Job satisfaction
Growth
Responsibility for Satisfaction
Autonomy work outcomes Low absenteeism
High quality
Feedback Knowledge of performance
Results

Growth Need Strength

 Enriching Jobs: Some Suggestions From
the Job Characteristics Model

Principles of Job Description Core Job Dimensions

Incorporated

1. Combines jobs enabling worker to perform Skill variety

the entire job Task identity

2. Establishes client relationships allowing providers Skill variety

of a service to meet the recipients Autonomy
Feedback

3. Load jobs vertically allowing greater responsibility Autonomy

an control over work

4. Open feedback channels giving workers knowledge Feedback

of the results of their work

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 Goal Setting
People’s Behavior is Guided by Intentions
• Goals provide direction Specific goals
are more effective
• Goals mobilize behavior Difficult goals
generate more effort
• Goals meningkatkan ketekunan
• Mendorong pengemb strategi pencapaian
tujuan
• Feedback about goal attainment sustains
behavior.
 Factors Determining whether Goal-setting
Leads to High Performance
Individual Differences
1. Need for achievement
2. Anxiety
3. Education level

Task-Goal Attributes
1. Goal specificity Effects of
2. Goal difficulty Goal-Setting on
3. Participation in Employee
goal-setting Performance
4. Feedback on goal effort
5. Peer competition
6. Goal acceptance
Situational Factors
1. Reward system
2. Past history of goal
successes
3. Technology
4. Nature of product
5. Supervisory behavior
 APLIKASI
• INFORMASI PERLU DIGALI DARI
BERBAGAI SUMBER
• PENETAPAN TUJUAN HARUS SMART
• ADANYA PERBEDAAN INDIVIDUAL
• PERLUNYA DUKUNGAN KOMITMEN
ATAS TUJUAN YG DITETAPKAN
 Teori penetapan tujuan

S : SPECIFIC
M : MEASURABLE
A : ATTAINABLE/ ACHIEVABLE
R ; REALISTIC/ RESULT ORIENTED
T : TIME BOUND--- KAPAN