motivation at workwidhadyah.lecture.ub.ac.id/files/2012/03/psi_4.pdf · psikologi industri 2012....
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widhadyah.lecture.ub.ac.id - widhadya.wordpress.com
MOTIVATION AT WORKWidha K Ningdyah, ST., MTPsikologi Industri 2012
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TENTANG MOTIVASI
MEMBANGKITKAN MOTIVASI
TEORI MOTIVASI
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Forces acting on an employee that initiate and direct behaviour
(Gibson, 2010)
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RUANG LINGKUP MOTIVASI
Terkait dengan PERILAKU dan KINERJA
Terkait dengan ARAH TUJUAN
Dihasilkan dari KEJADIAN & PROSES secaraINTERNAL & EKSTERNAL
Penelitian di bidang motivasi masih terusdikembangkan
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MOTIVASI KESIMPULAN
OBSERVASI
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BE CAUTIONS in making motivational inferences
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WHY IMPORTANT?!
MOTIVASI TINGGI
akan menghasilkan
KONTRIBUSI YANG
SIGNIFIKAN pada
performansi
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MENUMBUHKAN MOTIVASI
Manajermengetahui type
dan derajatmotivasi
bawahannya
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Menumbuhkan Motivasi1. Apakah karyawan cenderung termotivasi ?
2. Sudahkah Value dan Ekspektasi karyawan tercapai?
3. Apakah karyawan memiliki GOAL yang ACHIEVABLE ?
4. Berikan feedback untuk karyawan terkait dengan pencapaian tujuan
5. Reward untuk pencapaian tujuan
6. Apakah Reward dan Resource diberikan secara proporsional?
7. Apakah motivasi menular?
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SIFAT-SIFAT INDIVIDU TERKAIT DENGAN MOTIVASI KERJA
• Harga diri ; mengganggap dirinyaberharga
• Teori Konsistensi (Korman, 1970, 1976)SELF-ESTEEM
• Extrinsic motivation -> not enjoy the task ; motivated by reward/punishment (Deci & Ryan, 1985)
• Intrinsic motivation -> rewards may reduce working satisfaction and motivation (Deci, et al., 1999) > DEBATES
INTRINSIC MOTIVATION TENDENCY
• Jobs are challenging and they have control over it
NEED FOR ACHIEVEMENT
1. Apakah karyawan cenderung termotivasi ?
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MENINGKATKAN SELF-ESTEEM
SE Workshop
• Karyawan diberikan pemahaman dan pengetahuan tentangpotensi dan kekuatan mereka.
Memberipengalaman
SUKSES
• Penggunaan prinsip “Self-fulfilling Prophecy” ->> GALATEA EFFECT
PerlakuanSupervisor
• Supervisor memberikan kepercayaan pada bawahannya >> Implementasi PYGMALION EFFECT
• PYGMALION EFFECT >< GOLEM EFFECT
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Motivasi Kerja & Kepuasan Kerja dipengaruhioleh gap antara KEINGINAN, VALUE, & EKSPEKTASI dengan KONDISI AKTUAL
• Janji perusahaan VS KondisiAktual
• Aspek positif & negatif harusproporsional
JOB EXPECTATION
• Job characteristics theory (Hackman & Oldham, 1976),
• Meaningful jobs
• Autonomy
• Feeddback
JOB CHARACTER
2. Sudahkah Value dan Ekspektasi karyawan tercapai?
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GOAL SETTING
3. Apakah karyawan memiliki GOAL yang ACHIEVABLE ?
S p e s i f i c
M e a s u r a b l e
A t t a i n a b l e, (yet Difficult)
R e l e v a n t
T i m e B o u n d
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Feedback untuk Karyawan
4. Berikan feedback untuk karyawan terkait dengan pencapaian tujuan
Feedback akan bersifatKONSTRUKTIF, ketika ia
disampaikan secara POSITIF disertai DORONGAN dan
PENGUATAN pada karyawan yang bersangkutan
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INSENTIF
5. Reward untuk pencapaian tujuan
Financial Rewards
Recognition
Premack Principle
Travel
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Equity Theory Research
6. Apakah Reward dan Resource diberikan secara proporsional?
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7. Apakah motivasi menular?
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TEORI MOTIVASI
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Maslow’s Hierarchy of
Needs
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TEORI MOTIVASI PROSES
REINFORCEMENT GOAL SETTING
EXPECTANCY EQUITY
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Reinforcement Theory
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Goal Setting Theory
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Expectancy Theory
Model Vroomian
1964Model Lowler & Porter
1967Model Aderson & Butzin
1974
Performance = Motivation x Ability
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Model Vroomian
Instrumentally
•seberapa besarhubungan antaraprestasi kerjadengan hasil kerjayang lebih tinggi
Valence
•seberapa pentingsi pekerja menilaipenghasilan yang diberikanperusahaankepadanya
Expectancy
•seberapa besarkemungkinan jikamerekamelakukanperilaku tertentumereka akanmendapatkanhasil kerja yang diharapkan
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Model Lawler and Porter
• Banyaknya enersi yg dikelaurkanseseorang dalam situasi tertentu.Effort
• Karakteristik individuAbilities
• Kesesuaian antara effort yg dilakukanseseorang dengan pandangan atasanRole Perceptions
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Model Anderson & Butzin
Future Performance = Past Performance + (Motivation x Ability)
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Equity Theory
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TUGAS INDIVIDU
Self – Analisys
(Knowing Your Self)
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ACHIEVEMENT ORIENTATION
CHARACTER
(who am I?)
EXPOSURE
(minat)
KNOWLEDGE
(pengetahuan)
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PLANNING YOUR FUTURE
• Gambarkan rencana hidupmu secara detail dalam :
– 3 tahun ke depan
– 5 tahun ke depan