motivasi

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MOTIVASIMOTIVASI

Presented by ;Presented by ;

Prof. DR. Eka Afnan TroenaProf. DR. Eka Afnan Troena

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What Is Motivation?What Is Motivation?

MotivationMotivation– The processes that account for an individual’s The processes that account for an individual’s

willingness to exert high levels of willingness to exert high levels of efforteffort to to reach reach organizational goalsorganizational goals, conditioned by the , conditioned by the effort’s ability to satisfy some individual effort’s ability to satisfy some individual needneed..

» Effort: a measure of intensity or drive.Effort: a measure of intensity or drive.» Direction: toward organizational goalsDirection: toward organizational goals» Need: personalized reason to exert effortNeed: personalized reason to exert effort

– Motivation works best when individual needs Motivation works best when individual needs are compatible with organizational goals.are compatible with organizational goals.

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NeedNeed– An internal state that makes certain outcomes appear An internal state that makes certain outcomes appear

attractive.attractive.– An unsatisfied need creates tension which is reduced An unsatisfied need creates tension which is reduced

by an individual’s efforts to satisfy the need.by an individual’s efforts to satisfy the need. Early Theories of MotivationEarly Theories of Motivation

– Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs– MacGregor’s Theories X and YMacGregor’s Theories X and Y– Herzberg’s Motivation-Hygiene TheoryHerzberg’s Motivation-Hygiene Theory

What Is Motivation?What Is Motivation?

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Maslow’s Hierarchy of Needs TheoryMaslow’s Hierarchy of Needs Theory– Needs were categorized as five levels of lower- to Needs were categorized as five levels of lower- to

higher-order needs.higher-order needs.» Individuals must satisfy lower-order needs before they can Individuals must satisfy lower-order needs before they can

satisfy higher order needs.satisfy higher order needs.» Satisfied needs will no longer motivate.Satisfied needs will no longer motivate.» Motivating a person depends on knowing at what level Motivating a person depends on knowing at what level

that person is on the hierarchy.that person is on the hierarchy.

– Hierarchy of needsHierarchy of needs» Lower-order (external): physiological, safetyLower-order (external): physiological, safety» Higher-order (internal): social, esteem, self-actualizationHigher-order (internal): social, esteem, self-actualization

Early Theories of MotivationEarly Theories of Motivation

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McGregor’s Theory X and Theory YMcGregor’s Theory X and Theory Y– Theory XTheory X

» Assumes that workers have little ambition, dislike Assumes that workers have little ambition, dislike work, avoid responsibility, and require close work, avoid responsibility, and require close supervision.supervision.

– Theory YTheory Y» Assumes that workers can exercise self-direction, desire Assumes that workers can exercise self-direction, desire

responsibility, and like to work.responsibility, and like to work.

– Motivation is maximized by participative decision Motivation is maximized by participative decision making, interesting jobs, and good group relations.making, interesting jobs, and good group relations.


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Herzberg’s Motivation-Hygiene TheoryHerzberg’s Motivation-Hygiene Theory– Job satisfaction and job dissatisfaction are Job satisfaction and job dissatisfaction are

created by different factors.created by different factors.» Hygiene factors:Hygiene factors: extrinsic (environmental) factors extrinsic (environmental) factors

that create job dissatisfaction.that create job dissatisfaction.

» Motivators:Motivators: intrinsic (psychological) factors that intrinsic (psychological) factors that create job satisfaction. create job satisfaction.

Elements : achievement, recognition, job itself, Elements : achievement, recognition, job itself, advancement, growthadvancement, growth


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– Attempted to explain why job satisfaction does Attempted to explain why job satisfaction does not result in increased performance.not result in increased performance.

» The opposite of satisfaction is not dissatisfaction, The opposite of satisfaction is not dissatisfaction, but rather no satisfaction.but rather no satisfaction.

