Reaading discussion: The why of work- Dave Ulrich

The Why of Work:
How great leaders build Abundant
Organizations that win
Bedah buku
BSM Readers Club
Juni 2012
DAVE ULRICH – WENDY ULRICH
Pembedah: Ade Salahudin

1
Daftar Isi
Biodata penulis
2 Bedah Buku “The Why of The Work”
3 Wacana makna kerja
4 “The Why of The Work” dan “Memaknai Kerja”
5 Kesimpulan dan Implementasi

1. Biodata penulis
• Menjadi pengajar bisnis di Ross School of Business, University of
Michigan
• Dave Ulrich dipilih sebagai Management Educator & Guru #1 oleh
majalah Business Week
• Dipilih sebagai Tokoh paling berpengaruh di bidang HR 6 kali
berturut-turut oleh HR Magazine
• Merupakan anggota National Academy of Human Resource
4
Dave Ulrich
Wendy Ulrich
• Menjadi psikolog di Ann Arbor , Michigan selama 20 tahun
• Mantan presiden Association of Mormon Counselors and
Psychotherapists (AMCAP)
• Pendiri Sixteen Stones Center for Growth di Alpine, Utah, yang
memberikan seminar dan kegiatan retreat untuk spiritualitas, dan
perkembangan pribadi untuk pribadi ataupun para profesional di
bidang mental health
• Mengajar di Bringham young university

1. Biodata penulis: Buku karangan Dave Ulrich
5
• The Why of Work: How Great Leaders Build Abundant
Organizations That Win, with Wendy Ulrich 2010
• HR Transformation: Building Human Resources from the
Outside In, with Justin Allen, Wayne Brockbank, Jon
Younger, and Mark Nyman, 2009
• HR Competencies: Mastery at the Intersection of People
and Business, with Wayne Brockbank, Dani Johnson, Kurt
Sandholtz, and Jon Younger, 2008
• The HR Value Proposition with Wayne Brockbank,
published June 2005
• HR Scorecard: Linking People, Strategy, and Performance
with Brian Becker and Mark Huselid, published January 2001
• Delivering Results: A New Mandate for Human Resource
Professionals, January 1998
• Human Resource Champions: The Next Agenda for Adding
Value and Delivering Results, published January 1997
• The Boundaryless Organization: Breaking the Chains of
Organization Structure with Ron Ashkenas, Steve Kerr, and
Todd Jick, published September 1995

Pengantar
“ He who know Why is good at How”- Nietszche
7
Mengapa kita perlu mendapatkan makna kerja?
“ The quest of meaning is inherent to human existence”-
Victor Frankl
“Employees who find meaning in their work are more
satisfied, more engaged, and in turn more productive “ –
Dave & Wendy Ulrich

The Abundant Organization
• Abundant organization adalah tempat bekerja dimana individu di dalamnya
menyatukan aspirasi dan bertindak untuk menciptakan makna bagi diri
mereka, nilai bagi stake holder dan harapan bagi kemanusiaan
8
Definisi
Karakteristik:
• Memiliki cukup bahkan berlebih hal-hal yang sangat penting, yaitu: kreativitas,
harapan, resilience, semangat juang, resourcefulness dan kepemimpinan
• Tidak hanya fokus pada kompetisi dan ketidakcukupan (scarcity) tapi juga
fokus pada kesempatan dan sinergi
• Abundant organization tidak membatasi diri pada agenda yang sempit dan
self serving namun juga menyatukan keberagaman dari kebutuhan manusia,
pengalaman dan jadwal/rencana kegiatan

The Case for Meaning
1. Employee who find meaning at work are more
competent, committed, and contributing
2. In turn, employee competence, commitment, and sense
of contribution lead to increased customer commitment
3. In turn, customer commitment leads to better financial
results for the company
9
Why making meaning is Important:

The Case for Meaning
1. Declining mental health and happiness
2. Increased concern for environmental demands, social
responsibility, organization purpose, and individual
motivation
3. Increased complexity of work
4. Increased isolation
5. Low employee commitment
6. Growing disposability and change
7. Greater hostility and enmity
10
Trends of recession meaning:

Making of Abundance
• Positive psychology
• Social responsibility ,
Organization purpose, and
individual motivation
• Marriage & interpersonal
relationship (incl high-
performing teams)
• Culture & positive work
environment
• Employee engagement
• Growth, learning & resilience
• Civility & Happiness
11
• Mental illness & unhappiness
• Environmental demand
• Increased complexity of work
• Increased isolation
• Low employee commitment
• Disposability and change
• Hostility & enmity
Challenge Key concept and discipline

