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Bahan kuliah 5 Psikologi Industri.pptx
- 1. Click to edit Master title style • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Industrial psychology oleh Dr Steve Sudjatmiko
- 2. Click to edit Master title style • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Need Theories of Motivation motivation is the interaction among efforts to satisfy various Maslow’s need hierarchy theory Clayton Alderfer’s ERG theory MCCLELLAND’S ACHIEVEMENT MOTIVATION THEORY
- 3. Click to edit Master title style • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Memotivasi berdasarkan kebutuhan manusia
- 4. Click to edit Master title style • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Need Theories of Motivation Clayton Alderfer’s ERG theory 1. Existence needs, basic physiological and safety needs 2. Relatedness needs, analogous to Maslow’s social needs 3. Growth needs, the highest-order needs, needs to develop fully and realize one’s potential.
- 5. Click to edit Master title style • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Need Theories of Motivation MCCLELLAND’ S ACHIEVEMENT MOTIVATION THEORY 1. Need for achievement — drive to succeed and get the job done. 1. love the challenge of work. Motivated by a desire to get ahead in the job, to solve problems, and to be outstanding work performers. 2. Task oriented, moderate risk or difficulty, feedback about attainment. 2. Need for power — the need to direct and control others 1. Status oriented, gain influence and prestige 3. Need for affiliation — the desire to be liked and accepted by others. 1. strive for friendship, greatly concerned with interpersonal relationships on the job 2. Prefer working with others, motivated by cooperative rather than competitive work situations.
- 6. Click to edit Master title style • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Behavior-Based Theories of Motivation behavioral outcomes is critical For work motivation REINFORCEMENT THEORY EXTRINSIC VERSUS INTRINSIC MOTIVATION GOAL-SETTING THEORY
- 7. Click to edit Master title style • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Behavior-Based Theories of Motivation REINFORCEMENT THEORY Positive reinforcers are events that are desirable to the person that cause behavior to repeat • Praises, money, reward Negative reinforcers are events that, if removed, are desirable to the person. Also causes behavior to repeat • Pain, noise Punishment: any unpleasant consequence that follows the performance of a behavior. Cause behavior to less repeat • Reprimand, demotion
- 8. Click to edit Master title style • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Behavior-Based Theories of Motivation EXTRINSIC VERSUS INTRINSIC MOTIVATION • Extrinsic reward come from outside • Intrinsic rewards come from • the workers’ sense of accomplishment and competence at performing and mastering work tasks • from a sense of autonomy or control over one’s own work. • Workers are motivated by • challenges at work • the reward is the satisfaction of meeting the challenge or of a job well done.
- 9. Click to edit Master title style • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Behavior-Based Theories of Motivation GOAL-SETTING THEORY • To motivate workers, • Goals must be clear, specific, attainable, and, whenever possible, quantified. • General goals (urging employees to do their best/ as quickly as possible) are not effective • Goal-setting programs suggest breaking big goals down • into a series of smaller • more easily attained goals.
- 10. Click to edit Master title style • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Job Design Theories of Motivation jobs that are well designed, containing all the elements that satisfy physical and psychological needs, will motivate workers HERZBERG’S TWO- FACTOR THEORY JOB CHARACTERISTICS MODEL
- 11. Click to edit Master title style • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Two Factors Theory Hygiene Factor Motivators
- 12. Click to edit Master title style • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Hygiene Factor Gaji / insentif Suasana kantor Hubungan dengan teman Hubungan dengan atasan Alat kerja Jarak dari rumah Keamanan kenyamanan Bila faktor2 ini ada Mereka STAY Belum tentu bekerja keras Bila tidak ada Mereka PERGI
- 13. Click to edit Master title style • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Hygi ene Fact or Pekerjaan yang tepat Penghargaan Tanggungjawab Kemajuan Motivators Bila faktor2 ini ada Mereka akan bekerja keras Bila tidak ada Belum tentu pergi
- 14. Click to edit Master title style • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Job Design Theories of Motivation HERZBERG’S TWO- FACTOR THEORY • Motivators are factors related to job content • inherent in the work itself. • Type of work, responsibility, chances for recognition, advancement, and personal achievement are all motivators. • Hygienes • include benefits, working conditions (including both physical and social conditions), • type of supervision, base salary, and company policies
- 15. Click to edit Master title style • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Job Design Theories of Motivation HERZBERG’S TWO-FACTOR THEORY If managers want to keep workers happy and motivated, two things must be done. First, to eliminate job dissatisfaction, • workers must be provided with the basic hygiene factors. • That is, they must be compensated appropriately, treated well, and provided with job security. However, furnishing these hygienes will only prevent dissatisfaction; it will not necessarily motivate workers. • To motivate workers to work harder, the work must be important, • giving the workers a sense of responsibility, and • should provide chances for recognition • and upward mobility.
- 16. Click to edit Master title style • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Job Design Theories of Motivation JOB CHARACTERISTICS MODEL Five core job characteristics : 1. Skill variety— A job that demands a range of skills is likely to be perceived as challenging and meaningful. 2. Task identity The worker needs to see the observable outcome or product of work efforts. 3. Task significance— The job should impact other people within the organization, such as coworkers, or persons outside of the organization, such as consumers. 4. Autonomy— the job should give the worker freedom and independence to choose how to schedule and carry out the necessary tasks. 5. Feedback— the job should allows the worker to receive clear information about the effectiveness of performance.
- 17. Click to edit Master title style • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Job Design Theories of Motivation JOB CHARACTERISTICS MODEL
- 18. Click to edit Master title style • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Cognitive Theories of Motivation workers are rational beings who cognitively assess personal costs and benefits before taking action EQUITY THEORY OF MOTIVATION EXPECTANCY THEORY
- 19. Click to edit Master title style • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Cognitive Theories of Motivation workers are rational beings who cognitively assess personal costs and benefits before taking action EQUITY THEORY OF MOTIVATION • workers are motivated by equity and fairness. • If receive fair treatment, will stay motivated • If not, they will try to reduce the inequity.
- 20. Click to edit Master title style • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Cognitive Theories of Motivation workers are rational beings who cognitively assess personal costs and benefits before taking action EXPECTANCY THEORY Usaha/ effort Kinerja/ Perfor mance Reward
- 21. Click to edit Master title style • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level EXPECTANCY THEORY 21
- 22. Click to edit Master title style • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Employee Engagement Employee engagement is shown by • Energetic • dedicated, • enthusiastic about their jobs • committed to their work • committed to organization, • Motivated • productive, • and positive Job Satisfaction Organization Commitment
- 23. Click to edit Master title style • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Job Satisfaction • Global approach: • Overall satisfaction with a job that is important • complete satisfaction is more than the sum of separate job • facet approach • People vary • pay is important for one worker, but not for another. • promotion is important for lower-level managers but not for leaders.
- 24. Click to edit Master title style • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level
- 25. Click to edit Master title style • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Employee Engagement Organization Commitment/ Company loyalty • acceptance of the organization’s goals and values, • a willingness to exert effort on behalf of the organization, and • a desire to remain with the organization