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Contemporary Theories of Contemporary Theories of MotivationMotivation

Three-Needs TheoryThree-Needs Theory Goal-Setting TheoryGoal-Setting Theory Reinforcement TheoryReinforcement Theory Designing Motivating JobsDesigning Motivating Jobs Equity TheoryEquity Theory Expectancy TheoryExpectancy Theory

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achievementachievement

recognitionrecognition

work itselfwork itself

responsibilityresponsibility

advancementadvancement

growthgrowth

Company policy & admCompany policy & adm

SupervisionSupervision

Relationship w/ suprvRelationship w/ suprv

Work conditionWork condition

SalarySalary

Relationship w/ peersRelationship w/ peers

Personal lifePersonal life

Relationship w/ subordinatesRelationship w/ subordinates

StatusStatus

securitysecurity

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Motivation and NeedsMotivation and Needs

Three-Needs TheoryThree-Needs Theory– There are three major acquired needs that are There are three major acquired needs that are

major motives in work.major motives in work.– Need for achievement (nAch)Need for achievement (nAch)

» The drive to excel and succeedThe drive to excel and succeed

– Need for power (nPow)Need for power (nPow)» The need to influence the behavior of othersThe need to influence the behavior of others

– Need of affiliation (nAff)Need of affiliation (nAff)» The desire for interpersonal relationshipsThe desire for interpersonal relationships

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Motivation and GoalsMotivation and Goals

Goal-Setting TheoryGoal-Setting Theory– Proposes that setting goals that are accepted, specific, Proposes that setting goals that are accepted, specific,

and challenging yet achievable will result in higher and challenging yet achievable will result in higher performance than having no or easy goals.performance than having no or easy goals.

Benefits of Participation in Goal-SettingBenefits of Participation in Goal-Setting– Increases the acceptance of goals.Increases the acceptance of goals.

– Fosters commitment to difficult, public goals.Fosters commitment to difficult, public goals.

– Provides for self-feedback (internal locus of control) Provides for self-feedback (internal locus of control) that guides behavior and motivates performance (self-that guides behavior and motivates performance (self-efficacy).efficacy).

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Motivation and BehaviorMotivation and Behavior

Reinforcement TheoryReinforcement Theory– Assumes that a desired behavior is a function of Assumes that a desired behavior is a function of

its consequences, is externally caused, and if its consequences, is externally caused, and if reinforced, is likely to be repeated.reinforced, is likely to be repeated.

» Positive reinforcement is preferred for its long-term Positive reinforcement is preferred for its long-term effects on performanceeffects on performance

» Ignoring undesired behavior is better than Ignoring undesired behavior is better than punishment which may create additional punishment which may create additional dysfunctional behaviors.dysfunctional behaviors.

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Designing Motivating JobsDesigning Motivating Jobs

Job DesignJob Design– The way into which tasks can be combined to form The way into which tasks can be combined to form

complete jobs.complete jobs.– Factors influencing job design:Factors influencing job design:

» Changing organizational environment/structureChanging organizational environment/structure» The organization’s technologyThe organization’s technology» Employees’ skill, abilities, and preferencesEmployees’ skill, abilities, and preferences

– Job enlargementJob enlargement» Increasing the scope (number of tasks) in a job.Increasing the scope (number of tasks) in a job.

– Job enrichmentJob enrichment» Increasing responsibility and autonomy (depth) in a job.Increasing responsibility and autonomy (depth) in a job.

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Job Characteristics Model (JCM)Job Characteristics Model (JCM)– A conceptual framework for designing motivating jobs A conceptual framework for designing motivating jobs

that create meaningful work experiences that satisfy that create meaningful work experiences that satisfy employees’ growth needs.employees’ growth needs.

– Five primary job characteristics:Five primary job characteristics:» Skill variety: how many skills and talents are needed?Skill variety: how many skills and talents are needed?

» Task identity: does the job produced a completed work?Task identity: does the job produced a completed work?

» Task significance: how important is the job?Task significance: how important is the job?

» Autonomy: how independence do the jobholder have?Autonomy: how independence do the jobholder have?

» Feedback: do workers know how well they are doing?Feedback: do workers know how well they are doing?

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Suggestions for Using the JCMSuggestions for Using the JCM– Combine tasks (job enlargement) to create more Combine tasks (job enlargement) to create more

meaningful work.meaningful work.– Create natural work units to make employees’ work Create natural work units to make employees’ work

important and whole.important and whole.– Establish external and internal client relationships to Establish external and internal client relationships to

provide feedback.provide feedback.– Expand jobs vertically (job enrichment) by giving Expand jobs vertically (job enrichment) by giving

employees more autonomy.employees more autonomy.– Open feedback channels to let employees know how Open feedback channels to let employees know how

well they are doing.well they are doing.

