Rery Indra Kusuma

Wiluyo Karyanto

Human Relations

The study of the behavior of individuals

and groups in organizational settings.

The Nature of HR

Motivation : The inner drive that directs a person’s behavior toward goals.

Morale : An employee’s attitude toward his or her job, employer, and colleagues.

intrinsic rewards : the personal satisfaction and enjoyment felt after attaining a goal

extrinsic rewards : benefits and/or recognition received from someone else

The Motivation Process

More money for

unexpected medical expenses

Need

Ask for a raise

Work harder to gain a promotion

Look for a higher-paying job

Steal

More money

Goal-directed behavior

Need Satisfaction

Historical Perspectives on Employee

Motivation

Classical Theory of Motivation (Frederick W. Taylor) : theory

suggesting that money is the sole motivator for workers

The Hawthorne Studies (Elton Mayo)

Maslow’s Hierarchy of Needs

Self-

Actualization

Needs

Esteem Needs

Social Needs

Security Needs

Physiological Needs

Herzberg’s Two-Factor Theory

Hygiene Factors

• Company policies

• Supervision

• Working conditions

• Salary

• Security

Motivational Factors

• Achievement

• Recognition

• The work itself

• Responsibility

• Advancement

McGregor’s Theory X and Theory Y

- Theory X : Management view that assumes workers generally dislike work and must be forced to do their jobs.

- Theory Y : Management view that assumes workers like to work and under proper conditions, employees will seek responsibility to satisfy social, esteem, and self-actualization needs.

Theory Z

A management philosophy that

stresses employee participation in all

aspects of company decision making.

Comparison of American, Japanese, and

Theory Z Management Styles

American Japanese Theory Z

Duration ofemployment

Relatively shortterm; workerssubject to layoffswhen businessslows

Lifelong; nolayoffs

Long term; layoffsrare

Rate ofpromotion

Rapid Slow Slow

Amount ofspecialization

Considerable;worker developsexpertise in onearea only

Minimal; workerdevelops expertisein all aspects of theorganization

Moderate; workerlearns all aspectsof the organization

Comparison of American, Japanese, and

Theory Z Management Styles

American Japanese Theory Z

Decisionmaking

Individual Consensual; inputfrom all concernedparties isconsidered

Consensual; emphasison quality

Responsibility Assigned to theindividual

Shared by thegroup

Assigned to theindividual

Control Explicit andformal

Less explicit andless formal

Informal but withexplicit performancemeasures

Concern forworkers

Focus is on workonly

Focus extends toworker's whole life

Focus includes worker'slife and family

Other Motivational Theories

Can I get it?

Do I want it?

Equity Theory Expectancy Theory

What I

put in

What I

get back

Strategies for Motivating Employees

Behavior Modification : changing behavior and

encouraging appropriate actions by relating the

consequences of behavior to the behavior itself

Job Design

Job Design Strategies

Job Rotation : Exposes employees to a variety of tasks as they move from one job to another.

Job Enlargement : Teaches employees new tasks in their present job.

Job Enrichment : Gives employees more control and authority in their present job, along with additional tasks.

Flexible Scheduling Strategies

Flextime : a program that allows employees to choose their starting and ending times, provided that they are at work during a specified core period

Compressed Work Week : a four-day (or shorter) period during which an employee works 40 hours

Job Sharing : performance of one full-time job by two people on part time hours

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