Making of Abundant organization
12
How do I build a positive work
environment?
What challenge interest me?
How do I respond to
disposability and change?
What delight me?
What am I Known for?
Where am I going?
Whom do I Travel with?
Abundant
Organization
The Why of
Work

What am I Known for?
13
Define personal identity
( Strengths)
1
Define organization
identity (capability)
2
Match individual to
organization
3
Segment and determine
customer and investor
expectation
4
Match Individual and
organization identity to
customer and investor
expectation
5
Great leaders understand that the search for meaning that builds abundant
is grounded in clarity about our truest individual and organizational
values/strength and how they align.
WHY?

14
Where am I going?Focuson
Accomplishment
Focus on relationship
Achievement Empowerment
Insight Connection
4 categories of destinations
Know yourself
Know your employee
Know your organization
Position your organization
Organization aspiration
that declare a socially
responsible agenda
Help employees satisfice
How leader establish a sense of direction or purpose that contributes to
meaning inherent in the abundant organization

Whom do I Travel with?
15
• Develop good friendships at work
and encourage others to do so too
• Learn, teach, and model the skills of:
• Making and receiving bids
• Listening & self disclosing
• Navigating proximity
• Resolving conflicts
• Making amends
• Apply these skills to relationships
between people and among teams
Relationship are important to our sense of
abundance and meaning life. When people come
together to make ideas grow, ideas improve and the
people find more meaning

How do I build a positive work environment?
16
Attitude toward Deficit Driven Abundant
Success Arrogance Humility
Value and values Implicit Explicit
Service Self Interest Selflessness
Ideas Criticizes Invited
Connections Impersonal Personal
Involvement Hands off Hands on
Accountability Enfeebling others Empowering others
Communication Reduced Increased
Conflict Run and hide Run into
Physical Space Haphazard Chosen
Positive work environment inspires, invigorates, and challenges. They see work as adding
to their quality of life and personal well being, not detracting from it. There is a feeling of
abundance : good relationships, meaningful work, learning and growth

What challenge interest me?
17
Understanding what
outcomes matter to the
employee
Creating clear line of sight between
what employees do and the outcome
they desire
Helping employee discover the
intrinsic value of their work
Shaping work conditions
and matching employees
to conditions that appeal
to them
• What type of work am
I doing?
• Where do I work
• How do I work
• When do I work
Leader should :

How do I respond to disposability and change?
18
• Have a positive attitude about change; trust that
you can learn from it and be resilient when facing it
• Learn how to generalize new ideas through:
– Self reflection
– Experimenting
– Boundary spanning
– Continuous improvement
• Learn how to generalize, or share, new ideas by:
– Moving talent across boundaries
– Sharing information across boundaries
– Building incentives to encourage shared
behavior
• Become resilient in the face of change by:
– Making the unspeakable
– Turning what you know into what you do
– Changing events into patterns

What delight me?
• Find ways to delight your self at
work and encourage your
employees to find delight
through:
– Creativity
– Pleasure
– Humor/playfulness
– Civility
19

The why meaning of work
We believe that the underlying cause of many presenting problem in business
today is a deficit of meaning
20
Inability to respond
to external
requirements
Lagging
organization
capabilities
Lack and low
competencies and
commitment of
employee
Not find / deficit
meaning of work
Sustained
organizational
success
Organization
capabilities
Competencies and
commitment of
employee
Have meaning of
work

The How Meaning
• Evolving their identity by using their
personal values and strengths at work
• Staying grounded in a purpose and a
direction that connects personal drive
to common good
• Enjoying satisfying relationships where
they feel respected and attached
• Creating positive work environment
that sustain their productivity
• Tackling challenge that invite growth
and innovation
• Finding value even in setback as they
learn and bounce back
• Appreciating the daily delight of civility,
creativity, humor , playfulness and
pleasure
21
1. Leaders at all level
2. HR Professionals
3. Individual employee

Implication for Human Resource
• Recruit: Examine people not only for competency
and intellectuality committed but also fit between
the worker‟s value and passion with the job hired
for
• Career: consider what employee feels passion
about
People
• Non financial rewards like growth opportunities,
access to valued relationships, and positive work
environment are frequently at least as important
as money in shaping employee meaning
Performance
• HR professional can design and deliver HR
practices that instill meaning.
• HR as mean making can help craft an employee
value proposition that focuses not just on terms
and conditions of work but also on the emotional
appeal and opportunities for contribution that the
work provide
Organization
22

