PPT UEU Teori Perilaku Organisasi Pertemuan 4a

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ORGANIZATIONAL BEHAVIOR

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

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.

Motivation Concepts

Pertemuan 4

Muhammad Arief

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© 2007 Prentice Hall Inc. All rights reserved.

What Is Motivation?

Direction

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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?

(4)

© 2007 Prentice Hall Inc. All rights reserved.

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

(5)

Maslow’s Hierarchy of Needs

E X H I B I T 6–1

Lower-Order Needs

Needs that are satisfied

externally; physiological

and safety needs.

(6)

© 2007 Prentice Hall Inc. All rights reserved.

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.

Maslow Application:

A homeless person

will not be motivated to

meditate!

Maslow Application:

A homeless person

will not be motivated to

meditate!

•Individuals

therefore must

move up the

(7)

Theory X

Managers See Workers As…

Disliking Work

Avoiding Responsibility

Having Little Ambition

Theory Y

Managers See Workers As…

(8)

© 2007 Prentice Hall Inc. All rights reserved.

Herzberg’s Two-Factor Theory

Bottom Line: Satisfaction and Dissatisfaction

are not Opposite Ends of the Same Thing!

Separate constructs

–

Hygiene Factors---Extrinsic &

Related to

Dissatisfaction

–

Motivation Factors---Intrinsic

and Related to

Satisfaction

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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

(10)

© 2007 Prentice Hall Inc. All rights reserved.

Contrasting Views of Satisfaction and Dissatisfaction

E X H I B I T 6–3

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David McClelland’s Theory of Needs

Need for Achievement

The drive to excel, to achieve

in relation to a set of

standards, to strive to

succeed.

Need for Affiliation

The desire for friendly

and close personal

relationships.

Need for Power

The need to make others

behave in a way that they

would not have behaved

otherwise.

Bottom Line:

Individuals have

different levels of

needs in each of these

areas, and those

levels will drive their

(12)

© 2007 Prentice Hall Inc. All rights reserved.

Matching High Achievers and Jobs

E X H I B I T 6–4

(13)

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

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© 2007 Prentice Hall Inc. All rights reserved.

E X H I B I T 6–5

What Would Herzberg Say? What Would Maslow Say?

(15)

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”

(16)

© 2007 Prentice Hall Inc. All rights reserved.

Goal Setting in Action: MBO Programs

Management By Objectives Programs

•

Company wide goals & objectives

•

Goals aligned at all levels

•

Based on Goal Setting Theory

Management By Objectives Programs

•

Company wide goals & objectives

•

Goals aligned at all levels

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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)

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© 2007 Prentice Hall Inc. All rights reserved.

Cascading of Objectives

E X H I B I T 6–1

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Linking MBO and Goal-Setting Theory

MBO

Goal-Setting Theory

Goal Specificity

Yes

Goal Difficulty

Yes

Feedback

Yes

Participation

Yes

No

(20)

© 2007 Prentice Hall Inc. All rights reserved.

Why MBOs Fail



Unrealistic expectations about MBO results



Lack of commitment by top management



Failure to allocate reward properly

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Self-Efficacy

Self Esteem, which is….

Individuals’ degree of liking or disliking

themselves.

•

An individual’s feeling that s/he can

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

•

Enhances probability that goals will

be achieved

(22)

© 2007 Prentice Hall Inc. All rights reserved.

Self-Efficacy and Goal Setting

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Four Ways of Increasing Self Efficacy

(Bandura)

Four Ways of Increasing Self Efficacy

(Bandura)

1. Enactive Mastery

2. Vicarious Modeling

3. Verbal Persuasion

4. Arousal

Note: Basic Premise/Mechanism of

Pygmalion

and

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© 2007 Prentice Hall Inc. All rights reserved.

Reinforcement Theory

Assumptions:

•

Behavior is environmentally caused.

•

Behavior can be modified (reinforced) by

providing (controlling) consequences.

•

Reinforced behavior tends to be repeated.

Assumptions:

•

Behavior is environmentally caused.

•

Behavior can be modified (reinforced) by

providing (controlling) consequences.

•

Reinforced behavior tends to be repeated.

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Equity Theory

Referent

Comparisons:

Self-inside

Self-outside

Other-inside

Other-outside

Referent

Comparisons:

Self-inside

Self-outside

Other-inside

Other-outside

Equity Theory

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Equity Theory (cont’d)

E X H I B I T 6–8

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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)

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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.

(29)

Justice and Equity Theory

(30)

Distributive Justice

Perceived fairness of the

outcome (the final

distribution).

“Who got what?”

Procedural Justice

The perceived fairness of

the process used to

determine the outcome

(the final distribution).

“How was who gets what

decided?”

Interactional Justice

The degree to which one

is treated with dignity

and respect.

“Was I treated well?”

Three types of Justice

(31)

Ethical Values and

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

Expectancy Theory

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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?

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Elizabeth’s boss my well be a Theory X

manager, as s/he assumes employees

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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?

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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?

(36)

Expectancy Theory.

Would a gym membership

be considered a motivator

or hygiene factor,

according to Herzberg?

Discuss with a classmate.

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Putting It All Together