Introduction to. Chapter 11. Managing Employees. MultiMedia by Stephen M. Peters South-Western College Publishing

Transkripsi

1 Introduction to Chapter 11 Managing Employees

2 Learning Objectives Uraikan teori motivasi. Jelaskan bagaimana perusahaan dapat tingkatkan kepuasan kerja dan tingkatkan motivasi.

3 Motivation and Performance Efforts of employees to create and produce a quality product Efforts of employees to sell the product Firm s Revenue Efforts of employees to achieve efficient (low-cost) production and marketing Firm s Expenses Firm's Earnings Firm's Value Efforts of employees to achieve low financing costs

4 Major Theories on Motivation Hawthorne Studies Maslow s Hierarchy of Needs Herzberg s Job Satisfaction Study Theory X, Y, and Z Expectancy Theory Equity Theory Reinforcement Theory

5 Summary of Hawthorne Studies Condition Result Experiment Increased Lighting for Employees Reduced Lighting for Employees Higher Productivity Higher Productivity Conclusion Beberapa penyesuaian ke dalam Kondisi- Kondisi Yang Mencerminkan Perhatian Ditingkatkan Ke arah Karyawan Higher Productivity

6 Maslow s Hierarchy of Needs Theory: Orang-Orang harus memenuhi kebutuhan yang lebih rendah dalam rangka meningkat kepada kebutuhan yang lebih tinggi. Respect, recognition. Job security. Self-Actualization Esteem Needs Social Needs Safety Needs Physiological Maximization of potential. Social interaction. The basics: food, shelter, and clothing.

7 Herzberg Hygiene Factors (Environmental) Policies Supervision Working Conditions Money Status Job Security Motivator Factors (The Job Itself) Achievement Recognition Challenging Work Responsibility Opportunities for advancement Personal growth opportunities Hygiene Factors mempertimbangkan pencegahan bukan motivasional tetapi tidak boleh perhatian motivasional tidak disajikan.

8 Summary of McGregor s Theory X and Y Theory Theory X Supervisors View of Employees Employees dislike work and job responsibilities and will avoid work if possible. Implications Supervisors cannot delegate responsibilities. Theory Y Employees are willing to work and prefer more responsibility. Supervisors should delegate responsibilities, which will satisfy and motivate employees.

9 Expectancy Theory Teori: Suatu usaha pekerja dipengaruhi oleh hasil yang diharapkan (penghargaan). Dua kebutuhan: Penghargaan yang diinginkan. Kesempatan penerima penghargaan

10 Equity Theory Teori: konpensasii harus patut, atau yang sebanding, kepada masing-masing kontribusi pekerja Mary 30% Ron 20% Joe 50% Example: $100,000 bonus to be divided based on relative contribution to a project: Joe: $50,000 Mary: $30,000 Ron: $20,000

11 Reinforcement Theory Theory: Reinforcement dapat mengendalikan prilaku. - Positive reinforcement: provides rewards for high performance. Contoh: Bonus, promotion, oral compliment. - Negative reinforcement: memotivasi karyawan dengan memberi sangsi Contoh: Teguran, PHK, dll.

12 Guidelines to Motivation Employee will: Compare compensation and contribution. Not be satisfied with compensation alone. Be motivated if they can gain a reward. Employer should: Ensure compensation is proportionate to contribution. Ensure employees have other needs met: respect, self-esteem, etc. Motivate using positive reinforcement.

13 Key Characteristics Affecting Job Satisfaction Money or compensation programs. Security. Work schedule. Employee involvement programs.

14 Three Compensation Programs Merit system Raise according to merit. Across-the-board system All employees get similar raise. Incentive plans Various forms of compensation based on specific performance.

15 Characteristics of a Compensation Program Sesuaikan rencana konpensasi dengan tujusan bisnis. Sesuaikan konpensasi dengan atujuan karyawan tertentu. Menetapkan tujuan yang mungkin dapat dicapai oleh karyawan. Ijinkan karyawan memberikan masukan tentang rencana konpensasi..

16 Flexible Work Schedule (Flextime Programs) Pekerjaan yang dimampatkan : Mampatkan beban kerja ke dalam lebih sedikit hari per minggu. Tujuan utama akan mengijinkan karyawan untuk mempunyai tiga hari di akhir pekan. Pekerjaan yang berbagi (Job sharing) Dua atau lebih orang-orang berbagi full-time tertentu ( 40 jam) rencana kerja. Ini mengijinkan karyawan untuk bekerja part-time. Banyak dari karyawan ini tidak ingin bekerja full-time.

17 Employee Involvement Programs Job enlargement. Job rotation. Empowerment. Teamwork. Open-book management.