Implementation for employee
• What will I Be known for?
• Where am I going?
• Whom do I Travel with?
• How do I build a positive work environment?
• What Challenges Interest me?
• How do I respond to disposability and change
• What delights me?
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Help employee make more thoughtful meaning choices
about their professional by answering seven question:

Theories & Research related to “ meaning of work”
• 1976 - Hackman & Oldham: The job characteristic model*
• 1978 – Eric Trist: The socio technical Model*
• 2000- Isaken: Characteristics of meaningful work *
• 2003 - Pratt and Ashforth Model: Meaningful at work &
Meaningful of work*
• November 2006- Penna Plc: Meaning at work**
• 2010 - Rosso, Dekas and Wrzesniewski: “On The
Meaning of Work: A Theoretical Integration and Review”
***
25
Source:
*Psychological health Research & Study ,The meaning of work, mental health and organizational commitment,
Estelle Morin et al, 2008
** Penna Plc: Meaning at work, November 2006
*** Impactfactory.com.au

Meaning at Work: Penna
• Organisations that devote resources towards creating meaning at work can anticipate
increased motivation (55%), loyalty (42%), pride (32%) and productivity (20%)
• Younger employees (under 35) will respond most positively to finding meaning at
work
• 56% of directors feel that their job is vital to their sense of personal identity
• Work/Life Balance is an important part of meaning at work, yet 25% of employees at
all levels are putting in more hours than they did a year ago
• A sense of community at work is also important yet currently less than a third of UK
employees currently enjoy a genuine sense of community at work.
• Over one fifth of employees find meaning in being able to contribute to society.
26Source: Meaning at Work, Penna Plc, November 2006
• Penna surveyed 1765 British workers via an online survey in the summer of 2005.
• Penna also surveyed 75 Human Resource Directors, to gather their thoughts and examples
of best practice to create meaning at work place.

Individual
Societyorganization
Source of meaning at work
27
Meaning at Work: Penna
• A sense of „self‟ – and the space to
be myself
• Balance between my work and
non-work life
• Harmony between my personal
values and those of my
organisation
• A sense of community at work – the opportunity to feel part of
something bigger than myself
• The opportunity to interact with others
• The opportunity to contribute to the organisation‟s success
• A manager or leader who creates meaning for me
• An opportunity to
contribute to society
• Working for an
organisation with a strong
sense of corporate
responsibility
Source: Meaning at Work, Penna Plc, November 2006

Six key Mechanisms of Meaning at Work
28
“On The Meaning of Work: A Theoretical Integration and Review”, Rosso, Dekas and Wrzesniewski,2010
quote from Impact factory.com.au
1. Authenticity – am I being true to myself?
– Am I behaving consistently with my interests and values at work (self-concordance)
– Am I verifying/activating/affirming my valued personal identities (identity affirmation)
– Am I personally engaged and intrinsically motivated at work (personal engagement)
2. Self Efficacy – do I believe I can produce the intended outcome and make a difference?
– Do I have a sense of personal control or autonomy at work?
– Do I experience a sense of competence as a result of overcoming challenges at work?
– Do I feel that I am having a positive impact and making a difference at work?
3. Self Esteem – my assessment of my own self worth
4. Purpose – Why do we do what we do> What legacy are we leaving?
– How significant is my work?
– What value systems guide our journey
5. Belongingness – membership in, identification with and connection to a number of social groups at
work
– Social identification – being part of various groups at work
– Interpersonal connectedness – quality of relationships at work
6. Transcendence – perusing the „greater good‟
– Interconnection – contributing to a cause greater than self
– Self-abnegation – subordinating personal ego in order to achieve a purpose greater than self

Six key Mechanisms of Meaning at Work
29
“On The Meaning of Work: A Theoretical Integration and Review”, Rosso, Dekas and Wrzesniewski,2010 quote
from Impact factory.com.au

“The Why of Work” dan “Memaknai Kerja”
• Aspek makna
spiritualitas dalam
bekerja
• Fokus leadership vs
Fokus Individual
• “Memaknai Kerja”
merupakan usaha
pemimpin untuk
menciptakan Abundant
Organization
31

Kesimpulan dan Implementasi
• Pegawai yang memahami makna kerja lebih produktif
dalam bekerja dan memberi nilai kepada pelanggan
• Pemimpin memiliki tugas sebagai pembuat makna
dalam bekerja untuk para bawahannya
• Pemimpin harus bisa menciptakan Abundant
organization
• Implementasi di BSM: Buku “Memaknai Kerja”
33

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