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Motivation and PerceptionMotivation and Perception

Equity TheoryEquity Theory– Proposes that employees perceive what they get from a Proposes that employees perceive what they get from a

job situation (outcomes) in relation to what they put in job situation (outcomes) in relation to what they put in (inputs) and then compare their inputs-outcomes ratio (inputs) and then compare their inputs-outcomes ratio with the inputs-outcomes ratios of relevant others.with the inputs-outcomes ratios of relevant others.

» If the ratios are perceived as equal then a state of equity If the ratios are perceived as equal then a state of equity (fairness) exists.(fairness) exists.

» If the ratios are perceived as unequal, inequity exists and the If the ratios are perceived as unequal, inequity exists and the person feels under- or over-rewarded.person feels under- or over-rewarded.

» When inequities occur, employees will attempt to do When inequities occur, employees will attempt to do something to rebalance the ratios (seek justice).something to rebalance the ratios (seek justice).

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Equity Theory (cont’d)Equity Theory (cont’d)– Employee responses to perceived inequities:Employee responses to perceived inequities:

» Distort own or others’ ratios.Distort own or others’ ratios.

» Induce others to change their own inputs or outcomes.Induce others to change their own inputs or outcomes.

» Change own inputs (increase or decrease efforts) or outcomes Change own inputs (increase or decrease efforts) or outcomes (seek greater rewards).(seek greater rewards).

» Choose a different comparison (referent) other (person, Choose a different comparison (referent) other (person, systems, or self).systems, or self).

» Quit their job.Quit their job.

– Employees are concerned with both the absolute and Employees are concerned with both the absolute and relative nature of organizational rewards.relative nature of organizational rewards.

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Equity Theory (cont’d)Equity Theory (cont’d)– Distributive justiceDistributive justice

» The perceived fairness of the amount and allocation The perceived fairness of the amount and allocation of rewards among individuals (i.e., who received of rewards among individuals (i.e., who received what).what).

Influences an employee’s satisfaction.Influences an employee’s satisfaction.

– DistributiveDistributive» The perceived fairness of the process use to The perceived fairness of the process use to

determine the distribution of rewards (i.e., how who determine the distribution of rewards (i.e., how who received what).received what).

Affects an employee’s organizational commitment.Affects an employee’s organizational commitment.

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Motivation, Perception, and Motivation, Perception, and BehaviorBehavior

Expectancy TheoryExpectancy Theory– States that an individual tends to act in a certain way States that an individual tends to act in a certain way

based on the expectation that the act will be followed based on the expectation that the act will be followed by a given outcome and on the attractiveness of that by a given outcome and on the attractiveness of that outcome to the individual.outcome to the individual.

– Key to the theory is understanding and managing Key to the theory is understanding and managing employee goals and the linkages among and between employee goals and the linkages among and between effort, performance and rewards.effort, performance and rewards.

» Effort:Effort: employee abilities and training/development employee abilities and training/development

» Performance:Performance: valid appraisal systems valid appraisal systems

» Rewards (goals):Rewards (goals): understanding employee needs understanding employee needs

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Motivation, Perception, and Motivation, Perception, and BehaviorBehavior

Expectancy RelationshipsExpectancy Relationships– Expectancy (effort-performance linkage)Expectancy (effort-performance linkage)

» The perceived probability that an individual’s effort will result The perceived probability that an individual’s effort will result in a certain level of performance.in a certain level of performance.

– InstrumentalityInstrumentality» The perception that a particular level of performance will The perception that a particular level of performance will

result in the attaining a desired outcome (reward).result in the attaining a desired outcome (reward).

– ValenceValence» The attractiveness/importance of the performance reward The attractiveness/importance of the performance reward

(outcome) to the individual.(outcome) to the individual.

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Motivation Models Porter and LawlerMotivation Models Porter and Lawler

Value of Reward

Effort

Perceived effort reward

profitability

Abilities andtraits

Satisfaction

Role Perceptions

IntrinsicReward

PerceivedEquitable reward

Extrinsic Reward

Performance

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Current Issues in MotivationCurrent Issues in Motivation

Cross-Cultural ChallengesCross-Cultural Challenges– Motivational programs are most applicable in Motivational programs are most applicable in

cultures where individualism and quality of life cultures where individualism and quality of life are cultural characteristicsare cultural characteristics

» Uncertainty avoidance of some cultures inverts Uncertainty avoidance of some cultures inverts Maslow’s needs hierarchy.Maslow’s needs hierarchy.

