The document discusses various theories and concepts related to motivation. It begins by defining motivation and discussing early theories such as Maslow's hierarchy of needs theory and Herzberg's two-factor theory. It then covers more contemporary theories like self-determination theory, goal setting theory, and equity theory. The document also discusses how motivation can be applied through job design using the job characteristics model, job redesign approaches like job rotation and enrichment, and alternative work arrangements like flextime, telecommuting and job sharing. Finally, it discusses using rewards, benefits and intrinsic motivators to increase employee motivation.

1. motivation concepts
chapter 7
kelompok 4 : taufik ” daniel ” flo ” felix - adit

2. motivation defined
motivation as the process that account for an individual’s intensity,
direction, and persistence of effort toward attaining a goal.
intensity direction persistence

3. early theories of motivation
hierarchy of needs theory
Abraham Maslow - 1943

4. hierarchy of needs theory
Motivasi kerja dari berbagai latar belakang
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5. early theories of motivation
two factor theory / M-H theory
Frederick Herzberg - 1966
achievement
recognition
promotional
opportunity
personal growth
opportunities
responsibilty
company policies
quality of supervision
relationship with
supervisor
work condition
pay/salary
relationship with others
job security
motivators
hygienefactors

6. two factor theory / M-H theory
Goodnewsfromindonesia.id

7. early theories of motivation
mc clelland’s theory of needs
David Mc Clelland - 1966
Mc
clelland’s
needs
theory
need for
achievement
need for
power
need for
affiliation

8. mc clelland’s theory of needs
Agus Harimurti Yudhoyono ” viva.co.id
Pada tahun 1997, Agus lulus dari SMA Taruna Nusantara dengan predikat terbaik. Pria yang pernah menjadi ketua OSIS ini pun
memperoleh medali Garuda Trisakti Tarunatama Emas. Prestasi yang ditorehkannya itu membuatnya semakin bertekad
melanjutkan jejak sang ayah. Ia pun melanjutkan pendidikannya di Akademi Militer (Akmil), Magelang.
Lulusan Akmil 2000 terbaik ini terus menorehkan prestasi akademiknya saat mengikuti pendidikan master pertahanan,
leadership, maupun managemen di luar negeri. Selalu nomor satu di setiap pendidikannya.
Pada tahun 2005, Agus berhasil menyelesaikan studi magisternya dan memperoleh gelar Master of Science in Strategic Studies
dari Rajaratnam School of International Studies, Nanyang Technological University.
Pada tahun yang sama pula, ia pun mengakhiri masa lajangnya dengan menikahi Annisa Larasati Pohan pada awal Juli. Namun,
setelah beberapa bulan menikah Agus harus meninggalkan istrinya untuk bertugas ke Afganistan sebagai pasukan PBB selama
kurang lebih satu tahun.
Pada Maret 2012, Agus memperoleh 3 penghargaan sekaligus yaitu Distinguish International Honour Graduated, Medali The
Order of Saint Maurice, dan The Commandants List dari sekolah militer Angkatan Darat di Fort Benning, Georgia, Amerika Serikat
(AS).
Agus kembali mencetak prestasi pada tahun 2015. Ia berhasil lulus dari US Army Command and General Staff College (CGSC),
Fort Leavenworth, Kansas, Amerika Serikat setelah menempuh pendidikan satu tahun dengan IPK 4. Ia memperoleh lencana
internasional dari Deputi Komandan CGSC Mayor Jenderal Hughes.
Selain itu, pada tahun yang sama, Agus juga meraih gelar Master of Public Administration pada John F. Kennedy School of
Government, Harvard University, Massachusetts AS.

9. contemporary theories of motivation
self determination theory
Edward L. Deci & Richard Ryan - 2000
SDT
autonomy
competence
relatedness

10. self determination theory
magazine.job-like.com

11. contemporary theories of motivation
goal setting theory
Edwin Locke - 1978
goal
setting
principles
clarity
challenge
commitmentfeedback
task
complexity

12. goal setting theory
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:
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- Kota Cirebon
- Kota Bandung
- Kota Semarang

13. other contemporary theories
of motivation
self efficacy theory
Albert Bandura - 1977
behavoiur
performance
self efficacy
mastery
performance
vicarious
experience
verbal
persuasion
physiological
state
emtional state

14. other contemporary theories
of motivation
reinforcement theory
BF Skinner
positive
reinforcement
when new
behaviours add
positive
censequnces
negative
reinforcement
when new
behaviours
remove negative
consequences
punishment
When new
behaviours add
negative
consequences
extinction
When new
behaviours
remove positive
consequences
driving
forces
restraining
forces
add stimulus remove stimulus

15. other contemporary theories
of motivation
expectancy theory
Victor Vroom - 1964
Effort ”
performance
relationship
individual effort
Performance
- reward
relationship
individual
performance
reward ”
personal
goal
relationship
organizational
reward
personal goal

