1. Introduction to
11
Chapter
Managing
Employees
MultiMedia by Stephen M. Peters
© 2001 South-Western College Publishing

2. Learning Objectives
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
Uraikan teori motivasi.
Jelaskan bagaimana perusahaan
dapat tingkatkan kepuasan kerja
dan tingkatkan motivasi.
MultiMedia by Stephen M. Peters
© 2001 South-Western College Publishing

3. Motivation and Performance
Efforts of employees
to create and produce
a quality product
Efforts of employees
to sell the product
Efforts of employees
to achieve efficient
(low-cost) production
and marketing
Firm’s
Revenue
Firm's
Earnings
Firm's
Value
Firm’s
Expenses
Efforts of employees
to achieve low
financing costs
MultiMedia by Stephen M. Peters
© 2001 South-Western College Publishing

4. Major Theories on Motivation
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Hawthorne Studies
Hawthorne Studies
Maslow’s Hierarchy of Needs
Maslow’s Hierarchy of Needs
Herzberg’s Job Satisfaction Study
Herzberg’s Job Satisfaction Study
Theory X, Y, and Z
Theory X, Y, and Z
Expectancy Theory
Expectancy Theory
Equity Theory
Equity Theory
Reinforcement Theory
Reinforcement Theory
MultiMedia by Stephen M. Peters
© 2001 South-Western College Publishing

5. Summary of Hawthorne Studies
Condition
Increased Lighting
for Employees
Result
Higher
Productivity
Experiment
Reduced Lighting
for Employees
Conclusion
MultiMedia by Stephen M. Peters
Beberapa penyesuaian
ke dalam KondisiKondisi Yang
Mencerminkan
Perhatian Ditingkatkan
Ke arah Karyawan
Higher
Productivity
Higher
Productivity
© 2001 South-Western College Publishing

6. Maslow’s Hierarchy of Needs
Orang-Orang harus memenuhi kebutuhan yang lebih
rendah dalam rangka meningkat kepada kebutuhan yang lebih
tinggi.
Theory:
Self-Actualization
Respect, recognition.
Maximization of potential.
Esteem Needs
Social interaction.
Social Needs
Job security.
Safety Needs
Physiological
The basics: food, shelter, and clothing.
MultiMedia by Stephen M. Peters
© 2001 South-Western College Publishing

7. Herzberg
Hygiene Factors (Environmental)
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•
•
•
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Policies
Supervision
Working Conditions
Money
Status
Job Security
Motivator Factors (The Job Itself)
•
•
•
•
•
•
Achievement
Recognition
Challenging Work
Responsibility
Opportunities for advancement
Personal growth opportunities
Hygiene Factors mempertimbangkan pencegahan
bukan motivasional tetapi tidak boleh perhatian
motivasional tidak disajikan.
©
MultiMedia by Stephen M. Peters
2001 South-Western College Publishing

8. Summary of McGregor’s Theory
X and Y
Theory
Theory
X
Theory
Y
Supervisors’ View
of Employees
Implications
Employees dislike work
and job responsibilities and
will avoid work if possible.
Supervisors cannot
delegate responsibilities.
Employees are willing to
work and prefer more
responsibility.
Supervisors should
delegate responsibilities,
which will satisfy and
motivate employees.
MultiMedia by Stephen M. Peters
© 2001 South-Western College Publishing

9. Expectancy Theory
•Teori: Suatu usaha pekerja
dipengaruhi oleh hasil yang
diharapkan (penghargaan).
Dua kebutuhan:
• Penghargaan yang
diinginkan.
• Kesempatan penerima
penghargaan
MultiMedia by Stephen M. Peters
© 2001 South-Western College Publishing

10. Equity Theory
Teori: konpensasii harus patut, atau
yang sebanding, kepada masing-masing kontribusi pekerja
Ron
20%
Mary
30%
Joe
50%
MultiMedia by Stephen M. Peters
Example:
$100,000 bonus
to be divided based
on relative contribution
to a project:
Joe: $50,000
Mary: $30,000
Ron: $20,000
© 2001 South-Western College Publishing

11. Reinforcement Theory
Theory: Reinforcement dapat mengendalikan
prilaku.
-
Positive reinforcement: provides rewards for high
performance.
Contoh: Bonus, promotion, oral compliment.
- Negative reinforcement: memotivasi
memberi sangsi
Contoh: Teguran, PHK, dll.
MultiMedia by Stephen M. Peters
karyawan dengan
© 2001 South-Western College Publishing

12. Guidelines to Motivation
Employee will:
• Compare compensation and
contribution.
• Not be satisfied with
compensation alone.
• Be motivated if they can
gain a reward.
MultiMedia by Stephen M. Peters
Employer should:
• Ensure compensation is
proportionate to contribution.
• Ensure employees have other
needs met: respect, self-esteem,
etc.
• Motivate using positive
reinforcement.
© 2001 South-Western College Publishing

13. Key Characteristics
Affecting Job Satisfaction
• Money or compensation
programs.
• Security.
• Work schedule.
• Employee involvement
programs.
MultiMedia by Stephen M. Peters
© 2001 South-Western College Publishing

14. Three Compensation Programs
 Merit system
– Raise according to merit.
 Across-the-board system
– All employees get similar raise.
 Incentive plans
– Various forms of compensation based on specific
performance.
MultiMedia by Stephen M. Peters
© 2001 South-Western College Publishing

15. Characteristics of a
Compensation Program
 Sesuaikan rencana konpensasi dengan tujusan bisnis.
 Sesuaikan konpensasi dengan atujuan karyawan tertentu.
 Menetapkan tujuan yang mungkin dapat dicapai oleh
karyawan.
 Ijinkan karyawan memberikan masukan tentang rencana
konpensasi.
MultiMedia by Stephen M. Peters
.
© 2001 South-Western College Publishing

16. Flexible Work Schedule
(Flextime Programs)
Pekerjaan yang dimampatkan :
• Mampatkan beban kerja ke dalam lebih sedikit hari per
minggu.
• Tujuan utama akan mengijinkan karyawan untuk
mempunyai tiga hari di akhir pekan.
Pekerjaan yang berbagi (Job sharing)
• Dua atau lebih orang-orang berbagi full-time tertentu ( 40
jam) rencana kerja.
• Ini mengijinkan karyawan untuk bekerja part-time.
Banyak dari karyawan ini tidak ingin bekerja full-time.
MultiMedia by Stephen M. Peters
© 2001 South-Western College Publishing

17. Employee Involvement Programs
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Job enlargement.
Job rotation.
Empowerment.
Teamwork.
Open-book management.
MultiMedia by Stephen M. Peters
© 2001 South-Western College Publishing