MOTIVATION THEORY AND IMPLEMENTATION
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Success does not come from any country or to be owned by any one family. So you all have no reason to not leave your footprints in the sand coast of human history before your time on this planet ends. (There is no excuse for anyone to not be able to make a record of the history of life. There is no reason for anyone, whether born where he is and as what, to not succeed in life).Motivation (Motivation), Need (Need), Encouragement (Drive): a state in the person of someone who drives the desire of individuals to undertake certain activities in order to achieve the goal.
Motivation is:
a. Impulse arising on or in a person to drive and steer behavior.
b. Often used to understand the behavior
c. Motivation is alleged, that the results are accurate if enough information is available
The ability of managers to motivate, influence, direct and communicate with subordinates determine the effectiveness of managers.
Motivation is an activity that resulted, distribute and maintain human behavior. But also a confusing subject because the motive can not be seen or measured directly but must be inferred from the behavior of people who seem.
Factors affecting individual achievement motivation, ability and understanding of the behavior of individuals committed to achieving high performance (the perception of the role). All three are closely related.
Motivation theory is divided into two:
1. THEORY OF SATISFACTION: focus on the factors that encourages, directs, maintain and stop the behavior. Focusing on the needs of the individual in explaining job satisfaction, work behavior and reward systems.
a. Needs Maslow's hierarchy (from Abraham Maslow)
Hipotesinya is in all human beings is the level of need
1. Physiological, needs food, water, shelter and heal from the pain
2. Security and safety, the need for security and safety of the physical and emotional harm or from the events and circumstances which threaten.
3. A sense of belonging, social and affection, the need for friendship, group, interaction and affection.
4. award, The need for self-esteem and appreciation of internal and external lingkunagn
5. Self-actualization, is the need to satisfy yourself memalui maximize the capability, expertise and potential
Maslow divides needs into
a. lower order needs: for needs met externally (physiological as well as security and safety)
b. Higher order needs: the need to be met internally from within themselves (social needs, appreciation and self akutailisasi)
Maslow's theory assumes that people will satisfy the basic needs first before directing behavior in satisfying the needs of the higher.
So that a manager who wants to motivate employees need to know is where the need has been satisfied. Because the needs that have been satisfied will stop motivate someone.
Additional requirements related to differences invidudu managers face the problem where the needs, work style, different work ethics -beda between cultures.
b. Theory X and Theory Y
Douglas McGregor developed two distinctly different views of the human, basically negative: Theory X and that is basically positive: Theory Y.
According to Theory X:
1. Employees do not like the work, and where possible, will try to avoid
2. Because employees do not like their work to be coerced, controlled, or threatened with punishment to achieve the goal.
3. Employees will avoid responsibilities and formal guidance whenever possible mencarai
4. Most employees arbitrarily put safety above other factors associated with work and demonstrate little ambition.
According to Theory Y:
1. Employees can view work as natural as rest or play,
2. People will be running the self-direction and self-control if they promise engage the targets
3. The average person can learn to accept the good, trap seek and responsibilities
4. The ability to take innovative decisions are widespread in the population and not only belong to those who are in management positions.
c. Motivation Theory - Maintenance of Herzberg
Factors that cause job satisfaction has a driving influence for achievement and morale, are factors causing job dissatisfaction has a negative effect.
Motivators have influence to improve performance or job satisfaction.
Factors keepers prevent the fall of the spirit or efficiency. Improvements to the maintainer factor will reduce or eliminate job dissatisfaction,
Factors quencher and Maintenance In Work
Factors Factors quencher Maintainer
Achievement policy and administration companies
Quality control engineering awards
Creative work and challenging work conditions
The responsibility of working relationships
Progress and Status penjngkatan jobs
Job security
Kehidupanpribadi
Payroll
(Contemporary Theory of Motivation)
c. ERG Theory - ADELFER (from Clayton Adelfer)
Agreeing with Maslow's hierarchy needs, but only needs hierarchy consists of three things:
a. Existence (Existence): needs satisfied by factors such as food, air, water, salaries and conditions of employment
b. Connectedness / linkages (Relatednes): needs satisfied with their social and interpersonal relationships means
c. Growth (Growth): needs satisfied by an individual create or contribute creatively productive.
