Transcript 4. Teori Motivasi: Content Theories

5. Teori Motivasi : Process theories
Aplikasi Motivasi
Perilaku Organisasi
Fakultas Ekonomi
Universitas Padjadjaran
Bandung 2004
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Tujuan Pengajaran
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Reinforcement theory
Expectancy theory
Equity theory
Modifikasi perilaku
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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
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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
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A Social Learning Theory Model
Person
(An employee, a manager. A chief executive
officer, an entrepreneur
Symbolic processes
Self control
Symbolic verbal/mental
representations of reality
help guide a person’s
behavior
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
Vicarious learning
Behavior
Source : Gibson
Important and needed behaviors are
acquired by observing and imitating
others in a specific setting
Environmental
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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
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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
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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
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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
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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
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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
OP
ORP
(equity)
=
IP
IRP
or
OP
ORP
(inequity)
<
IP
IRP
or
OP
ORP
(inequity)
>
IP
IRP
IP = Inputs of the person
OP= Outcomes of the person
IRP= Inputs of reference person
ORP= Outcomes of reference person
Source : Gibson
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Change procedures to restore equity
1. Changing inputs
2. Changing outcomes
3. Changing the reference person
4. Changing the inputs or outcomes of the reference person
5. Changing the situation
Source : Gibson
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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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