1. Download Ebook Perilaku Organisasi Stephen P Robbins Bahasa Indonesia En
2. Download Ebook Perilaku Organisasi Stephen P Robbins Bahasa Indonesia En

Leadership is about getting people into action and ensuring that they continue taking that action in order to achieve the task. It is therefore very much about motivation. This can be defined as the process of getting people to move in the direction you want them to go.

The organization as a whole provides the context within which high levels of motivation can be achieved through reward systems and the provision of opportunities for growth and development. But as a manager you still have a major part to play in deploying your own motivating skills to ensure that people give of their best. You want them to exert the maximum amount of positive discretionary effort – people often have a choice about how they carry out their work and the amount of care, innovation and productive behaviour they display.

Download Ebook Perilaku Organisasi Stephen P Robbins Bahasa Indonesia En

Discretionary effort makes the difference between people just doing a job and people doing a great job. What follows is based on the huge amount of practical research that has provided the basis for the development of motivation theory. But don’t let the word ‘theory’ put you off. It has been said that ‘there is nothing so practical as a good theory’, by which is meant that theories based on extensive research in the field, ie within organizations, can reveal what approaches work best and how to put them into practice. A good example is that of two American researchers, Gary Latham and Edwin Locke, who developed their goalsetting theory of motivation by studying 1,184 supervisors and finding that those who set specific production goals achieved the highest productivity.

Their further analysis of 10 field studies conducted by various researchers for a range of jobs showed that the percentage change in performance after goal setting ranged from 11 to 27 per cent (average 16 per cent). From an organizational point of view, the model can be used to illustrate a process of motivation which involves setting goals that are likely to meet individual needs and encouraging the behaviour required to achieve those goals.

It also illustrates two fundamental truths about motivation. First, that there is a multiplicity of needs, goals and actions which depend on the person and the situation.

It is unwise to assume that any one approach to motivation will appeal to all affected by it. Motivation policies and practices must recognize that people are different. Second, that while we can observe how people. Intrinsic motivation – the aspects of the work they do and the work environment which create job satisfaction and influence people to behave in a particular way or to move in a particular direction. These factors include responsibility (feeling that the work is important and having control over one’s own resources), freedom to act (autonomy), scope to use and develop skills and abilities, interesting and challenging work and opportunities for advancement.

Extrinsic motivation – what is done to or for people to motivate them. This includes rewards, such as increased pay, praise or promotion, and punishments, such as disciplinary action, withholding pay, or criticism. Extrinsic motivators can have an immediate and powerful effect, but it will not necessarily last long. The intrinsic motivators, which are concerned with the ‘quality of working life’ (a phrase and movement which emerged from this concept), are likely to have a deeper and longer term effect because they are inherent in the work and the work environment and are not imposed from outside. However, managers can exert considerable influence on the work environment and this can be a powerful motivational tool. The process of motivation as described above is broadly based on a number of motivation theories which attempt to explain in more detail what it is all about.

Download Ebook Perilaku Organisasi Stephen P Robbins Bahasa Indonesia En

These theories have proliferated over the years. Some of them, like the crude ‘instrumentality’ theory which was the first to be developed and is essentially a ‘carrot and stick’ approach to motivation, have largely been discredited, at least in psychological circles, although they still underpin the beliefs of some managers about motivation and pay systems.

Others such as those developed by Maslow and Herzberg are no longer highly regarded because they are not supported by field research (Maslow) or because the field research was flawed (Herzberg). However, Maslow did contribute the useful notions that ‘man (sic) is a wanting animal’ and that ‘a satisfied want is no longer a motivator’. And Herzberg convincingly argued that extrinsic motivation, especially money, was a ‘hygiene factor’ which will not provide lasting satisfaction but could cause dissatisfaction if the organization got it wrong. Conversely, intrinsic motivation, ‘motivation through the work itself’, was a ‘satisfier’ which could make a long-term positive impact on performance. Both these writers, together with others in the field, developed classifications of the various needs that can motivate people, such as achievement, responsibility, autonomy and growth. Goal theory as developed by Latham and Locke (1979) states that motivation and performance are higher when individuals are set specific goals, when goals are difficult but accepted, and when there is feedback on performance. Participation in goal setting is important as a means of getting agreement to the setting of higher goals.