16. equity theory/organizational justice
equity theory
John Stacey Adams distributive
justice
“ perceived fairness of
outcome
procedural
justice
“ Perceived fairness of
process used to
determine outcome
Interactional
justice
“ Sensitivity to the quality
of interpersonal
treatment
organizational
justice

17. integrating contemporary theories of
motivation

18. motivation: from
concepts to applications
chapter 8
kelompok 4 : thaufik ” daniel ” flo ” felix - adit

19. Learning Objectives
Describe how the job characteristics model motivates by changing the
work environment.
Compare the main ways jobs can be redesigned.
Explain how specific alternative work arrangements can motivates
employees.
Describe how employee involvement measures can motivates
employees.
Demonstrate how the different types of variable-pay programs can
increase employee motivation.
Show how flexible benefits turn benefits into motivators.
Identify the motivational benefits of intrinsic rewards.

20. Motivating by Job Design:
Job Characteristic Model
The Job Characteristic Model (JCM) describes jobs in terms of 5 core job dimensions;
Skill Variety
A job requires a variety of different activities in carrying out
the work, involving the use of a number of different skills and
talents of a person.
The job required variety in skills will
motivates the employee to work, as
it offers greater chances of
experiencing.
Task Identity
A job requires completion of a whole, identifiable piece of
work; that is, doing a job from beginning to end with visible
outcome.
Employees will more motivated if
they could involved throughout the
entire process, as they can see a
visible outcome.
Task Significance
A job has a substantial impact on the lives of other people,
whether those people are in the immediate organization or in
the world at large.
The job that has a positive impact
on others will motivate employee
further to do better.
Autonomy
A job provides substantial freedom, independence, and
discretion to the individual in scheduling the work and in
determining the procedure to be used in carrying it out.
Jobs with high levels of autonomy
such as managers, team leaders,
become more meaningful as they
feel greater personal responsibility.
Feedback
A job provides the individual with direct and clear information
about the effectiveness of his or her performance.
If employee are told that they are
going a good job, they are
motivated to continue with how
they are doing so far or even better.

21. Motivating by Job Design:
Job Characteristic Model

22. Training cost increase,
Potentially reduce overall
productivity for the role,
Creates disruption as the group
works must adjust to new employee,
Supervisor may have to spend more
time to answering question and
monitoring the work of new
employee.
Helping employees learn new skills
(or gain deeper insight they already have),
Cauntering career stagnation,
Building a flexible and cross-trained
workforce,
Fostering healthy competition,
Recognizing hidden talents,
Sparking employee’s curiosity or interest
for new roles,
Make connections in different
departements.
Maintaining Employee
Motivation
Motivating by Job Redesign:
Job Rotation

23. Intel Corporation succeed implementing
DOT-Development Opportunity Tool-
that has led thousands of successful
temporary placement, before DOT Intel
was “so siloed”.
Motivating by Job Redesign:
Job Rotation
Lesson Learned
Extensive job rotation is among the
reasons that Singapore Airlines is rated
one the best airlines in the world
(2018), 2nd place in 2019.

24.  Adding high-level responsibilities to a job
for increasing a sense of purpose, direction,
meaning, and intrinsic motivation.
 It does not mean enlarging or adding more
task an requirement.
Job Enrichment
 The way to make jobs more prosocially
motivating, this connect employees more
closely with the beneficiaries of their work.
 It allows employees to see that their actions
affect a real person and have tangible
consequences.
Relational Job Design
Motivating by Job Redesign:

25. Kondisi Kerja (Working Conditions)
Motivating by Work Arrangement:
Working Hours
Model 8 jam/hari, 5 hari kerja, 40 jam/minggu, pertama kali diterapkan pada 1938 di US.
Part-time Employment
Bergeser sejak 1963 menjadi part-time atau half-time employment dengan pertimbangan ada keseimbangan antara waktu kerja &
mengurus keluarga.
The Four-Day Workweek
Kerja yang dimampatkan dari 5 hari kerja atau 8 jam/hari, menjadi 4 hari kerja atau 10 jam/hari. Conditional, mempertimbangkan
traffic jam dan jenis pekerjaan yang membutuhkan lembur.
Flexible Working Hours
Sejak tahun 1960-an di Jerman, sebagai respon atas kemacetan yang semakin parah dan adanya perbedaan zona waktu antar
wilayah. Waktu kerja diatur lebih flexible, masuk jam 7.00-9.00, pulang jam 16.00-18.00, dengan tetap 8 jam/hari.
Merupakan kondisi kerja paling dimintai oleh karyawan di US dan Eropa.

