materi motivation pegawai profesional ppt

materi motivation pegawai profesional

1. Motivation starts with good employee morale , the mental attitude of employees toward their employer and jobs. High morale = sign of a well-managed organization Poor morale shows up through absenteeism, employee turnover, strikes, falling productivity, and rising employee grievances Motivating Employees

2. Maslow’s hierarchy of needs: people have five levels of needs that they seek to satisfy. A satisfied need is not a motivator; only needs that remain unsatisfied can influence behavior. People’s needs are arranged in a hierarchy of importance; once they satisfy one need, at least partially, another emerges and demands satisfaction. Physiological needs Safety needs Social (belongingness) needs Esteem needs Self-actualization needs Maslow’s Hierarchy of Needs Theory

3. Herzberg’s Two-Factor Theory Hygiene Factors Job Environment Salary Job Security Personal Life Working Conditions Status Interpersonal Relations Supervision Company Policies Motivator Factors Achievement Recognition Advancement The job itself Growth Opportunities Responsibility

4. Expectancy Theory and Equity Theory Expectancy Theory – the process people use to evaluate the likelihood their effort will yield the desired outcome and how much they want the outcome. Equity Theory – individual’s perception of fair and equitable treatment.

5. Goal: target, objective, or result that someone tries to accomplish. Goal-setting theory - people will be motivated to the extent to which they accept specific, challenging goals and receive feedback that indicates their progress toward goal achievement. Goal-Setting Theory

6. Systematic and organized approach that allows managers to focus on attainable goals and achieve the best results. MBO helps motivate individuals by aligning their objectives with the goals of the organization. MBO Principals: A series of related organizations, goals, and objectives Specific objectives for each individual Participative decision making Set time period to accomplish goals Performance evaluation and feedback Management by Objective

7. Job enlargement: job design that expands an employee ’ s responsibilities by increasing the number and variety of tasks assigned to the worker. Job Design & Motivation Job enrichment: change in job duties to increase employees ’ authority in planning their work, deciding how it should be done, and learning new skills.

8. Two assumptions manager make about employees, according to psychologist Douglas McGregor: Theory X : employees dislike work and try to avoid it whenever possible; managers must coerce or control them or threaten punishment to achieve the organization’s goals. Theory Y : typical person likes work and learns to accept and seek responsibilities; managers assume creative people solve work-related problems. A third theory from management professor William Ouchi : Theory Z : worker involvement is key to increased productivity for the company and improved quality of work life for employees. Managers’ Attitudes and Motivation