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Chapter Nine
Introduction to Business
Dr. Herris Simandjuntak, SE, MM
Presented by
Cut Fitri Handayani
Markus Tanuwijaya
Purwedi Darminto
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Question ?
9-2
What are motivated us to go to work?
Employee Motivation

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The Answer !
9-3
Top 7 Factors that
Motivate Employees
Source : http://www.bizjournals.com/nashville/print-edition/2010/12/03/top-7-factors-that-motivate-employees.html
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Video
9-4
Life at Google

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SERGEY BRIN & LARRY PAGE
Google
Founded Google in 1998 in a friends garage.
Their success is a result of constant innovation
and motivating employees to pursue their own
interests.
Profile
Walls are painted in bright
colors, offices are open and
the Googleplex provides food
and recreation activities for
all employees.

9-5
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Human Relations
The study of the behavior of individuals
and groups in organizational settings.
Nature of
Human
Relations
9-6
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The Nature of HR
Nature of
Human
Relations
9-7
Motivation
The inner drive that directs a persons
behavior toward goals.

Morale
An employees attitude toward his or
her job, employer, and colleagues.
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The Motivation Process
Nature of
Human
Relations
9-8
More money for
unexpected medical expenses
Need
Ask for a raise
Work harder to gain a promotion
Look for a higher-paying job
Steal
More money
Goal-directed behavior
Need Satisfaction
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Nature of
Human
Relations
9-9
Intrinsic vs. Extrinsic Rewards
Intrinsic = Inside
Feeling of Job
Well Done
Pride
Sense of
Achievement
Extrinsic = Outside
Praise
Recognition
Promotions
Gifts
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INTRINSIC REWARDS
Intrinsic Rewards -- Personal satisfaction and
enjoyment felt after attaining a goal.
Nature of
Human
Relations
Kinds of Intrinsic
Rewards:
- Pride in your
performance
- Sense of
achievement
9-10
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EXTRINSIC REWARDS
Extrinsic Rewards Benefits and/or recognition
received from someone else.
Nature of
Human
Relations
9-11
Kinds of Extrinsic Rewards:
- Pay Raises
- Promotions
- Awards
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Historical Perspectives on
Employee Motivation
Historical
Perspectives
9-12
Classical Theory of Motivation
(Frederick W. Taylor)

The Hawthorne Studies
(Elton Mayo)
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CLASSICAL THEORY OF
MOTIVATION
Frederick W.
Taylor

Classical Theory of
Motivation Theory
suggesting that money is the
sole motivator for workers.

9-13
Taylor suggested that workers who were paid
more would produce more, an idea that would
benefit both companies and workers.
He also believed that incentives would
motivate employees to be more productive
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HAWTHORNE STUDIES:
PURPOSE AND RESULTS
Researchers studied worker efficiency under
different levels of light.
Productivity increased regardless of light
condition.
Elton Mayo
Researchers decided it was a
human or psychological factor
at play.
Hawthorne Effect -- People
act differently when they know
they are being studied.

9-14
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MASLOWS
THEORY of MOTIVATION
Hierarchy of Needs -- Theory of motivation
based on unmet human needs from basic
physiological needs to safety, social and
esteem needs to self-actualization needs.
Needs that have already been met do not
motivate.
If a need is filled, another higher-level need
emerges.
9-15
Theories of
Employee
Motivation
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MASLOWS
HIERARCHY of NEEDS
Theories of
Employee
Motivation
9-16
The most basic human needs
to be satisfied water, food,
shelter, and clothing
The need to protect oneself from
physical and economic harm
The need for love, companionship, and
friendship the desire for acceptance by others
The need for respect both self-
respect and respect from others
The need to be the best one can be;
at the top of Maslows hierarchy
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HERZBERGS
TWO-FACTOR THEORY
Herzbergs research centered on two questions:
- What factors controlled by
managers are most
effective in increasing
worker motivation?
- How do workers rank job-
related factors in order of
importance related to
motivation?

9-17
Theories of
Employee
Motivation
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JOB CONTENT
Herzberg found job content
factors were most important
to workers workers like to
feel they contribute to the
company.
Motivational Factors -- Job
factors that cause employees
to be productive and that give
them satisfaction. Focus on the
content of the work itself.
9-18
Theories of
Employee
Motivation
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JOB ENVIRONMENT
9-19
Theories of
Employee
Motivation
Job environment factors maintained satisfaction
but did not motivate employees.
Hygiene Factors -- Job factors that can cause
dissatisfaction if missing but that do not
necessarily motivate employees if increased. Focus
on the work setting and not the content of the
work.
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HERZBERGS MOTIVATIONAL
and HYGIENE FACTORS
Motivational Factors Hygiene Factors
Work itself
Company policy and
administration
Achievement Supervision
Recognition Working conditions
Responsibility Interpersonal relations
Growth and
advancement
Salary, status and job
security
9-20
Theories of
Employee
Motivation
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COMPARISON of the THEORIES
of MASLOW and HERZBERG
9-21
Theories of
Employee
Motivation
PT Astra Graphia Information Technology
CASE STUDY 1
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Case Study 1 :
Motivating Agit
Workforce

9-22
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9-23
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Case Study 1 :
Motivating Agit
Workforce

