Pengembangan Motivasi

Berprestasi
Oleh
Nugroho
BP2PNFI Propinsi Jawa Tengah
06 Maret 2009

Apa itu Motivasi

Energyzer : pemberi tenaga

Director : pemberi arah - tujuan
Maintener : perawat untuk tetap konsisten

MAINSPRING OF MOTIVATION
Model of Maslows
hierarchy of needs

Self-actualization
and fulfillment
Esteem and
status
Safety and
security
Physiological
needs

Herzbergs
motivationmaintenancec model
Work itself
Achievement
Possibility of
growth
Advancement
Recognition
Status
Relations with
supervisors
Peer relations
Relations with
subordinates
Quality of
supervision
Company policy
and administration
Job security
Working conditions
Pay

Adlerfers E-R-G
model

Growth

Relatedness

Existence

Motivasi Berprestasi
Dorongan untuk selalu mencapai prestasi
tinggi dalam kinerjanya
Competence

Expert

Jenius

Spencer and Spencer (1993): Kompetensi

terbentuk dari lima karakteristik:
WATAK
MOTIVASI
INTERNAL

PENGETAHUAN

KOMPETENSI
INDIVIDU

KONSEP
DIRI

KETERAMPILAN

Ciri Pribadi Needs for Achievement

Mampu menentukan tujuan secara jelas
Mampu menetapkan target pencapaian secara
realistis
Mampu melakukan usaha (effort) yg gigih &
konsisten
Mampu melakukan penilaian atas kinerja diri
sendiri secara obyektif
Lentur dlm menghadapi masalah
Berpikir positif & optimis

Kepribadian Yang Matang

Extension of the self; perluasan diri yg

memungkinkan seseorang tdk hanya memikirkan

kepentingan diri sendiri, tapi juga mampu menaruh
perhatian atas kepentingan orang lain
Self acceptance: Emotional security (rasa aman
secara emosional) yg memungkinkan individu dapat
menerima dirinya sendiri, memiliki persepsi yg obyektif
atas realitas, memiliki sense of humor
Establishing philosophical of life: punya
orientasi pandangan hidup yg mantap yang menjadi
acuan perilaku moral dan etika.
Self concept yang mantap: mampu berpikir
positif & mampu menjalin hubungan sosial yang hangat.

Anxiety Theory of Motivation

Kecemasan yg menimbulkan disequilibrium
menjadi pemicu tumbuhnya motivasi
Derajat kecemasan yang bersifat moderate
potensial membangkitkan motivasi yang sehat
Derajat kecemasan yang berlebihan justru
melumpuhkan fungsi motivasi

4 Kualitas Kesenjangan yg
menumbuhkan motivasi
Tahap 1.
Jika kesenjangan antara harapan dgn kenyataan terlampau besar
(ekstreem) shg menimbulkan perasaan tidak nyaman, tidak seang
bahkan sakit

Tahap 2 dan 3
Jika kesenjangan itu ada namun dalam taraf yg moderate
(sedang) maka hal itu justru akan menimbulkan motivasi dan
individu akan mempertahankan motivasi tsb. Kesenjangan pd
level ini juga menghasilkan kenikmatan

Tahap 4
Jika kesenjangan berubah menjadi keseimbangan murni maka
motivasipun menghilang dan terjadilah kondisi yg kontradiktif
dgn kondisi termotivasi.

Stimulus Pattern Model Theory

Konsep dasar;
Rangsang yang diterima individu dari lingkungan akan
menciptakan pola-pola neural tertentu (neural pattern)
melalui proses belajar.
Past learning yg meninggalkan bekas pada serabut saraf
organisme dan membentuk pola-pola neural yg
mempengaruhi terbentuknya sistem harapan dlm diri
individu (dlm pikirannya) kemudian dipertemukan dgn
fakta konkrit melalui persepsinya.
Motivasi akan terbentuk jika terjadi adanya
ketidakseimbangan (kesenjangan/disrepancy) antara apa
yg diharapkan (expectancy) dgn kenyataan yg dihadapi.

Type Personality
Climbers : Pendaki (Bismilillah)
Champers: Berlindung (Audzubillah)
Follower : Mengekor (Allhamdulillah)

Gambar Spiral
Keputusasaan
Ketidakberdayaan

Keputusasaa
n

Gambar Optimis versus Pesimis

Respon terh
adap Kesulitan
Pesimis

Permanen

Meluas

Pribadi

Optimis

Sementara

Terbatas

Eksternal

Gambar Membentuk CO2RE

Teori Kendali
Hibrida*

Optimisme

Control (Kendali)
Ownership
(Kepemilikan)

AQ
C = Control

Personal

O2 = Origin dan
Ownership
(Asal Usul dan
Pengakuan)

Meluas

R = Reach
(Jangkauan)

Permanen

E = Endurance
(Daya Tahan)

Diturunkan dari gabungan sifat tahan banting,

tempat
pengendalian keuletan, efisiensi diri, teori

Nilai-nilai utama

Disiplin
Kerja keras
Komitmen
Prestatif
Mandiri
Realistik

Gambar Ketidakberdayaan yang

Dipelajari dan Pemberdayaan
Pemberdayaan
(AQ Tinggi)

Ketidakberdayaan
yang Dipelajari
(AQ Rendah)

MOTIVATION THEORY
Maslow : Physiological, security, belonging,
esteem, self-actualization
Alderfer (ERG Theory): Existence, relatedness,
growth
McClelland: Need for achievement, need for
affiliation, need for power
Herzberg (Motivation-Hygiene Theory): Hygiene
factor (Company policy, supervision, salary,
interpersonal relations, working condition);
Motivator (Achievement, challenging job,
advancement)

 Skinner (Reinforcement Theory): Behavior

modification
Equity theory: A fair balance between
contributions and. Contribution :Education,
age, seniority, skill, effort, job performance,
loyalty; Outcomes :Pay, job satisfaction,
recognition, opportunity
Expectancy theory: A certain amount of effort
will lead to a certain level of performance, in
turn, will lead to desired outcomes.