» The need for achievement (nAch) is lacking in other The need for achievement (nAch) is lacking in other cultures.cultures.

» Collectivist cultures view rewards as “entitlements” Collectivist cultures view rewards as “entitlements” to be distributed based on individual needs, not to be distributed based on individual needs, not individual performance.individual performance.

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Cross-Cultural ConsistenciesCross-Cultural Consistencies– Interesting work is widely desired, as is growth, Interesting work is widely desired, as is growth,

achievement, and responsibility.achievement, and responsibility. Motivating Unique Groups of WorkersMotivating Unique Groups of Workers

– Motivating a diverse workforce through Motivating a diverse workforce through flexibility:flexibility:

» Men desire more autonomy than do women.Men desire more autonomy than do women.

» Women desire to learning opportunities, flexible Women desire to learning opportunities, flexible work schedules, and good interpersonal relations.work schedules, and good interpersonal relations.

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Flexible Work/Job schedulesFlexible Work/Job schedules– Compressed work weekCompressed work week

» Longer daily hours, but fewer daysLonger daily hours, but fewer days

– Flexible work hours (flextime)Flexible work hours (flextime)» Specific weekly hours with varying arrival, departure, lunch Specific weekly hours with varying arrival, departure, lunch

and break times around certain core hours during which all and break times around certain core hours during which all employees must be present.employees must be present.

– Job SharingJob Sharing» Having two or more people split a full-time job.Having two or more people split a full-time job.

– TelecommutingTelecommuting» Having employees work from home using computer links.Having employees work from home using computer links.

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Motivating ProfessionalsMotivating Professionals– Characteristics of professionalsCharacteristics of professionals

» Strong and long-term commitment to their field of Strong and long-term commitment to their field of expertise.expertise.

» Loyalty is to their profession, not to the employerLoyalty is to their profession, not to the employer» Have the need to regularly update their knowledgeHave the need to regularly update their knowledge» Don’t define their workweek as 8:00 am to 5:00 pm.Don’t define their workweek as 8:00 am to 5:00 pm.

– Motivators for professionalsMotivators for professionals» Job challengeJob challenge» Organizational support of their workOrganizational support of their work

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Motivating Contingent WorkersMotivating Contingent Workers– Opportunity to become a permanent employee.Opportunity to become a permanent employee.– Opportunity for trainingOpportunity for training– Equity in compensation and benefitsEquity in compensation and benefits

Motivating Low-Skilled, Minimum-Wage Motivating Low-Skilled, Minimum-Wage EmployeesEmployees– Employee recognition programsEmployee recognition programs– Providing sincere praiseProviding sincere praise

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Designing Appropriate Rewards ProgramsDesigning Appropriate Rewards Programs– Open-book managementOpen-book management

» Involving employees in workplace decision by opening up the Involving employees in workplace decision by opening up the financial statements of the employer.financial statements of the employer.

– Employee recognition programsEmployee recognition programs» Giving personal attention and expressing interest, approval, Giving personal attention and expressing interest, approval,

and appreciation for a job well done.and appreciation for a job well done.

– Pay-for-performancePay-for-performance» Variable compensation plans that reward employees on the Variable compensation plans that reward employees on the

basis of their performance:basis of their performance: Piece rates, wage incentives, profit-sharing, and lump-sum Piece rates, wage incentives, profit-sharing, and lump-sum

bonusesbonuses

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Designing Appropriate Rewards Programs Designing Appropriate Rewards Programs (cont’d)(cont’d)– Stock option programsStock option programs

» Using financial instruments (in lieu of monetary Using financial instruments (in lieu of monetary compensation) that give employees the right to compensation) that give employees the right to purchase shares of company stock at a set (option) purchase shares of company stock at a set (option) price.price.

» Options have value if the stock price rises above the Options have value if the stock price rises above the set price; they are worthless if the stock price falls set price; they are worthless if the stock price falls below the option price.below the option price.