Maslow's ERG theory denies the argument that the individual will satisfy the needs of lower prior to satisfy the above requirements. ERG theories have stated that if the higher order needs hindered the cause of individual desire to improve the lower order needs induce regression It is frustrating pullback lower kekebutuhan gratification.
e. McClelland's Theory of Achievement
Focusing on three needs:
a. The need for achievement (n Ach): the urge to surpass, struggling for success
b. The need for power (n Pow)
c. The need for affiliation (n Aff): desire for interpersonal relationships were friendly and tightly.
There is a positive relationship between need for achievement to achievement and successful implementation.
Characteristics of achievement-oriented people:
1. Liking taking proper risk (moderate) as a function of skill, not chance, like a challenge and want personal responsibility for results
2. Have a tendency to set a worthy goal achievement and already take into account the risk
3. Having a strong need for feedback on what has been done
4. Having the skills daalam long-term planning and have the organizational capability
2. THEORIES OF PROCESS: theory provides a description and analysis of prose in which the behavior has the power, directed, maintained and terminated.
a. Reinforcement Theory \ Theory Formation Behavior B.F. Skinner
This approach is based on the law of effect (law of effect) which states that behavior is followed by consequences gratification tends to be repeated while the behavior is followed by punishment consequences tend to be repeated.
Individuals in the future will learn from the experience of previous disclosures
The process of forming behavior
Stimulation Response Consequences Comments
(Stimulus) at a time when yad
The technique used to change the behavior of subordinates
a. Positive reinforcement can be a primary reinforcement: food and drinks that satisfy biological needs, secondary reinforcement: prize money, gifts, promotional
b. Negative reinforcement where individuals will learn the behaviors that bring unpleasant consequences and will avoid it in the future
c. Extinction is done with negation reinforcement
d. Punishment
Guidelines for the use of the technique formation behavior (learning theory) W. Clay Hammer:
a. do not give the same respect to everyone
b. note that failure to respond can also change the behavior
c. inform employees about what to do to get awards
d. Tell employees what was done wrong
e. Do not give punishment in Sepan other employees
f. Bentindak fair
c. Theory of Hope / Expectancy Theory
Individuals are expected to be executing with high achievement if they see
1. A high likelihood that their efforts will lead to high achievement
2. A probability tinggibahwa achievement will lead to favorable results
3. The results will be in balance, towing effective for them.
This theory states that the employee's behavior can be explained by the fact: the employees to determine in advance what their behavior can be executed and the value of which is estimated as a result of the behavior of alternative
According to Victor Vroom (Theory of Value - Hope Vroom) motivated people to work when
1. Expect enhanced efforts will lead to a certain remuneration
2. Assess remuneration as a result of their efforts
From the perspective of the manager
MOTIVATION = Hope that increased effort leads to an increase in remuneration
X Assessment terhada individual remuneration as a result of his efforts
d. Theory of Justice
This theory suggests that:
People will always tend to compare between (1) the input input they provide on the job in the form of education, experience, training and business with (2) the results of the results or awards they have received as well as they compare the remuneration received by other employees who received him for the same job.
Conviction on the basis of a comparison of injustice in the form of payments that are less or more, will have an influence on behavior in implementing activities.
A key factor for the manager is to know whether there is a real injustice.
This injustice will be addressed with a variety of different behavior, for example by lowering the achievement, strike, quit and so on.
For managers, equity theory implies that the award as motivation to work should be given appropriate individuals were deemed fair by the individual concerned.
d. Goal setting theory of Edwin Locke
Stating that the intentions to work towards a goal is a major source of motivation. That is the purpose to tell an employee what needs to be done and how much remains to be done.
Difficult goals can be accepted if either will result in higher performance than easy goals. And feedback ushered into a high performance than no feedback
Motivation is more than just technique
Managers can buy time employees; managers can buy the physical abilities of employees, etc. but managers can not buy enthusiasm, initiative, loyalty, submission of heart, soul and mind of employees.
Motivation is more inclusive than just the application of a variety of equipment or specific ways to boost output.
Motivation is also a philosophy, or a way of life that is formed based on the needs and desire of employees.
So managers should use wisely motivation theory.