MOTIVATION-PERFORMANCE-SATISFACTION RELATIONSHIP

Leadership,
Group norms
and support,
Inter group
behavior (3)

Individual
Needs and
Goals (1)

Motivation (2)

Valence of
Rewards
Expectancies (4)

Skills and
Abilities
(6)

Effort (5)

Performance
(8)

Technology
Support
Services (7)

Rewards
(9)

Satisfaction
(11)

Perceived Equity
of Rewards (10)

Potential uses of Job Analysis

and Job Descriptions

Recruiting, Interviewing, Selection

Orientation and
Training
Performance stan
dards and/or goal
statements

Job
Analysis

Job Description
and Specification

Performance
appraisal Forms
Job Evaluation
Clarification and
renegotiation of
roles
Career progression
ladders

10

Management

Career Ladder in
food service

Chef

Cook

7
6

Kitchen
Steward

Asst.
Steward

4
3
2
1

Purchasing
Steward
Baker

Host or
Hostess

Asst. Purch.
Steward

Bartender

Meat
Cutter

Pantry

Asst.
Cook

Store room
Supervisor

Cashier Captain

Asst.
Meat
Cutter

Asst.
Asst.
Pantry Baker

Store room
attendant

Food
Cheker

Asst.
Bartender

Sanitation
Supervisor
Utility
Assistant

Waiter
Waitress

Dish
Washer
Ware
Washer

Silver
Polisher

Pot
Washer

Support

Vegetable
Preparation

Receiving
Clerk
Food
Runner

Production

Control

Cocktail
Server

Functional
Setup
Busboy Busboy
Busgirl Barboy

Service

PERFORMANCE APPRAISAL REVIEW SESSIONS

Skill Building:
Training in communication;
counseling; consultation skill

Skills

Preparation

Superiors Preparation:
Think about organization and job
goals of subordinate;review
criteria standards; review
anecdotal records of subordinate
performance and typical days;
select major area of contribution

Process

Participation of
subordinate in
session

Substance

Develop action plan

to alleviate job
problems

Follow-up

Constructive
helping attitude/
behavior of
superior

Subordinates Preparation:
Review job task goals; review
criteria standards; identify own
strengths and weaknesses; plan
for own developmental task
assignments and career needs

Perception that organization

rewards are contingent on
outcomes of performance
appraisal

Set future
performance targets

Determine indicator of
results expected

Follow-up: prepare draft of action plan

and what was agreed upon, present to
subordinate for approval

RELATIONSHIP OF JOB ANALYSIS,

JOB DESCRIPTION, AND JOB EVALUATION

Job Analysis

Job Description

Job Evaluation

Systematic
investigation
of jobs to identify their
essential
characteristics

Written summary of
the basic tasks to be
performed in
individual jobs

Procedure for
determining the
relative worth of jobs
within an organization

HOW TO APPROACH A TROUBLED EMPLOYEE

Establish levels of performances you expect.
Be specific about supportive behavioral criteria, i.e. absenteeism,
poor job performance, etc.
Be consistent.
Try not to diagnose the problem.
Restrict criticism to job performance.
Be firm.
Be prepared to cope with the employees resistance, defensiveness
or hostility.
Try to get the employee to acknowledge the problem.
Point out the availability of counseling services.
Get a commitment from the employee to meet specific work criteria
and monitor this with a plan for improvement based on work
performance.

EMPLOYEE ASSISTANCE
PROGRAM

Employee assistance
program

Employees
performance decline
Supervisor talks to
employee, suggests
help

Employee recognizes
and admits problem

Employee fails to
recognize problem
Supervisor warns
employee again,
suggests help

Accepts referral to
appropriate
professional assistance

Performance continues
to decline

Accepts help and works

on problem

Supervisor takes
disciplinary action

Performance becomes
satisfactory

Suspension or
probation

Termination

QUALITY OF WORK LIFE

Richard Walton : Criteria for Quality of Work Life
Adequate and fair compensation
Safe and healthy working conditions
Opportunity to use and develop human capacities
Opportunity to use and develop human capacities
Opportunity for continued growth and security
Social integration in the work organization
Constitutionals
Balanced role of work
Socially beneficial and responsible

STRESS
Penyebab stres dalam organisasi:
unresolved conflict, over demanding
superior, intense and prolonged
competition.
Hasil penelitian: stres tinggi terjadi pada
pekerjaan garment stitcher, assemblyline, freight handler; telephone operator,
nurses aid, cashier; air traffic controller.
(US News and World Report, 1983)

 Upaya mengatasi stres:

Individual: olah raga, diet, nutrisi, meditasi,
santai (relaxation).
Organisasi: iklim komunikasi yang lebih
terbuka, uraian tugas yang jelas, pekerjaan
yang lebih otonom, iklim kerja yang
kondusif, penyediaan sarana olah raga,
life and career planning, konseling.