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From Theory to Practice: From Theory to Practice: Guidelines for Motivating Guidelines for Motivating

EmployeesEmployees Recognize individual Recognize individual

differencesdifferences

Match people to jobsMatch people to jobs

Use goalsUse goals

Ensure that goals are Ensure that goals are perceived as attainableperceived as attainable

Individualize rewardsIndividualize rewards

Link rewards to Link rewards to performanceperformance

Check the system for Check the system for equityequity

Use recognitionUse recognition

Don’t ignore moneyDon’t ignore money

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Job DesignJob Design– The way into which tasks can be combined to form The way into which tasks can be combined to form

complete jobs.complete jobs.– Factors influencing job design:Factors influencing job design:

» Changing organizational environment/structureChanging organizational environment/structure» The organization’s technologyThe organization’s technology» Employees’ skill, abilities, and preferencesEmployees’ skill, abilities, and preferences

– Job enlargementJob enlargement» Increasing the scope (number of tasks) in a job.Increasing the scope (number of tasks) in a job.

– Job enrichmentJob enrichment» Increasing responsibility and autonomy (depth) in a job.Increasing responsibility and autonomy (depth) in a job.

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KepemimpinanKepemimpinan

Proses untuk mendorong dan membantu Proses untuk mendorong dan membantu orang lain untuk bekerja secara antusias orang lain untuk bekerja secara antusias dalam pencapaian tujuandalam pencapaian tujuan

Kepemimpinan yang berhasil bergantung Kepemimpinan yang berhasil bergantung pada perilaku, ketrampilan, tindakan yang pada perilaku, ketrampilan, tindakan yang tepat, bukan pada ciri pribaditepat, bukan pada ciri pribadi

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Ketrampilan PemimpinKetrampilan Pemimpin

Ketrampilan teknis ; mengacu pada Ketrampilan teknis ; mengacu pada pengetahuan dan ketrampilan pengetahuan dan ketrampilan

Ketrampilan manusiawi ; kemampuan Ketrampilan manusiawi ; kemampuan bekerja secara efektif dengan orang-orang bekerja secara efektif dengan orang-orang dan membina kerja timdan membina kerja tim

Ketrampilan konseptual ; kemampuan Ketrampilan konseptual ; kemampuan untuk berpikir dalam kaitannya dengan untuk berpikir dalam kaitannya dengan model, kerangka, hubungan yang luasmodel, kerangka, hubungan yang luas

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MODEL KEPEMIMPINAN DGN MODEL KEPEMIMPINAN DGN PENEKANAN PADA PERAN PENEKANAN PADA PERAN

KEKUASAANKEKUASAAN

SUMBER KEKUASAAANDAN PERSEPSI

Tujuan :perolehan

FAKTORMODERATOR YG

MUNGKIN

1.Sumber kekuasaan: tempat, waktu, informasi, efisiensi2.Tipe kekuasaan ygDipersepsi:Position, reward, Punishment, expert,referent

- Gaya kepemimpinan dan pengalaman- Kebutuhan dan

Pengalaman pengikut- Situasi

- Hasil karya keorganisasian dan

Individu- kepuasan

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GAYA KEPEMIMPINAN GAYA KEPEMIMPINAN SITUASIONALSITUASIONAL

Tinggi dukungandan rendah pengarahan

(P3)

Tinggi pengarahandan tinggi dukungan

(P2)

Rendah dukungandan rendah pengarahan

(P4)

Tinggi pengarahandan rendah dukungan

(P1)

