Pengembangan Motivasi Pengembangan Motivasi BerprestasiBerprestasi

OlehOlehNugrohoNugroho

BP2PNFI Propinsi Jawa TengahBP2PNFI Propinsi Jawa Tengah

06 Maret 200906 Maret 2009

Apa itu MotivasiApa itu Motivasi

• Energyzer : pemberi tenaga• Director : pemberi arah - tujuan• Maintener : perawat untuk tetap konsisten

MAINSPRING OF MOTIVATIONMAINSPRING OF MOTIVATION

Self-actualizationand fulfillment

Esteem and status

Safety andsecurity

Physiologicalneeds

Growth

Relatedness

Existence

Work itselfAchievementPossibility ofgrowthAdvancementRecognitionStatusRelations with supervisorsPeer relationsRelations with subordinatesQuality of supervisionCompany policyand administrationJob securityWorking conditionsPay

Model of Maslow’s hierarchy of needs

Herzberg’s motivation-maintenancec model

Adlerfer’s E-R-Gmodel

Motivasi BerprestasiMotivasi Berprestasi

• Dorongan untuk selalu mencapai prestasi tinggi dalam kinerjanya

JeniusJenius

ExpertExpert

CompetenceCompetence

Spencer and Spencer (1993): Kompetensi Spencer and Spencer (1993): Kompetensi terbentuk dari lima karakteristik:terbentuk dari lima karakteristik:

KOMPETENSIINDIVIDU

PENGETAHUAN

KETERAMPILAN

MOTIVASIINTERNAL

KONSEPDIRI

WATAK

Ciri Pribadi Needs for Ciri Pribadi Needs for AchievementAchievement

• Mampu menentukan tujuan secara Mampu menentukan tujuan secara jelasjelas

• Mampu menetapkan target Mampu menetapkan target pencapaian secara realistispencapaian secara realistis

• Mampu melakukan usaha (effort) yg Mampu melakukan usaha (effort) yg gigih & konsistengigih & konsisten

• Mampu melakukan penilaian atas Mampu melakukan penilaian atas kinerja diri sendiri secara obyektifkinerja diri sendiri secara obyektif

• Lentur dlm menghadapi masalahLentur dlm menghadapi masalah• Berpikir positif & optimisBerpikir positif & optimis

Kepribadian Yang MatangKepribadian Yang Matang• Extension of the selfExtension of the self; perluasan diri yg perluasan diri yg

memungkinkan seseorang tdk hanya memikirkan memungkinkan seseorang tdk hanya memikirkan kepentingan diri sendiri, tapi juga mampu menaruh kepentingan diri sendiri, tapi juga mampu menaruh perhatian atas kepentingan orang lainperhatian atas kepentingan orang lain

• Self acceptance:Self acceptance: Emotional security (rasa aman Emotional security (rasa aman secara emosional) yg memungkinkan individu dapat secara emosional) yg memungkinkan individu dapat menerima dirinya sendiri, memiliki persepsi yg obyektif menerima dirinya sendiri, memiliki persepsi yg obyektif atas realitas, memiliki sense of humoratas realitas, memiliki sense of humor

• Establishing philosophical of life: Establishing philosophical of life: punya punya orientasi pandangan hidup yg mantap yang menjadi orientasi pandangan hidup yg mantap yang menjadi acuan perilaku moral dan etika.acuan perilaku moral dan etika.

• Self concept yang mantap: Self concept yang mantap: mampu berpikir mampu berpikir positif & mampu menjalin hubungan sosial yang hangat.positif & mampu menjalin hubungan sosial yang hangat.

Anxiety Theory of MotivationAnxiety Theory of Motivation

• Kecemasan yg menimbulkan disequilibrium Kecemasan yg menimbulkan disequilibrium menjadi pemicu tumbuhnya motivasimenjadi pemicu tumbuhnya motivasi

• Derajat kecemasan yang bersifat moderate Derajat kecemasan yang bersifat moderate potensial membangkitkan motivasi yang sehatpotensial membangkitkan motivasi yang sehat

• Derajat kecemasan yang berlebihan justru Derajat kecemasan yang berlebihan justru melumpuhkan fungsi motivasimelumpuhkan fungsi motivasi

4 Kualitas Kesenjangan yg 4 Kualitas Kesenjangan yg menumbuhkan motivasimenumbuhkan 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 TheoryStimulus 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 PersonalityType Personality

• Climbers : Pendaki (Bismilillah)

• Champers: Berlindung (Audzubillah)

• Follower : Mengekor (Allhamdulillah)

