Rabu, 12 Juni 2013

English Softskill

MOTIVATION

KELOMPOK 1

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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.

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