Introduction to 11 Chapter Managing Employees.

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1 Introduction to 11 Chapter 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 Firm's Earnings Firm's Value Efforts of employees to achieve efficient (low-cost) production and marketing Firm’s Expenses 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
Increased Lighting for Employees Higher Productivity Beberapa penyesuaian ke dalam Kondisi-Kondisi Yang Mencerminkan Perhatian Ditingkatkan Ke arah Karyawan Reduced Lighting for Employees Experiment Conclusion Condition Result

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

7 Herzberg Hygiene Factors (Environmental) Motivator Factors (The Job Itself) Policies Supervision Working Conditions Money Status Job Security 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 Supervisors’ View of Employees
Summary of McGregor’s Theory X and Y Employees dislike work and job responsibilities and will avoid work if possible. Supervisors’ View of Employees Implications Theory X Y Employees are willing to work and prefer more responsibility. Supervisors cannot delegate responsibilities. 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 Ron 20% Example: $100,000 bonus to be divided based on relative contribution to a project: Joe: $50,000 Mary: $30,000 Ron: $20,000 Mary 30% Joe 50%

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

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.