Motivating employe

1. Copyright © 2004 South-Western. All rights reserved. 10–1
Learning GoalsLearning Goals
• Describe the theories on motivation.
• Describe how firms can enhance job
satisfaction and thereby enhance
motivation.

2. Mengelola KaryawanMengelola Karyawan

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Motivating EmployeesMotivating Employees

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Theories on MotivationTheories on Motivation
• Motivation of employees is influenced by
job satisfaction–the degree to which
employees are satisfied with their jobs
– Employees who are satisfied with their jobs
are more motivated.
– Managers can motivate employees by
ensuring job satisfaction.

5. Copyright © 2004 South-Western. All rights reserved. 10–5
Hawthorne StudiesHawthorne Studies
• In 1920s, researchers studied workers in
a Western Electric plant:
– Attempted to identify how working conditions
affected workers’ level of productivity.
 Increases in lighting and decreases in
lighting both improved productivity
 Shorter breaks and longer breaks both
increased productivity
– Concluded that any changes in conditions
that reflect increased attention toward
employees increased productivity.

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Summary of the Hawthorne StudiesSummary of the Hawthorne Studies
Exhibit 10.1

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Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs
• Maslow believed people rank their needs into
five categories
– Physiological: basic requirements for survival
– Safety: job security and safe working conditions
– Social: need to be part of a group
– Esteem: respect, prestige, recognition
– Self-actualization: need to fully reach one’s potential
• Once people achieve a given category of
needs, they become motivated to reach the
next category.

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Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs
Exhibit 10.2

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Herzberg’s Job Satisfaction StudyHerzberg’s Job Satisfaction Study
• Identified work-related factors that made
employees feel dissatisfied & satisfied
with their jobs:
– Hygiene factors that can fulfill basic needs
and prevent job dissatisfaction
 Working conditions, supervision, salary, job
security, status
– Motivational factors that can lead to job
satisfaction and motivate employees
 Achievement, responsibility, recognition,
advancement, growth

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Summary of Herzberg’s Job Satisfaction StudySummary of Herzberg’s Job Satisfaction Study
Exhibit 10.3

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McGregor’s Theory XMcGregor’s Theory X
and Theory Yand Theory Y
• Each theory represents supervisors’
possible perception of workers
– The way supervisors view employees can
influence how they treat employees.
– Treatment of employees influences their job
satisfaction and motivation.

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Theory X and Theory YTheory X and Theory Y
Employees dislike work andEmployees dislike work and
job responsibilities and willjob responsibilities and will
avoid work if possibleavoid work if possible
Employees are willing toEmployees are willing to
work and prefer morework and prefer more
responsibilityresponsibility
Theory X
Theory Y
Supervisors cannot
delegate responsibilities
Supervisors shouldSupervisors should
delegate responsibilities,delegate responsibilities,
which will satisfy andwhich will satisfy and
motivate employeesmotivate employees
Supervisors’
View of Employees Implications
Exhibit 10.4

13. Copyright © 2004 South-Western. All rights reserved. 10–13
Theory ZTheory Z
• Based on the Japanese management
style of allowing all employees to
participate in decision making
– Participation can increase job satisfaction
because it gives employees responsibility.
– Uses less specialized job descriptions.
– Helps employees develop varied skills and
have a more flexible career path.

14. Copyright © 2004 South-Western. All rights reserved. 10–14
Expectancy TheoryExpectancy Theory
• Employee’s efforts are most influenced
by the expected outcome (reward) for
those efforts:
– When goals are achievable and offer
desirable rewards.
– Employees have a strong belief that they
have a chance to earn the reward.
• Motivating rewards are difficult to offer
when output cannot be measured easily.

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Equity TheoryEquity Theory
• Compensation should be equitable, or in
proportion to each employee’s contribution
– If employees believe that they are under
compensated, they may request greater
compensation–a raise.
– If their compensation is not increased, employees
may reduce their contribution–quitting.
– Employees become dissatisfied with their jobs if
they feel that they are not equitably compensated.
– Supervisors may prevent job dissatisfaction by
attempting to provide equitable compensation.

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Example of Equity TheoryExample of Equity Theory
Exhibit 10.5

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Reinforcement TheoryReinforcement Theory
• Reinforcement influences behavior:
– Positive reinforcement
 Motivates employees by providing rewards for high
performance
 The more employees appreciate this form of
reinforcement, the more they will be motivated to
continue high performance.
– Negative reinforcement
 Motivating employees by encouraging them to
behave in a manner that avoids unfavorable
consequences.

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Summary of Reinforcement TheorySummary of Reinforcement Theory
Exhibit 10.6

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Motivational GuidelinesMotivational Guidelines
• If employees’ job satisfaction increases,
they may become more productive
– General conclusions
 To prevent job dissatisfaction, supervisors should
ensure that employees are compensated for their
contributions.
 Even though well compensated, employees may not
be very satisfied if other needs (social,
responsibility, self-esteem needs) are not fulfilled.
 Employees may be motivated if they believe it is
possible to achieve a performance level that will
result in a desirable reward.