Rendah – perilaku

Mendukung - tinggi

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P 1P 1

DIREKTIF TINGGI DAN SUPORTIF DIREKTIF TINGGI DAN SUPORTIF RENDAHRENDAH

KOMUNIKASI 1 ARAH, PIMPINAN KOMUNIKASI 1 ARAH, PIMPINAN MEMBATASI PERAN BAWAHANMEMBATASI PERAN BAWAHAN

PEMECAHAN MASALAH DAN PENGM PEMECAHAN MASALAH DAN PENGM KEPUTUSAN TANGGUNGJWB KEPUTUSAN TANGGUNGJWB PEMIMPINPEMIMPIN

PEKERJAAN DIAWASI KETATPEKERJAAN DIAWASI KETAT DISEBUT JH TIPE TELLINGDISEBUT JH TIPE TELLING

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P 2P 2

DIREKTIF DAN SUPORTIF TINGGIDIREKTIF DAN SUPORTIF TINGGI KOMUNIKASI 2 ARAH DAN KOMUNIKASI 2 ARAH DAN

MEMBERIKAN DUKUNGAN KPD MEMBERIKAN DUKUNGAN KPD BAWAHANBAWAHAN

PEMIMPIN MAU MENDENGAR PEMIMPIN MAU MENDENGAR KELUHAN & PERASAAN BAWAHAN KELUHAN & PERASAAN BAWAHAN MENGENAI KEPUTUSANMENGENAI KEPUTUSAN

DISEBUT JG TIPE SELLINGDISEBUT JG TIPE SELLING

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P 3P 3

SUPORTIF TINGGI DAN DIREKTIF SUPORTIF TINGGI DAN DIREKTIF RENDAHRENDAH

PENGAMBILAN KEPUTUSAN PENGAMBILAN KEPUTUSAN PIMPINAN DAN BAWAHAN PIMPINAN DAN BAWAHAN SEIMBANGSEIMBANG

KOMUNIKASI 2 ARAH MENINGKATKOMUNIKASI 2 ARAH MENINGKAT

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P 4P 4

DIREKTIF DAN SUPORTIF RENDAHDIREKTIF DAN SUPORTIF RENDAH MENDISKUSIKAN MASALAH YG MENDISKUSIKAN MASALAH YG

DIHADAPI DGN BAWAHANDIHADAPI DGN BAWAHAN PENGAMBILAN KEPUTUSAN OLH PENGAMBILAN KEPUTUSAN OLH

BAWAHANBAWAHAN BAWAHAN MENETUKAN LANGKAH-BAWAHAN MENETUKAN LANGKAH-

LANGKAH BGMN PENG. KEPUTUSANLANGKAH BGMN PENG. KEPUTUSAN

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LIMA PENDEKATAN SITUASIONAL LIMA PENDEKATAN SITUASIONAL YG PERLU DIPERTIMBANGKANYG PERLU DIPERTIMBANGKAN

MODEL FIEDLERMODEL FIEDLER HERSEY – BLANCHARDHERSEY – BLANCHARD TEORI PERTUKARAN PEMIMPIN-TEORI PERTUKARAN PEMIMPIN-

ANGGOTAANGGOTA MODEL JALUR TUJUANMODEL JALUR TUJUAN MODEL PARTISIPASI PEMIMPINMODEL PARTISIPASI PEMIMPIN

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Model Kepemimpinan jalur-Model Kepemimpinan jalur-tujuantujuan

Menekankan dua peran utama :Menekankan dua peran utama : Penyusunan tujuan ; merupakan upaya Penyusunan tujuan ; merupakan upaya

penetapan sasaran dan tujuan bagi prestasi penetapan sasaran dan tujuan bagi prestasi yang berhasil baik jangka pendek dan yang berhasil baik jangka pendek dan panjangpanjang

Peningkatan jalur Peningkatan jalur

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Penyusunan tujuanPenyusunan tujuan

Penjelasan tujuan ; pemimpin perlu menjelaskan Penjelasan tujuan ; pemimpin perlu menjelaskan maksud dibalik tujuan dan perlunya tujuan itumaksud dibalik tujuan dan perlunya tujuan itu

Tujuan spesifik ; perlu disusun sekhusus mungkin Tujuan spesifik ; perlu disusun sekhusus mungkin agar pegawai dapat mengetahui saat tercapainya 7-agar pegawai dapat mengetahui saat tercapainya 7-anan

Kesukaran tujuanKesukaran tujuan Balikan tentang kemajuan tujuan ; informasi Balikan tentang kemajuan tujuan ; informasi

tentang seberapa baik upaya yang telah dilakukantentang seberapa baik upaya yang telah dilakukan

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Peningkatan JalurPeningkatan Jalur

Dukungan tugas dan psikologisDukungan tugas dan psikologis Pemodelan peran (role modelling)Pemodelan peran (role modelling)

Kuasa Organisasi :Kuasa Organisasi : Kuasa pribadiKuasa pribadi Kuasa legitimasiKuasa legitimasi Kuasa ahliKuasa ahli Kuasa politikKuasa politik

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MBOMBO

Pendekatan populer kepemimpinan jalur – Pendekatan populer kepemimpinan jalur – tujuantujuan

Paling sesuai bagi pegawai manajerial, Paling sesuai bagi pegawai manajerial, profesional, dan penjualan serta yg bekerja profesional, dan penjualan serta yg bekerja mandiri.mandiri.