Gambar Spiral Gambar Spiral KeputusasaanKeputusasaan

Ketidakberdayaan

Keputusasaan

Gambar Optimis versus PesimisGambar Optimis versus Pesimis

Respon terhadap Kesulitan

Pesimis Permanen Meluas Pribadi

Optimis Sementara Terbatas Eksternal

Gambar Membentuk CO2REGambar Membentuk CO2RE

• Diturunkan dari gabungan sifat tahan banting, tempat pengendalian keuletan, efisiensi diri, teori atribusi

Teori Kendali Hibrida*

Optimisme AQ

Control (Kendali) C = Control

Ownership (Kepemilikan)

Personal O2 = Origin dan Ownership (Asal Usul dan Pengakuan)

Meluas R = Reach (Jangkauan)

Permanen E = Endurance (Daya Tahan)

Nilai-nilai utamaNilai-nilai utama

• Disiplin

• Kerja keras

• Komitmen

• Prestatif

• Mandiri

• Realistik

Gambar Ketidakberdayaan yang Gambar Ketidakberdayaan yang Dipelajari dan PemberdayaanDipelajari dan Pemberdayaan

Pemberdayaan (AQ Tinggi)

Ketidakberdayaan yang Dipelajari

(AQ Rendah)

MOTIVATION THEORYMOTIVATION 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.

IndividualNeeds andGoals (1)

Motivat-ion (2)

Effort (5) Performance (8)

Rewards (9)

Satisfaction (11)

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

Skills and Abilities(6)

Valence of Rewards Expectancies (4)

Technology SupportServices (7)

Perceived Equity of Rewards (10)

MOTIVATION-PERFORMANCE-SATISFACTION RELATIONSHIP

Recruiting, Intervi-ewing, Selection

Orientation and Training

Performance standards and/or goalstatements

Performance appraisal Forms

Job Evaluation

Clarification and renegotiation of roles

Career progressionladders

Job Descriptionand Specification

JobAnalysis

Potential uses of Job Analysisand Job Descriptions

WareWasher

DishWasher

1

6

5

4

3

2

10

9

8

7

PotWasher

SilverPolisher

UtilityAssistant

SanitationSupervisor

Asst.Steward

KitchenSteward

Asst. MeatCutter

VegetablePreparation

Asst.Pantry

Asst.Baker

MeatCutter

Pantry Asst.Cook

Store roomSupervisor

Cashier

Store roomattendant

FoodCheker

Captain Asst.Bartender

WaiterWaitress

CocktailServer

BusboyBusgirl

BusboyBarboy

FoodRunner

FunctionalSetup

ReceivingClerk

Cook Baker

Chef

Management

Asst. Purch.Steward

PurchasingSteward

Bartender

Host orHostess

Support Production Control Service

Career Ladder in food service

Participation of subordinate in session

Superior’s 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

Skill Building:Training in communication; counseling; consultation skill

Subordinate’s 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

Constructive helping attitude/ behavior of superior

Develop action plan to alleviate job problems

Determine indicator of results expected

Set future performance targets

Follow-up: prepare draft of action plan and what was agreed upon, present to subordinate for approval

Preparation

Skills

Process

Substance

Follow-up

PERFORMANCE APPRAISAL REVIEW SESSIONS

Job Analysis

Systematic investigationof jobs to identify their essentialcharacteristics

Job Evaluation

Procedure for determining the relative worth of jobs within an organization

Job Description

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

RELATIONSHIP OF JOB ANALYSIS, JOB DESCRIPTION, AND JOB EVALUATION

HOW TO APPROACH A TROUBLED EMPLOYEEHOW 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 employee’s 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.

Accepts help and works on problem

Supervisor talks to employee, suggests helpEmployee assistance

program

Employee recognizes and admits problem

Accepts referral to appropriate professional assistance

Employee’sperformance decline

Performance becomes satisfactory

Suspension or probation

Supervisor takes disciplinary action

Employee fails to recognize problem

Supervisor warns employee again, suggests help

Performance continues to decline

Termination

EMPLOYEE ASSISTANCE PROGRAM

QUALITY OF WORK LIFEQUALITY OF WORK LIFERichard 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

• Penyebab stres dalam organisasi: unresolved conflict, over demanding superior, intense and prolonged competition.

• Hasil penelitian: stres tinggi terjadi pada pekerjaan ‘garment stitcher, assembly-line, freight handler; telephone operator, nurse’s aid, cashier; air traffic controller.’ (US News and World Report, 1983)

STRESS

• 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.