Hello readers, hope this posting finds you well. This presentation is the last project in my campus for Management subjects. This slides will explaining about Motivating Employee. Hopefully, this slides can be beneficial for my readers :) Regards, AmythaFP

1. Motivating Employee
GROUP 6:
Arya Bima Cahyaatmaja (13111002)
Handito Pramukya Daniswara (15111007)
Markov Cornelius (15111010)
Sarthak Sharma (15111013)
Bahar Dyan Syah (15111017)
Amytha Fatimah Putri (15111022)
Nadhifah Kirana (15111029)
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2. MATERIALS
What is Motivation
Early Theories Of Motivation
Contemporary Theories Of Motivation
Current Issues in Motivation
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4. What is Motivation?
Motivation refers to the process by which a
person’s efforts are energized, directed, and
sustained toward attaining a goal.
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5. High levels of effort must be channeled in a direction that
benefits the organizational goals.
Motivation includes a persistence dimension meaning
employees must persist when trying to achieve the goals.
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6. Maslow’s Theory
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7. McGregor’s Theory X and Theory Y
 Theory X is a negative view of people that assumes
workers have little ambition, dislike work, want to avoid
responsibility, and need to be closely controlled to work
effectively.
 Theory Y is a positive view that assumes employees enjoy
work, seek out and accept responsibility, and exercise
self-direction.
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8. Herzberg’s Two-Factor Theory
 Proposes that intrinsic (internal) factors
are related to job satisfaction, while
extrinsic (external) factors are
associated with job dissatisfaction.
 When people felt good about their
work, they tended to cite intrinsic
factors arising from the job itself such
as achievement, recognition, and
responsibility (motivators).
 when people felt dissatisfied, they
tended to cite extrinsic factors
arising from the job context such as
company policy and administration,
supervision, interpersonal
relationships, and working
conditions (Hygiene factors).
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9. Three-Needs Theory
 Need for achievement (nAch) - the drive to succeed and excel to
a set of standards.
 The need for power (nPow) - the need to make others behave in
a way that they would not have behaved otherwise.
 The need for affiliation (nAff) - the desire for friendly and close
interpersonal relationships
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10. Goal-Setting Theory
 Specific goals increase performance and difficult goals, when accepted, result in higher
performance than do easy goals.
 Important points :
- Source of job Motivation
- Specific hard goal produce higher level of outputs than the usual one
- Participation in setting goal
- Feed back : Self-generated feedback
- Contingency that effect goal setting : Goal commitment, Self-efficacy and natural culture.
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11.  Other things that also influence the achievement of a
goals are :
1. Goals commitment that individual are committed to the
goal and that it is self set and not being order on it
2. Self efficacy is that everyone belief that he or she is
capable in performing a task
3. National character is a situation in a certain location that
support achievement of a goal.
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12. Reinforcement Theory
 Behavior is a function of its consequences.
 Consequences that immediately follow a behavior and increase
the probability that the behavior will be repeated are called
reinforcers.
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13. Designing Motivating Jobs
 Job designs to refer to the way tasks are combined to form
complete jobs.
 JOB ENLARGEMENT - job scope, job enlargement
 JOB ENRICHMENT - job depth
 JOB CHARACTERISTICS MODEL – skill varieóty, task identity, task
significance, autonomy, feedback.
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14. Job Enlargement &
Enrichment
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17. Core Job Dimensions
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18. Equity Theory
 Proposes that employees compare what they get from a job (outcomes)
in relation to what they put into it (inputs), and then they compare their
inputs–outcomes ratio with the inputs–outcomes ratios of relevant others.
 underrewarded or overrewarded
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19. Equity Theory (2)
 The referent—the other persons, systems, or selves individuals
compare themselves against in order to assess equity—is an
important variable in equity theory.
 Distributive justice - the perceived fairness of the amount and
allocation of rewards among individuals.
 Procedural justice - the perceived fairness of the process used to
determine the distribution of rewards.
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20. Expectancy Theory
 An individual tends to act in a certain way based on the expectation that the
act will be followed by a given outcome and on the attractiveness of that
outcome to the individual.
 Expectancy or effort–performance linkage
 Instrumentality or performance–reward linkage
 Valence or attractiveness of reward
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21. MOTIVATING IN TOUGH
ECONOMIC CIRCUMSTANCES
 During tough economic conditions,
Managers must look for creative ways to
keep employees’ efforts energized,
directed, and sustained toward achieving
goals
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22. MANAGING CROSS-CULTURAL
MOTIVATIONAL CHALLENGES
 Some theories don’t work well for other cultures
 The desire for interesting work theory seems
important to all workers and Herzberg’s motivator
factors may be universal
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23. Motivating Unique Groups of
Workers
 Employees have different needs,
personalities, skills, abilities, interests,
and aptitude.
 Motivating a Diverse Workforce
- Flexibility
 Motivating Professionals
- Job Challenges
- Support
 Motivating Contingent Workers
- Opportunity to become
permanent employee.
- Training
 Motivating Low-Skilled, Minimum
Wage Employees
- Employee Recognition Programs
- Praise
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24. Designing Appropriate Rewards
Program
 Rewards play a major role in promoting appropriate
employee behavior.
 Open-Book Management
 Employee Recognition Programs
 Pay for Performance
- Compatible with the Expectancy Theory.
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