1. *
Chapter Nine
*
Introduction to Business
Dr. Herris Simandjuntak, SE, MM
Presented by
Cut Fitri Handayani
Markus Tanuwijaya
Purwedi Darminto

2. Employee Motivation
*
Question ?
*
What are motivated us to go to work?
9-2

3. Top 7 Factors that
Motivate Employees
*
The Answer !
Source : http://www.bizjournals.com/nashville/print-edition/2010/12/03/top-7-factors-that-motivate-employees.html
*
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4. Life at Google
*
Video
*
9-4

5. *
SERGEY BRIN & LARRY PAGE Profile
Google
*
• Founded Google in 1998 in a friend’s garage.
• Their success is a result of constant innovation
and motivating employees to pursue their own
interests.
• Walls are painted in bright
colors, offices are open and
the Googleplex provides food
and recreation activities for
all employees.
9-5

6. Human Relations
*Nature of
Human
Relations
*
The study of the behavior of individuals
and groups in organizational settings.
9-6

7. The Nature of HR
*Nature of
Human
Relations
*
• Motivation
 The inner drive that directs a person’s
behavior toward goals.
• Morale
 An employee’s attitude toward his or
her job, employer, and colleagues.
9-7

8. *Nature of
The Motivation Process Human
Relations
*
Need
More money for
unexpected medical expenses
Goal-directed behavior
Ask for a raise
Work harder to gain a promotion
Look for a higher-paying job
Steal
Need Satisfaction
More money
9-8

9. *
Intrinsic vs. Extrinsic Rewards
Nature of
Human
Relations
*
Extrinsic = Outside
Recognition
Promotions
Gifts
Intrinsic = Inside
Praise
Feeling of Job
Well Done
Pride
Sense of
Achievement
9-9

10. INTRINSIC REWARDS
*Nature of
Human
Relations
*
Intrinsic Rewards -- Personal satisfaction
and enjoyment felt after attaining a goal.
Kinds of Intrinsic
Rewards:
-Pride in your
performance
-Sense of achievement
9-10

11. EXTRINSIC REWARDS
*Nature of
Human
Relations
*
Extrinsic Rewards – Benefits and/or
recognition received from someone else.
Kinds of Extrinsic Rewards:
- Pay Raises
- Promotions
- Awards
9-11

12. Historical Perspectives on
Employee Motivation
*
Historical
Perspectives
*
• Classical Theory of Motivation
(Frederick W. Taylor)
• The Hawthorne Studies
(Elton Mayo)
9-12

13. CLASSICAL THEORY OF
MOTIVATION
*
Frederick W.
Taylor
• Taylor suggested that workers who were paid
more would produce more , an idea that
would benefit both companies and workers.
*
• He also believed that incentives would
motivate employees to be more
productive
• Classical Theory of
Motivation – Theory
suggesting that money is the
sole motivator for workers.
9-13

14. HAWTHORNE STUDIES:
PURPOSE AND RESULTS
*
Elton Mayo
• Researchers studied worker efficiency under
different levels of light.
*
• Productivity increased regardless of light
condition.
• Researchers decided it was a
human or psychological factor
at play.
• Hawthorne Effect -- People
act differently when they
know they are being
studied.
9-14

15. MASLOW’S
THEORY of MOTIVATION
*
Theories of
Employee
Motivation
*
• Hierarchy of Needs -- Theory of
motivation based on unmet human
needs from basic physiological needs to
safety, social and esteem needs to selfactualization needs.
• Needs that have already been met do not
motivate.
• If a need is filled, another higher-level need
emerges.
9-15

16. MASLOW’S
HIERARCHY of NEEDS
*
Theories of
Employee
Motivation
*
9-16

17. HERZBERG’S
TWO-FACTOR THEORY
*
Theories of
Employee
Motivation
*
• Herzberg’s research centered on two questions:
- What factors controlled by
managers are most
effective in increasing
worker motivation?
- How do workers rank jobrelated factors in order of
importance related to
motivation?
9-17

18. JOB CONTENT
*
Theories of
Employee
Motivation
*
• Herzberg found job content
factors were most important
to workers – workers like to
feel they contribute to the
company.
• Motivational Factors -Job factors that cause
employees to be
productive and that give them
satisfaction. Focus on the
content of the work itself.
9-18

19. JOB ENVIRONMENT
*
Theories of
Employee
Motivation
• Job environment factors maintained satisfaction
but did not motivate employees.
*
• Hygiene Factors -- Job factors that can cause
dissatisfaction if missing but that do not
necessarily motivate employees if increased. Focus
on the work setting and not the content of the
work.
9-19

20. *
HERZBERG’S MOTIVATIONAL
and HYGIENE FACTORS
Theories of
Employee
Motivation
Motivational Factors
Hygiene Factors
Work itself
Company policy and
administration
Achievement
Recognition
Responsibility
Supervision
Working conditions
Interpersonal relations
Growth and
advancement
*
Salary, status and job
security
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21. *
COMPARISON of the THEORIESTheories of
Employee
Motivation
of MASLOW and HERZBERG
*
9-21

22. *
CASE STUDY 1
PT Astra Graphia Information Technology
Case Study 1 :
Motivating Agit
Workforce
*
9-22

23. *
Case Study 1 :
Motivating Agit
Workforce
*
9-23

24. *
OBJECTIVE
Case Study 1 :
Motivating Agit
Workforce –
Benefit
Allowwance
*
9-24

25. *
ALLOWANCE PACKAGES
Case Study 1 :
Motivating Agit
Workforce –
Benefit
Allowwance
*
9-25