Difficult goals must be agreed and their achievement reinforced by guidance and advice. As long as they are agreed, demanding goals lead to better performance than easy ones. Finally, feedback is vital in maintaining motivation, particularly towards the achievement of even higher goals. Expectancy theory explains why extrinsic financial motivation – for example, an incentive or bonus scheme – works only if the link between effort and reward is clear and the reward is worth having, ie there is a clear line of sight between them. It also explains why intrinsic motivation arising from the work itself can be more powerful than extrinsic motivation; intrinsic motivation outcomes are more under the control of individuals, who can place greater reliance on their past experiences to indicate the extent to which positive and advantageous results are likely to be obtained by their behaviour. But mere effort is not enough. It has to be effective effort if it is to produce the desired performance.

The two variables, in additional to effort, which affect achievement are: ability – individual characteristics such as intelligence, skills and know how; and role perceptions – what individuals want to do or think they are required to do. These are good from the viewpoint of the organization if they correspond with what it thinks the individual ought to be doing. They are poor if the views of the individual and the organization do not coincide. The key messages of motivation theoryThe key messages provided by motivation theory are summarized below.Extrinsic and intrinsic motivating factorsExtrinsic rewards provided by the employer, including pay, will be important in attracting and retaining employees and, for limited periods, increasing effort and minimizing dissatisfaction.

Utorrent la hija del mariachi. Money but also because it serves as a highly tangible means of recognition. But badly designed and managed pay systems can demotivate. Another researcher in this area was Eliot Jaques (1961), who emphasized the need for such systems to be perceived as being fair and equitable.

In other words, the reward should be clearly related to effort or level of responsibility and people should not receive less money than they deserve compared with their fellow workers. Jaques called this the ‘felt fair’ principle.Non-financial rewardsFrom your point of view as a people manager, money is not only an unreliable motivator but its provision as an incentive is often outside your control. Many public sector organizations and many charities have pay spines in which pay progression is dependent on service rather than performance and line managers have little or no impact on the rate at which they progress. Even when pay is related to performance, line managers have to live with the system adopted by the organization. Their influence is often limited to rating people’s performance but the amount distributed is probably controlled by the management.

But they can have much more control over non-financial rewards, including the intrinsic rewards which, as noted above, can have a powerful and long-lasting effect on motivation. The main non-financial rewards as discussed below are recognition, achievement, responsibility and autonomy, and opportunities for personal development and growth.RecognitionRecognition is one of the most effective methods of motivating people. They need to know not only how well they have achieved their objectives or carried out their work but also that their achievements are appreciated. Recognition can be provided by positive and immediate feedback from you which acknowledges what has been achieved.Armstrong, Michael. How to Manage People.London, GBR: Kogan Page Ltd., 2008. Kogan Page Ltd. All rights reserved.Simply saying thank you and explaining why may be enough.

You also recognize people when you listen to and act upon their suggestions. Other actions which provide recognition include allocation to a high-profile project, enlargement of the job to provide scope for more interesting and rewarding work and recommending promotion or inclusion in a high-profile development programme.Public ‘applause’ – letting everyone know that someone has done well – is another form of recognition. But it must be used with care. One person’s recognition implies an element of nonrecognition to others and the consequences of having winners and losers need to be carefully managed.Many organizations have formal recognition schemes which give managers scope, including a budget, to provide individuals (and importantly, through them, their partners) with tangible means of recognition in the forms of gifts, vouchers, holidays or trips in the UK or abroad, days or weekends at health spas, or meals out. Team awards may be through outings, parties and meals.