Pegawai memiliki peran lebih besar dalam Pegawai memiliki peran lebih besar dalam menimbang prestasi mereka sendiri menimbang prestasi mereka sendiri

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Teori X dan Teori YTeori X dan Teori Y

Teori xTeori x Tidak suka bekerja Tidak suka bekerja

dan berusaha dan berusaha menghindarmenghindar

Kurang Kurang bertanggungjawab, bertanggungjawab, ambisi, mementingkan ambisi, mementingkan rasa amanrasa aman

Dipaksa dan diancan Dipaksa dan diancan untuk berkerjauntuk berkerja

Teori yTeori y Bekerja = bermain atau Bekerja = bermain atau

istirahatistirahat Malas,Malas, Akan mengarahkan dan Akan mengarahkan dan

mengendalikan diri sendiri mengendalikan diri sendiri untuk mencapai tujuanuntuk mencapai tujuan

Memiliki potensial, Memiliki potensial, menerima dan mencari menerima dan mencari tanggung jawab, punya tanggung jawab, punya imajinasi, kepandaianimajinasi, kepandaian

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Pendekatan PemimpinPendekatan Pemimpin

Kepemimpinan positif ; menekankan Kepemimpinan positif ; menekankan imbalan-ekonomik, pendidikan pegawai imbalan-ekonomik, pendidikan pegawai yang lebih baik, dituntut mandiri dan faktor yang lebih baik, dituntut mandiri dan faktor lain yang membuat motivasi tinggilain yang membuat motivasi tinggi

Kepemimpinan negatif ; penekanan pada Kepemimpinan negatif ; penekanan pada hukuman, kerugian manusiawi, pemimpin hukuman, kerugian manusiawi, pemimpin mendominasi dan merasa unggul mendominasi dan merasa unggul

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Partisipasi PegawaiPartisipasi Pegawai

Adalah keterlibatan mental dan emosional Adalah keterlibatan mental dan emosional orang-orang dalam situasi kelompok yang orang-orang dalam situasi kelompok yang mendorong mereka untuk memberikan mendorong mereka untuk memberikan kontribusi kepada tujuan kelompok.kontribusi kepada tujuan kelompok.

Sarana membina nilai-nilai manusiawi Sarana membina nilai-nilai manusiawi tertentu tertentu

Menghendaki adanya upaya jangka panjang Menghendaki adanya upaya jangka panjang para pemimpin organisasipara pemimpin organisasi

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Tiga Gagasan Penting dalam Tiga Gagasan Penting dalam PartisipasiPartisipasi

Keterlibatan mental dan emosi; partisipasi berarti Keterlibatan mental dan emosi; partisipasi berarti keterlibatan mental dan emosionalketerlibatan mental dan emosional

Motivasi kontribusi; memotivasi orang untuk Motivasi kontribusi; memotivasi orang untuk memberikan kontribusi, diberi kesempatan untuk memberikan kontribusi, diberi kesempatan untuk menyalurkan inisiatif dan kreatifitas guna menyalurkan inisiatif dan kreatifitas guna mencapai tujuan organisasi ( = teori y)mencapai tujuan organisasi ( = teori y)

Menerima tanggungjawab; partisipasi mendorong Menerima tanggungjawab; partisipasi mendorong orang untuk menerima tanggungjawaborang untuk menerima tanggungjawab

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Dinamika Antar Pribadi dan Dinamika Antar Pribadi dan KelompokKelompok

Konflik timbul karena ketidaksepakatan Konflik timbul karena ketidaksepakatan atas tujuan atau metode untuk mencapainyaatas tujuan atau metode untuk mencapainya

Sumber-umber konflik antarpribadi:Sumber-umber konflik antarpribadi: Perubahan organisasiPerubahan organisasi Pertikaian pribadiPertikaian pribadi Perangkat nilai yang berbedaPerangkat nilai yang berbeda Ancaman terhadap statusAncaman terhadap status Perbedaan persepsiPerbedaan persepsi