26. *
COMPETENCE LEVEL
Case Study 1 :
Motivating Agit
Workforce –
Benefit
Allowwance
*
@specialization get IDR .xxMio / month – same for all Competence Level
9-26

27. *
PROJECT INCENTIVE
Case Study 1 :
Motivating Agit
Workforce –
Benefit
Allowwance
*
9-27

28. *
SKILL LEVEL - PATH
Case Study 1 :
Motivating Agit
Workforce –
Training
Curricullum
*
9-28

29. *
SKILL LEVEL - DEFINITION
Case Study 1 :
Motivating Agit
Workforce –
Training
Curricullum
*
9-29

30. *
TRAINING PATH - GENERAL
Case Study 1 :
Motivating Agit
Workforce –
Training
Curricullum
*
9-30

31. *
GATHERING
Case Study 1 :
Motivating Agit
Workforce –
Gathering
*
9-31

32. *
SECTION GATHERING
Case Study 1
AGIT –
Gathering
*
9-32

33. *
DEPARTMENT GATHERING
Case Study 1
AGIT –
Gathering
*
9-33

34. *
Study
PRESENTATION & PHOTO Case – 1
AGIT
Gathering
CONTEST
*
9-34

35. McGregor contrasted two views of management
the traditional view, which he called Theory X, and
the humanistic view, which he called Theory Y.
*
MCGREGOR’S
XY Theory
*
9-35

36. Theory Z
a management philosophy that stresses employee
participation in all aspects of company decision
making process.
*
Theory Z
William G. Ouchi
*
9-36

37. *
Other Motivational Theories
“Person receives rewards
Proportional to the contribution he
or she makes to the organization.”
Equity Theory
& Expectancy
Theory
*
“Your motivation depends not only
on how much you want something,
but how likely you believe you are
to get it.”
9-37

38. *
Intra Company Transferee
Case Study 2 :
Motivation at
TOYOTA
*
TOYOT
A
9-38

39. TOYOTA Philosophy
*
Case Study 2 :
Case:
Motivation at
Motivation at
TOYOTA
TOYOTA
*
9-39

40. Key Point of Kaizen Activity
*
Case Study 2:
Motivation at
TOYOTA
*
HOW ?
• Standardize the new, improve operation and
Share best practice to others.
• Measure the operation (tack time & cycle time)
• Innovate to meet requirements and increase productivity
• Continue cycle ad infinitum
9-40

41. *
Intra Company Transferee
Case Study 2 :
Motivation at
TOYOTA
To enhanced people development through challenging
assignment in global and regional level.
TOYOTA develop on-the-job training program that
temporarily transfers employees from Home Company to
another affiliate to learn culture, and have broader
Lina D. Siagian (HR )
networking as Key Person of the incoming project.
Dispatched to:
*
As of May 1 2013, a total 451 transferees
from 52 affiliates in 36 countries were working in
different country to learn and grasp the best practice
from Host Company, to smooth the process of
Rudi Budiman (Engineering)
Dispatched to:
implementation in Home Company.
TMC 2010 – 2013
TMC 2010
9-41

42. Intra Company Transferee
*
Case Study 2 :
Case:
Motivation at
at
TOYOTA
*
9-42

43. What’s so important about
Motivation?
*
Case Study 2 :
Case:
Motivation at
TOYOTA
- Stable employment
- Employee engagement
- Improve working condition
Contribution towards
Contribution towards
Company Prosperity
Company Prosperity
Share
Share
Common
Common
Values
Values
*
Improvement in
Improvement in
employees’
employees’
Standard of Living
Standard of Living
- Retained best talent
- Achieve Company goals
9-43

44. STRATEGIES FOR
MOTIVATING EMPLOYEES
• Behavior Modification
*
Strategies for
motivating
employees
*
• Job Design
9-44

45. *
JOB DESIGN STRATEGIES
Job Rotation
Strategies for
motivating
employees
*
Movement of employees from
one job to another in an effort to
relieve the boredom
Job Enlargement The addition of more tasks to a
job instead of treating each task
as separate
Job Enrichment
Gives employees more tasks
within job, and more control and
authority
9-45

46. FLEXIBLE SCHEDULING
STRATEGIES
*
Strategies for
motivating
employees
• Flextime
*
• Compressed Work Week
• Job Sharing
• Telecommuting
FAST FACT:
59% of companies with more than 5000
workers allow job-sharing.
Source: Jim Owen, “In Pursuit of Job Sharing,” from
http://usatoday.com/careers/features/feat009.htm (accessed
June 8, 2001).
9-46

47. STRATEGIES FOR
MOTIVATING EMPLOYEES
*
Strategies for
motivating
employees
*
Core
Time
Start
Time
End
Time
9-47

48. *
The importance
of motivational
strategies
THE IMPORTANCE OF
MOTIVATIONAL STRATEGIES
• Fosters employee loyalty
*
• Boosts productivity
• Affects all relationships within the
organization
• Influences promotion, pay, job
design, training, and reporting
relationships
9-48

49. *
The importance
of motivational
strategies
THE IMPORTANCE OF
MOTIVATIONAL STRATEGIES
*
Source: “Office Team Survey : Work/Life Balance, Learning Opportunities Have Greatest Impact on Job
Satisfaction.” PR Newswire, January 26,2012,
www.prnewswire.com/news-releases/officeteam-survey-worklife-balance-learning-opportunities-have-greatest9-49
impact-on-job-satisfaction-138116108.html

50. INDOMOBIL PEOPLE DEVELOPMENT

51. *
Motivating
Employees
Across the Globe
LG8
*
10-51