Presentasi pengantar bisnis
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Transcript of Presentasi pengantar bisnis
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MOTIVATING THE
WORKFORCEPRESENTED BY:
AGISTA ALIFFIONICITA SILVIA
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Amadeus Consulting: Where Employees are the Company
Lisa Calkins and John Basso have created a company for which people are motivated to work for the long term.
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Motivating the Workforce
What motivates employees to perform?How can managers boost morale?How do you maximize worker performance?How can you encourage creativity and innovation?
Nature of Human Relations
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Determining what motivates employees to perform on the job is the focus of human relations.
Nature of Human Relations
Motivating the Workforce
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•Motivation is an inner drive that directs a person’s behavior toward goals.
•A goal is the satisfaction of a need
•A need is the difference between a desired state and the actual state.
What is motivation?
Motivating the Workforce
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The basic model of motivation shows that when a need exists, an individual engages in goal-directed behavior designed to satisfy that need.
Motivating the Workforce
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Morale – an employee’s attitude toward his or her job, employer, and colleagues. High Morale
•High levels of productivity•High returns to stakeholders•Employee loyalty
Human Relations
Motivating the Workforce
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High Morale•High levels of productivity•High returns to stakeholders•Employee loyalty
Low Morale•Absenteeism•Lack of commitment•High turnover
Motivating the Workforce
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Motivating the Workforce
Morale Boosters:•Respect•Involvement•Appreciation•Compensation •Promotion•Pleasant work environment•Positive organizational culture
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Motivating the Workforce
Google’s focus on happy, committed employees --•Massage therapy•Laundry service•Gourmet meals & snacks
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Motivating the Workforce
Intrinsic rewards – personal satisfaction derived from goal attainmentExtrinsic rewards – benefits/recognition received from someone else.
Perceptions of Rewards
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Motivating the Workforce
Absenteeism costs a typical large company more than $3 million a year!
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Classical Theory of Motivation
Money – sole motivator for workers.
Taylor & Gilbreth – scientific focus on work tasks & productivity.
Satisfactory pay & job security – motivate employees to work hard.
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Hawthorne Studies
Elton Mayo – postulated that physical conditions in workplace stimulate productivity.
Productivity increased regardless of light levels
Hawthorne Effect – marks beginning of concern for human relations in the workplace
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Motivating Employees by Being Green
Interface is a company that is a leader in sustainable and environmentally sound practices. Mission Zero involves all employees to reduce environmental footprint to zero by 2020.
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Work-Life Balance
Primary reason for accepting position
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Theories of Employee Motivation
Colgate-Palmolive
provides new parents three additional weeks of paid leave in addition to the leave mandated by the Family Leave Act.
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Maslow’s Hierarchy of Needs
Self-Actualization
Needs
Esteem Needs
Social Needs
Security Needs
Physiological Needs
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Maslow’s Hierarchy of Needs
Physiological needs – basic needs for food, water, shelter
Security needs– protection from physical & economic harm
Social needs – need for love, companionship
Esteem needs – self-respect and respect from others
Self-actualization – maximizing one’s potential
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Herzberg’s Two-Factor Theory
Hygiene factors – focus on the work setting not the content of the work – wages, working conditions, company policies, job security.Motivational factors – focus on content of the work itself – achievement, recognition, involvement, responsibility, advancement
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Herzberg’s Two-Factor Theory
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McGregor’s Theory X and Theory YTheory X – Assumption that workers generally dislike work and must be forced to do their jobs.
Theory Y – Humanistic view of management. Assumption workers like to work and seek out responsibility to satisfy social, esteem, and self-actualization needs.
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William Ouchi Theory Z
A management philosophy that stresses employee participation in all aspects of company decision making
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Comparison of American, Japanese & Theory Z Management Styles
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Variations on Theory Z
Participative Management
Employee Involvement
Self-Directed Work Teams (SDWT)
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Equity Theory
Equity theory – the assumption that how much people are willing to contribute to an organization depends on their assessment of the fairness (equity) of the rewards they will receive in exchange.
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Expectancy Theory
Expectancy theory – assumption that motivation depends not only on how much a person wants something but also on how likely he or she is to get it.
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Strategies for Motivating Employees
Behavior Modification – changing behavior and encouraging appropriate actions by relating the consequences of behavior to the behavior itself. “Behavior is a function of its consequences.”
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Strategies for Motivating Employees
Job Design – strategies managers use to help improve employee motivation:•Job rotation•Job enlargement•Job enrichment•Flexible scheduling
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Job Design Strategies
Job rotation – movement of employees from one job to another to relieve the boredom often associated with job specialization.
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Job Design Strategies
Job enlargement – addition of more tasks to a job instead of treating each task as separate.
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Job Design Strategies
Job enrichment – incorporating motivational factors (achievement, recognition, responsibility) into the job.
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Job Design Strategies
Flexible scheduling strategies – • Flextime• Compressed workweek• Job sharing
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Importance of Motivational Strategies
•Foster employee loyalty•Boost productivity•Influence on pay, promotion, job design•Nature of relationships•Nature of the job itself•Characteristics of the organization
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THANK YOU