KELOMPOK 1
Bayu agung pramono 11212375Ahmad sharifudin 10212477
Arini widi antari 11212136
Andiantari nurcahyo putri 10212774
Dinni febrriyanti 12212202
Gita andini 13212177
M. farhan rizal 14212370
Muhammad anjoyo 18212260
Muhammad fajri 14212936
Yuky rizky 17212923
TRADITIONAL MODEL
To motivate employees in order to increase morale incentive
system should be implemented in the form of money or goods to employees who have
achievement. The first model of the traditional motivation that simplest is to
emphasize the relationship of incentives giving with performance. Employee’s motivation
is influenced to improve their performance by providing material as compensation
from his performance. The better their performance, incentives will be obtained
more or frequent.
Further the traditional model evolving with the progress of psychology
and social science in particular in the field of human resources in the
business world. The employee’s traditional model become more humane and
oriented to the recognition of human social needs in addition to material
needs. The job satisfaction of employees to be one of the most important
factors that must be considered by the company.
Traditional motivation models associated with Frederick
Taylor and scientific management ism. This ism say that one of the important
aspects of the manager's job is to ensure that workers perform their duties are
boring and repetitive with the most efficient manner. Managers determine how
the work was done and use a wages incentive system to motivate employees the
more they produce, the greater the wages they earn.
This opinion assumes that employees are essentially lazy and
that managers understand the employees work better than the employees themselves.
Employees only can be motivated by monetary reward and outside of work, a few
which can be donated by employees to their organization. Because efficiency
increases, fewer employees are needed to handle a specific task. In line with
the development of time, managers reduce the amount of stimulation wages. Discontinuation
of employment relationship became usual, and employees more seek job security
than just a small increase in wages and temporary.
Human Relationships Model
Finally it becomes real that the traditional approach to
motivation is no longer sufficient. Elton Mayo and other researchers of human
relationship found that social contact experienced by employees at work is also
important and that boredom and repeated the task itself is a factor that
reduces motivation. Mayo and other researchers also argue that managers can
motivate employees by acknowledging their social needs and making them feel
useful and important.
As a result, employees are given the freedom to make their own decisions about their work. Greater attention given to the working group of the organization informal. More information is provided to employees about managers’ plans and about the organization operations.
As a result, employees are given the freedom to make their own decisions about their work. Greater attention given to the working group of the organization informal. More information is provided to employees about managers’ plans and about the organization operations.
In the traditional model, employees are expected to accept the
authority of management to allow the provision of high wages based on an
efficient system designed by management and implemented by employees. In human
relations model, employees are expected to receive authority of management as
supervisors treat them with tolerance and attentive to their needs. However,
the manager’s plan remains the same wants employees to receive employment
situation as determined by the manager. Social contracts of employees at work
are important, boredom and routine tasks is a deduction of motivation. For the
employees need to be motivated by fulfilling social needs and making them
useful and important in the organization.
Human Resources Model
The theorists, who then like McGregor and Maslow, and
researchers like Argyris and Likert, criticized the human relations model as a
more sophisticated approach to manipulate employees. These theorists argue that
employees are motivated by many factors not just the money, or the desire for
satisfaction, but also the need for achievement and meaningful work. According
to them, most people have been motivated to do a good job and they do not
automatically see work as something undesirable. They say there is a
possibility that employees derive satisfaction from a good performance (instead
perform well because they are satisfied, as in the human relations model).
Accordingly, employees may be given responsibility far greater to make
decisions and carry out their duties.
Thus, from the point of view of the human resources model,
managers should not persuade employees to meet managerial advice to bribe them
in the form of higher wages, as in the traditional model, or manipulate them
with tolerance and attentive treatment, as in the human relationships model. On
the contrary, managers must share responsibility for achieving the goals of the
organization and the individual, with everyone contributing on the basis of
interest and ability.
A study concluded that contemporary managers tend to believe
the two models simultaneously motivation. Facing his subordinates, managers
tend to operate according to the human relationships model, they try to reduce
rejection subordinates and improve morale and satisfaction. However, in
themselves, the manager prefers the human resource model. They feel their own talent
untapped completely, and they seek to gain a greater responsibility than his
boss. The human relationship model that a subordinate is not only motivated by
giving money or the desire to achieve satisfaction, but also the need to have
achievement and gain meaningful employment in the sense of prefers fulfillment
a good performance, given greater responsibility for decision making and
execution of tasks.
PROCESS THEORY
PROCESS
THEORY
With
regard to how behaviors arise and run. As for the theories relating to the
process theories are:
Expectancy
Theory
Where
the individual is expected to be a high-ranking executive if:
· Possibility of their efforts leading
to high achievement.
· Possibility of achieving a favorable
outcome.
· The results will be in a state of
equilibrium, towing effective for them.
According
to Victor Vroom people are motivated to work if:
· Enhanced efforts will lead to certain
remuneration.
· Assess remuneration for the effort.
Formation
behavior (operant conditioning)
This theory was presented by B.F. Skinner is based upon the
Law of Effect, that the behavior is followed by satisfying consequences tend to
be repeated, while behavior that followed the punishment consequences tend to
be unrepeated.
There are four techniques that can be used by managers to
change the behavior of subordinate, among others:
1. Positive reinforcement can be primary or
secondary.
2. Negative reinforcement, individuals
will learn the behaviors that bring unpleasant consequences and avoid it in the
future.
3. Extinction, conducted by negation reinforcement.
4. Punishment, manager change improper subordinate
behavior with negative consequences administration.
Content
theory
Content Theory explains why human needs change with time. Content
theory includes the work of David McClelland, Abraham Maslow and other psychologists as they attempted to explain why human needs
change, but not how they change. Content theories explain the
specific factors that motivate behavior. None of these theories have been
conclusively shown to be valid but they are helpful in providing a contextual
framework for dealing with individuals. Read more about psychologists and their explanation
below
McClelland’s Theory of Needs
David McClelland proposed a context for understanding needs in people,
which holds significance in understanding motivations and behaviors. It is subdivided
into three categories: the Need for Achievement, the Need for Affiliation, and
the Need for Power.
The Need for Achievement refers to the notion of getting ahead and
succeeding. The Need for Affiliation is the desire to be around people and be well
received socially. It also includes the desire for being a member in a group
and conformity. The Need for Power is the desire for control over others and
over yourself. It confers the need to be able to exercise direction in the
world surrounding you, and cause things to happen. Individuals who have high
needs for achievement will tend to engage in competitive activities in order to
fulfil this desire. Individuals who need to feel affiliated will tend to join
clubs, groups and teams to satiate that want. Individuals who have the need for
power will seek activities which likewise satisfy this need, such as, to run
for high positions in organizations and to seek out opportunities to exercise
that dominance.
This is not to say that one person cannot have needs spanning all three
categories. A person may have the need for affiliation at the same time they
have the need for power. While this may initially seem contradictory, there are
instances where both needs can be fulfilled. Also, timing may connote different
strengths of needs at different moments. So, while a person may strongly feel
the need to affiliate during times of loneliness, they may at another time feel
the strong need for power when instructed to organize an event. Needs may arise
and be changed out of a change of context