26. Motivating by Work Arrangement:
Flextime
The future smart business.
Cocok untuk perusahaan global dg beberapa
zona waktu.
Cocok untuk perusahaan dg kapasitas
gedung/ruang kerja yang terbatas.
Boost company productivity.
Work life balance karyawan meningkat.
(Hofacker dan Konigm, 2013).
Setting flex schedule is time consuming.
Complicates daily operations.
May lose the sense of ‚family‛.
Flexi Time yang tidak terkontrol berpotensi
membuat hidup tidak balance.
Work life balance terbukti mempunyai dampak dan pengaruh positif terhadap rendahnya
keinginan dari anggota organisasi untuk keluar dari organisasi, peningkatan kinerja, serta
kepuasan kerja (Cegarra-Leiva, Sánchez-Vidal, dan Cegarra-Navarro, 2012; Nelson, Quick,
Hitt, dan Moesel, 1990; Scandura and Lankau, 1997).
“ “

27. Motivating by Work Arrangement:
Flextime
Generasi millennial menurut Zemke, Raines dan
Filipczak (2000) mempunyai karakteristik unik yaitu
sangat fokus pada keseimbangan dalam hidup,
termasuk keseimbangan dalam pekerjaan dan
kehidupan pribadi/keluarga.
Prequisite:
Perjanjian Kerja antara
Perusahaan &
Karyawan
Teknologi/Tool
Pengelolaan Karyawan
yang Tepat
Koneksi/Komunikasi yang
Baik antara Perusahaan &
Karyawan

28. An arrangement that allows two or
more individuals to split a traditional
full-time job. E.g. one employee might
perform the job 8 am - noon and other
from 1-5 pm.
Motivating by Work Arrangement:
Job Sharing
Increase motivation and satisfaction
for employee that could not works
on normally work condition.
Allows organization to draw on the
talent of more than one individual.
Need to find compatible
partner to job-share.
Historically negative
perceptions if individuals not
completely committed their
jobs.

29. Telecommuting telah diaplikasikan oleh IBM di seluruh dunia
sejak awal tahun 1990an dimulai dari bagian sales, technical
supporting, dan bagian lainnya.
Motivating by Work Arrangement:
Telecommuting
Pola kerja yang tidak mengharuskan
karyawan untuk datang setiap hari ke
kantor, bekerja di rumah/dimana saja
menggunakan komputer yang terhubung
dengan kantor.
Performance karyawan diukur berdasarkan
penyelesaian pekerjaan, bukan
berdasarkan berapa lama karyawan
‘bertahan’ di kantor.

30. Motivating by Work Arrangement:
Telecommuting
Prequisite:
Perjanjian Kerja antara
Perusahaan & Karyawan
Teknologi/Tool Pengelolaan
Karyawan yang Tepat
Koneksi/Komunikasi yang Baik
antara Perusahaan & Karyawan
Keseimbangan work and life yang
mendorong peningkatan produktivitas.
Tidak semua jenis pekerjaan dapat
mengimplementasikan
Telecommuting.
Dapat menghemat banyak waktu dan energi
yang terbuang karena macet.
Menekan biaya operasional, sewa ruang,
listrik, dan operasional lainnya.
Berpotensi membuat perhatian karyawan
terpecah pada kegiatan lain yang kurang
produktif.
Hanya efektif bagi karyawan yang sudah
mature dan mandiri.

31. Employee involvement and participation (EIP)
Participative
Management
subordinates share a
significant degree of decision-
making power with their
immediate superiors
Representative
Participation
workers participate in
organizational decision
making through a small group
of representative employees.

32. EIP Programs designed to motivate
employees using:
Rewards
Benefits
Intrinsic Reward

33. USING REWARDS TO MOTIVATE
EMPLOYEES
• What to pay : establishing a pay structure
• How to pay : rewarding individual employees
through variable – pay programs
• Piece rate pay
• Merit-based pay
• Bonus
• Profit – Sharing Plan
• Employee Stock Ownership Plan
• Evaluation of variable pay

34. Types of Variable Pay Programs
Piece-Rate Pay Plan
• fixed sum for each unit of production completed (no base salary).
Merit-based pay
• performance appraisal rating (individual perceive a strong relationship
between performance and rewards)
Bonus
• a significant component of total compensation for many jobs.
Profit – Sharing Plan
• distributes compensation based on some established formula designed
around a company’s profitability.
Employee Stock Ownership Plan (ESOP)
• benefit for employee for acquiring stock, often at below-market prices.

35. USING BENEFITS TO MOTIVATE
EMPLOYEES
Flexible benefits
benefit plans yang memungkinkan karyawan
untuk memilih benefit yang paling cocok dengan
kebutuhan masing-masing.
Exp : penggantian biaya komunikasi, voucher
transportasi

36. USING INTRINSIC REWARDS TO
MOTIVATE EMPLOYEES
Employee recognition programs
A plan to encourage specific employee behaviors
by formally appreciating specific employee
contributions

37. Motivation and Performance
“Employees whose differences are
recognized, who feel valued, and who
can work in jobs tailored to their
strengths and interests will be
motivated to perform at highest level.”

38. thank you