Buku perilaku organisasi stephen p robbins pdf download

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Some of them, like the crude вЂinstrumentalityвЂ™ theory which was the first to be developed and is essentially a вЂcarrot and stickвЂ™ approach to motivation, have largely been discredited, at least in psychological circles, although they still underpin the beliefs of some managers about motivation and pay systems. These theories have proliferated over the years. The process of motivation as described above is broadly based on a number of motivation theories which attempt to explain in more detail what it is all about. However, managers can exert considerable influence on the work environment and this can be a powerful motivational tool. The intrinsic motivators, which are concerned with the вЂquality of working lifeвЂ™ (a phrase and movement which emerged from this concept), are likely to have a deeper and longer term effect because they are inherent in the work and the work environment and are not imposed from outside.

Extrinsic motivators can have an immediate and powerful effect, but it will not necessarily last long. This includes rewards, such as increased pay, praise or promotion, and punishments, such as disciplinary action, withholding pay, or criticism. These factors include responsibility (feeling that the work is important and having control over oneвЂ™s own resources), freedom to act (autonomy), scope to use and develop skills and abilities, interesting and challenging work and opportunities for advancement.Д®xtrinsic motivation вЂ“ what is done to or for people to motivate them. Intrinsic motivation вЂ“ the aspects of the work they do and the work environment which create job satisfaction and influence people to behave in a particular way or to move in a particular direction. Second, that while we can observe how people. Motivation policies and practices must recognize that people are different. It is unwise to assume that any one approach to motivation will appeal to all affected by it. First, that there is a multiplicity of needs, goals and actions which depend on the person and the situation. It also illustrates two fundamental truths about motivation. From an organizational point of view, the model can be used to illustrate a process of motivation which involves setting goals that are likely to meet individual needs and encouraging the behaviour required to achieve those goals. Their further analysis of 10 field studies conducted by various researchers for a range of jobs showed that the percentage change in performance after goal setting ranged from 11 to 27 per cent (average 16 per cent).

#Buku perilaku organisasi stephen p robbins pdf download download#

Download Ebook Perilaku Organisasi Stephen P Robbins Bahasa Indonesia 2017 A good example is that of two American researchers, Gary Latham and Edwin Locke, who developed their goalsetting theory of motivation by studying 1,184 supervisors and finding that those who set specific production goals achieved the highest productivity.

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It has been said that вЂthere is nothing so practical as a good theoryвЂ™, by which is meant that theories based on extensive research in the field, ie within organizations, can reveal what approaches work best and how to put them into practice. But donвЂ™t let the word вЂtheoryвЂ™ put you off. What follows is based on the huge amount of practical research that has provided the basis for the development of motivation theory. Discretionary effort makes the difference between people just doing a job and people doing a great job. You want them to exert the maximum amount of positive discretionary effort вЂ“ people often have a choice about how they carry out their work and the amount of care, innovation and productive behaviour they display. But as a manager you still have a major part to play in deploying your own motivating skills to ensure that people give of their best. The organization as a whole provides the context within which high levels of motivation can be achieved through reward systems and the provision of opportunities for growth and development. This can be defined as the process of getting people to move in the direction you want them to go. It is therefore very much about motivation. Leadership is about getting people into action and ensuring that they continue taking that action in order to achieve the task.

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