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5. Teori Motivasi : Process theories Aplikasi Motivasi

5. Teori Motivasi : Process theories Aplikasi Motivasi. Perilaku Organisasi Fakultas Ekonomi Universitas Padjadjaran Bandung 2004. Tujuan Pengajaran. Reinforcement theory Expectancy theory Equity theory Modifikasi perilaku. Process Motivation Theories.

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5. Teori Motivasi : Process theories Aplikasi Motivasi

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  1. 5. Teori Motivasi : Process theories Aplikasi Motivasi Perilaku Organisasi Fakultas Ekonomi Universitas Padjadjaran Bandung 2004

  2. Tujuan Pengajaran • Reinforcement theory • Expectancy theory • Equity theory • Modifikasi perilaku

  3. Process Motivation Theories Theories that describe and analyze the process by which behavior is energized, directed, sustained, and stopped Learning Process by which relatively enduring change in behavior occurs as a result of practice Source : Gibson

  4. Social Learning Albert Bandura’s view that behavior is a function of continuous interaction between cognitive (person), behavior, and environmental determinants Self Efficacy Belief that one can perform adequately in a situation. Has three dimensions, magnitude, strength, and generality Source : Gibson

  5. A Social Learning Theory Model Person (An employee, a manager. A chief executive officer, an entrepreneur Symbolic processes Symbolic verbal/mental representations of reality help guide a person’s behavior Self control An individual controls his or her own behavior to the extent that he or she relies on cognitive supports and manages important cues received from environment and consequences Behavior Vicarious learning Important and needed behaviors are acquired by observing and imitating others in a specific setting Environmental Source : Gibson

  6. Reinforcement theory Positive Reinforcement Action that increase the likelihood of a particular behavior Negative Reinforcement Negative reinforcement strengthens a response because the response removes some painful or unpleasant stimulus or enables the organism to avoid it Punishment Undesirable consequence that result in the suppression (decrease in frequency) of the behavior that brought it about Source : Gibson

  7. Expectancy theory “The strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual” Source : Stephen P. Robbins

  8. The Expectancy Theory, there fore, focuses on three relationships 1. Effort-performance relationship The probability perceived by the individual that exerting a given amount of effort will lead to performance 2. Performance-reward relationship The degree to which the individual believes that performing at a particular level will lead to the attainment of a desired outcome 3. Reward-personal goals relationship The degree to which organizational reward satisfy an individual’s personal goals or need and the attractiveness of those potential rewards for individual Source : Stephen P. Robbins

  9. Expectancy Theory of Motivation Theory in which employee is faced with a set of first level outcomes and selects an outcome based on how choice is related to second level outcomes. The individual’s preferences are based on strength (valence) of desire to achieve second level state and perception of relationship between first and second level outcomes Source : Gibson

  10. Equity theory “Individuals compare their job inputs and outcomes with those of others and then respond so as to eliminate any inequities” Source : Stephen P. Robbins

  11. OP ORP IP IRP or OP ORP IP IRP or OP ORP IP IRP (equity) = (inequity) < (inequity) > The Equity Theory of Motivation A person (P) with certain input (I) and receiving certain outcomes (O) Compares his or her input outcome ratio to A reference person’s (RP) inputs (I) and outcome (O) And perceives IP = Inputs of the person OP= Outcomes of the person IRP= Inputs of reference person ORP= Outcomes of reference person Source : Gibson

  12. Change procedures to restore equity Changing inputs Changing outcomes Changing the reference person Changing the inputs or outcomes of the reference person Changing the situation Source : Gibson

  13. Goal Setting Theory Goal Setting The process of establishing goals. In many cases, it involves superior and subordinate working together to set subordinate’s goals for specified period of time Goal Specific target that an individual is trying to achieve, the target (object) of an action Source : Gibson

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