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Perilaku AsertifPerilaku Asertif

Sarana untuk mengajarkan seperangkat perilaku Sarana untuk mengajarkan seperangkat perilaku alternatif kepada orang-orangalternatif kepada orang-orang

Orang yang asertif : Mengungkapkan perasaan Orang yang asertif : Mengungkapkan perasaan mereka, meminta bantuan, memberi & menerima mereka, meminta bantuan, memberi & menerima pujian, meminta perubahan perilaku & menolak pujian, meminta perubahan perilaku & menolak permintaan yang tidak nalarpermintaan yang tidak nalar

Tujuan PA, membantu orang untuk Tujuan PA, membantu orang untuk mengembangkan cara efektif menangani masalahmengembangkan cara efektif menangani masalah

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Definisi KelompokDefinisi Kelompok

2 individu atau lebih, yang berinteraksi dan 2 individu atau lebih, yang berinteraksi dan saling bergantung utk mencapai sasaran saling bergantung utk mencapai sasaran tertentutertentu

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Macam-macam KelompokMacam-macam Kelompok

Formal : ditandai oleh struktur organisasiFormal : ditandai oleh struktur organisasi Informal : tidak terstruktur muncul Informal : tidak terstruktur muncul

sebagai tanggapan thd kebutuhan sebagai tanggapan thd kebutuhan akan kontakn sosial akan kontakn sosial

Komando : manajer bawahan langsungKomando : manajer bawahan langsung Tugas : bekerja bersama dlm 1 timTugas : bekerja bersama dlm 1 tim Kepentingan : kesamaan dlm kepentinganKepentingan : kesamaan dlm kepentingan Persahabatan : kontak sosial berbagai Persahabatan : kontak sosial berbagai

karakteristik karakteristik

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Alasan Timbulnya KelompokAlasan Timbulnya Kelompok

KeamananKeamanan StatusStatus Penghargaan diriPenghargaan diri PertalianPertalian KekuasaanKekuasaan Prestasi baikPrestasi baik

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Tahap Perkembangan KelompokTahap Perkembangan Kelompok

PembentukanPembentukan KeributanKeributan PenormaanPenormaan PengerjaanPengerjaan PenundaanPenundaan

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Dinamika KelompokDinamika Kelompok

Proses interaksi oang-orang secara langsung Proses interaksi oang-orang secara langsung dalam kelompok kecildalam kelompok kecil

Memiliki kandungan yang berbeda dari Memiliki kandungan yang berbeda dari anggotanyaanggotanya

Rapat adalah bentuk aktivitas kelompok dan Rapat adalah bentuk aktivitas kelompok dan digunakan untuk mendukung suatu digunakan untuk mendukung suatu keputusankeputusan

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Pendekatan TerstrukturPendekatan Terstruktur

BrainstormingBrainstorming Kelompok minimalKelompok minimal Metode delphiMetode delphi

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Mengelola PerubahanMengelola Perubahan

Semua jenis pegawai cenderung menolak Semua jenis pegawai cenderung menolak perubahan karena adanya kerugian batinperubahan karena adanya kerugian batin

Tiga jenis penolakan :Tiga jenis penolakan : Logis, berdasar nalar dan ilmiahLogis, berdasar nalar dan ilmiah Psikologis, berdasar emosi, sentimen dan Psikologis, berdasar emosi, sentimen dan

sikapsikap Sosiologis, berdasar kepentingan dan nilai Sosiologis, berdasar kepentingan dan nilai

kelompokkelompok

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Membangun Dukungan Untuk Membangun Dukungan Untuk PerubahanPerubahan

Memanfaatkan kekuatan kelompokMemanfaatkan kekuatan kelompok Kepemimpinan bagi perubahanKepemimpinan bagi perubahan PartisipasiPartisipasi Imbalan bersamaImbalan bersama Rasa aman pegawaiRasa aman pegawai KomunikasiKomunikasi Bekerjasama dengan serikat pekerjaBekerjasama dengan serikat pekerja

motivasi

Documents

higherorder needs

higher order needs

individual needs

needs theorygoal

satisfied needs

job dissatisfaction

major acquired needs

needsthreeneeds theorythere