Matakuliah
Tahun
: J0712 - Pengantar Bisnis
: 2009
Motivating and Leading Employees
Pertemuan 08
Motivating and Leading Employees
•Outline:
Psychological Contracts In Organizations
Importance of Satisfaction & Morale
Motivation In The Workplace
Strategies For Enhancing Job Satisfaction & Motivation
Managerial Styles & Leadership
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Psychological Contract
• Employee’s Contributions
• Organization’s Inducements
• Human Relations- Interaction Of Employees
With Company And Each Other
– Job Satisfaction/Morale/Turnover
– Organizational Success
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The Importance of Satisfaction and Morale
• Job satisfaction is the
degree of enjoyment that
people derive from
performing their jobs
• Morale is the overall attitude
that employees have toward
their workplace
• Turnover is the annual
percentage of an
organization’s workforce that
leaves and must be replaced
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Trends in Satisfaction and
Morale:
•Massive Layoffs/Cutbacks
•Improving Economy Could
Mean Reduced Morale
•Reinstate Benefits
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High Priorities For Today’s Workforce
 Family Orientation
 Sense Of Community
 Quality Of Life Issues
 Volunteerism
 Autonomy
 Flexibility & Nonconformity
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Compensation & Benefits Importance
80%
Pay
70%
60%
Retirement
50%
Life Ins.
40%
Health
30%
Long Term
Care
20%
10%
Paid Time
Off
0%
1
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3
4
5
6
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Workplace Motivation
• What is motivation? Forces that affecting
people’s behavior.
• Motivational theories are:
– Classical Theory/Scientific Management
– Behavior Theory
– Contemporary Motivational Theories
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Classical Theory
• Frederick Taylor (1911)
• More Money = Greater Motivation
• Efficient Company = Higher Profits & Pay
• Time-And-Motion Study
• Scientific Management
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Behavior Theory
• Hawthorne Studies (1925)  tendency for productivity to
increase when workers believe they are receiving special
attention from management.
• Physical environment changes, affect worker output.
• Increased pay = greater motivation
• Hawthorne Effect
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Mc Gregor Theories X & Y (1960)
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Maslow’s Hierarchy of Needs (1954)
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Two-Factor Theory (1959) of Motivation
Job
Satisfaction
Depends
On Two
Factors
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Expectancy Theory
• Victor Vroom (1964)
• People Work Towards Rewards
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Equity Theory
•
•
J. Stacey Adams (1963)
People Evaluate Their
Treatment By
Organization
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Reinforcement/Behavior Modification Theory
• B.F. Skinner (1957)
• Reinforcement is a theory that
behavior can be encouraged or
discouraged by means of rewards or
punishments.
– Reinforcement are rewards that refer to
all the positive things that people get for
working.
– Punishment (negative reinforcement) is
designed to change behavior by
presenting people with unpleasant
consequences if they fail to change in
desirable ways.
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Management By Objectives
• Peter Drucker (1954)
• Collaborative Goal Setting
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Recent Management Styles
• Participative management or
employee empowerment.
– Employees receive greater
responsibility.
– Employees feel more committed to
organization.
• Team management- employees
given decision-making responsibility.
• Some employees frustrated by
increased responsibility.
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Job Enrichment/ Job Enlargement & Job Redesign
• Job enrichment is a
method of increasing job
satisfaction by adding
one or more motivating
factors to job activities.
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Job redesign is a method of
increasing job satisfaction by
designing a more satisfactory fit
between workers and their jobs.
One of three ways:
•Combining Tasks
•Forming Natural Work
Groups
•Establishing Client
Relationships
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Modified Work Schedules
•
•
•
•
Work-Share
Flextime
Telecommuting/Virtual Office
Advantages
– Employee Freedom/Control Of
Life
– Improves Individual Productivity
• Disadvantages
– Complex Coordination
– Difficult To Keep Accurate
Records
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Managerial Styles & Leadership
• Managerial Styles-patterns of
management behavior in
dealing with employees
• Leadership- motivating
others to work
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Managerial Styles
• Autocratic Style
– Issue orders
– Expect them to be
followed
– Rapid decision-making
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• Democratic Style
•Ask for input from
subordinates
•Retains final authority
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Managerial Styles
• Free-Rein Style
• Contingency Style
– Manager is advisor to
subordinates
– No specific style used all the
time
– Subordinates make
decisions
– Situation dictates manager’s
leadership style
– Fosters creativity
– Different cultures have varying
expectations of leaders
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21st Century Leadership/Management
• Motivation
– Money no longer prime
– Different desires at work
– Varying lifestyles reflect varying
goals of employee
• Leadership
– Flatter organizations = less
autocratic
– Diversity of workplace = diversity of
leaders
– Network mentality
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What Workers Want Most From Work
Pet At Work
Espresso Mach.
Daycare
Massages
Nap Time
Telecommute
Unl. Internet
Casual Dress
Flex. Hrs.
0%
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10%
20%
30%
40%
50%
60%
70%
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