21. Copyright © 2004 South-Western. All rights reserved. 10–21
Enhancing Job SatisfactionEnhancing Job Satisfaction
and Motivationand Motivation
• Job enrichment programs
– Designed to increase the job satisfaction of
employees by increase their autonomy.
• Adequate compensation program
– Merit system
– Across-the-board system
– Incentive plans

22. Copyright © 2004 South-Western. All rights reserved. 10–22
Developing a Proper Compensation PlanDeveloping a Proper Compensation Plan
• Guidelines for compensation plans that
motivate employees:
– Align the compensation plan with business
goals.
– Align compensation with specific employee
goals.
– Establish achievable goals for employees.
– Allow employee input in the compensation
plan.

23. Copyright © 2004 South-Western. All rights reserved. 10–23
Enhancing Job SatisfactionEnhancing Job Satisfaction
and Motivation (cont’d)and Motivation (cont’d)
• Flexible work schedule (flextime)
– Compressed work weeks that compress the
work load into fewer days per week.
– Job sharing by two or more persons who
share a particular work schedules.

24. Copyright © 2004 South-Western. All rights reserved. 10–24
Employee Involvement ProgramsEmployee Involvement Programs
• Job enlargement
– A program to expand (enlarge) the jobs
assigned to employees
• Job rotation
– Allowing employees to periodically rotate
(switch) their job assignment

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Small Business SurveySmall Business Survey
Do Employees Want
More Influence in
Business Decisions?

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EmpowermentEmpowerment
• Empowerment and participative
management
– Allowing employees the power to make more
decisions
– Management by objectives (MBO)
• Teamwork
• Open-book management
 Employee education
 Empowerment
 Compensation

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Methods Used to Enhance Job SatisfactionMethods Used to Enhance Job Satisfaction
Exhibit 10.9

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Methods Used to Enhance Job SatisfactionMethods Used to Enhance Job Satisfaction
Firm Method use to achieve High Job
Satisfaction
Southwest Airlines • Treets employees with respect
• Empowers employees to solve problem
• Gives awards & recognition to employees
Microsoft • Casual work environment
• Empowers employees to solve problem

29. Copyright © 2004 South-Western. All rights reserved. 10–29
Empowered Disempowered
Mengambil inisiatif dalam situasi yang
ambisius dan menentukan masalah
dengan jalan bisa di analisa atau
diputiskan lebih lanjut
Mneunggu otoritas yang diberikan untuk
menrumuskan masalah dan tanggung
jawab yang diberikan.
Mengidentifikasi peluang, secara ambisius,
seperti ketika ada komplin dari konsumen
atau adanya pesaing yang kompetitif.
Menyelesaikan masalah secara efektif
tetapi gagal untuk melihat kemungkinan
adanya peluang
Menggunakan kemampuan berpikir kritis,
sperti menguji asumsi atau mengevaluasi
argumen-argumen
Menerima informasi, alasan atau
kesimpulan tanpa menguji lebih dahulu
Menawarkan keputusan tentang
bagaimana dan kenapa keputusan tertentu
atau tindakan dapat mendukung tujuan
yang ditentukan.
Mendiskusikan, tetapi mungkin tidak dapat
menerapkan informasi yang ada tentang
tujuan yang digariskan.
Perbedaan Empowered & Disempowered Employees

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Empowered Disempowered
Membanguan konsensus untuk
memutuskan dan bertindak dalam
kelompoknya tau kelompok yang lain.
Berharap untuk berusaha
membangun konsensus, tetapi
mengarapkan otoritas secara hirarki
jika usaha tersebut gagal.
Mengidentifikasi dan bertindak pada
peluang untuk mensistematiskan
aktivitas, dokumen dan informasi
sistem komunikasi. Mengidentifikasi
dan memecahkan masalah dan
menghilangkan sistem yang tidak
menghasilkan nilai tambah.
Fokus pada peningkatan individu
atau efektivitas team, tetapi gagal
untuk mengidentifikasi masalah yang
muncul diluar grup. Menciptakan
solusi masalah sesaat tetapi gagal
untuk mensistematiskan. Bergantung
pada sistem yang ada meskipun
tidak berharga lagi.
Mengoptimalkan sumber daya
dengan mengurangi pengeluaran
dan menemukan peluang untuk
mengenalkan sumber daya baru
(peningkatan proses, peningkatan
teknologi dll)
Fokus pada permintaan sumber daya
hanya ketika dan seperti dirahkan
oleh atasannya.

31. Copyright © 2004 South-Western. All rights reserved. 10–31
Chapter SummaryChapter Summary
• Hawthorne studies suggest that employees are more
motivated when they receive more attention.
• Maslow’s theory suggests that employees are satisfied
by different needs depending on their position in the
hierarchy.
• Herzberg’s theory suggests that the factors that prevent
job dissatisfaction are different from the factors that
enhance satisfaction.
• McGregor’s Theories X and Y suggest that supervisors
treat employees differently depending on their beliefs
about employees.

32. Copyright © 2004 South-Western. All rights reserved. 10–32
Chapter SummaryChapter Summary
• Theory Z suggests that employees are more satisfied
and motivated when they are involved in decision
making
• Expectancy theory suggests that employees are more
motivated if compensation is aligned with goals that are
achievable and offer some reward
• Equity theory suggests that employees are more
motivated if their compensation is aligned with their
relative contribution to the firm’s total output
• Reinforcement theory suggests that employees are
more motivated to perform well if they are rewarded for
high performance