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OBJECTIVE
9-24
more
competitive
benefit package
allowances
incentives
stronger
team
retain resources
increase
effectiveness &
efficiency
portfolio
growth
Case Study 1 :
Motivating Agit
Workforce
Benefit
Allowwance

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ALLOWANCE PACKAGES
9-25
Core: mandatory path based on Section
Specialization: optional / supporting
Certificate Allowance
Based on Level:
ABIC (4Z & 4A)
BIC (4B & 4C)
SBIC (4D & above)
Additional PM Incentive
Project Incentive
Case Study 1 :
Motivating Agit
Workforce
Benefit
Allowwance

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COMPETENCE LEVEL
9-26
Implementer
Min 1 year
related
experience
@core get
IDR .xMio /
month
Designer
More than 2
years related
experience
Have
technical
design
capability &
experience
@core get
IDR xMio /
month
Integrator
More than 5
years related
experience
Have
technical
design and
integration
capability &
experience
@core get
IDR x.x Mio /
month
@specialization get IDR .xxMio / month same for all Competence Level
Case Study 1 :
Motivating Agit
Workforce
Benefit
Allowwance

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PROJECT INCENTIVE
9-27
Claimed monthly (on 16
th
the next month) using Timesheet data
(16
th
previous month 15
th
current month)
Applicable to all Oracle Delivery team assigned in Project, help
Presales activities or as Trainer
For Project must be within timeframe as stated in PCA
General Rules
ABIC - @IDR xx,xxx / day
BIC - @IDR xx,xxx / day
SBIC - @IDR xxx,xxx / day
Additional PM - @ IDR x mio / month, pro rated if not full
Divided by Level
Case Study 1 :
Motivating Agit
Workforce
Benefit
Allowwance

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SKILL LEVEL - PATH
9-28
Level 1 - Trainee No experience
Level 2 - Implementer Min 1 year related experience
Level 3 - Designer
More than 2 years
related experience
Have technical design
capability &
experience
Level 4 - Integrator
More than 5
years related
experience
Have technical
design and
integration
capability &
experience
Project Management Integration Specialist Product Specialist Managerial
Case Study 1 :
Motivating Agit
Workforce
Training
Curricullum

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SKILL LEVEL - DEFINITION
9-29
Level 4 -
Integrator
Able to do QA for configuration / customizations
Able to develop / enhance features
Able to propose new solutions using existing solutions
Level 3 -
Designer
Able to do configuration / customization
Supervise juniors on implementation
Integrate multiple Oracle products based on business needs
Level 2 -
Implementer
Able to do configuration / customization with assistance
Solve functional / transactional problems
Able to map business process to products capabilities
Level 1 -
Trainee
Understand basic concepts & usage
Solve transactional problems
Able to do basic configuration / customization with assistance
Case Study 1 :
Motivating Agit
Workforce
Training
Curricullum

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TRAINING PATH - GENERAL
9-30
Level 1 Trainee
Matriculation
ADF Overview
PL/SQL Overview
Level 2 Implementer
Focus on 1 sub product
WebCenter Family
WebCenter Content
WebCenter Portal
WebCenter Sites
SOA & BPM
SOA
BPM
ADF
ADF Advanced
PL/SQL Advanced
BI & DWH
Business Intelligence
Datawarehousing
Level 3 Designer
Focus on 2 sub products
WebCenter Family
WebCenter Content
WebCenter Portal
WebCenter Sites
SOA & BPM
SOA
BPM
ADF
ADF Advanced
PL/SQL Advanced
BI & DWH
Business Intelligence
Datawarehousing
Take 1 core certification
Level 4 Integrator
Cross products
Take 1 additional core certification
Learn other products
(minimal 1 product)
Take minimal 1 certification
for other sub products
Case Study 1 :
Motivating Agit
Workforce
Training
Curricullum

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GATHERING
9-31
Touch the People
Team
Work
Know
People
Sharing
Session
Case Study 1 :
Motivating Agit
Workforce
Gathering

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SECTION GATHERING
9-32
Case Study 1
AGIT Gathering
Per 1 Month
Period
Periodic Evaluation (Presales, Individual
Performance, Portfolio Development and others)
Project Issue
Sharing knowledge
Agenda
All Section Members
Attendess
x.x Mio IDR per-month (xx K per pax)
Budget
Photos Documentations
Email Documentations
Report
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DEPARTMENT GATHERING
9-33
Case Study 1
AGIT Gathering
Per 3 Month
Period
Formal
Project Sharing
Knowledge Sharing
Informal
Contest
Gathering photo contest
Presentation Contest
Agenda
All Departement Members
Attendess
x.x Mio IDR (xx K per-pax)
Budget
Photos Documentations
Email Documentations
Report
PRESENTATION & PHOTO
CONTEST
9-34
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Case Study 1
AGIT Gathering
GOLDEN WAYS
9-35
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Intermezzo -
Motivation Tips
9-36
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MCGREGORS
XY Theory McGregor contrasted two views of management
the traditional view, which he called Theory X, and
the humanistic view, which he called Theory Y.
9-37
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Theory Z
a management philosophy that stresses employee
participation in all aspects of company decision
making process.
Theory Z
William G. Ouchi
9-38
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Equity Theory
& Expectancy
Theory
Your motivation depends not only
on how much you want something,
but how likely you believe you are
to get it.
Person receives rewards
Proportional to the contribution he
or she makes to the organization.
Other Motivational Theories
Intra Company Transferee
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Case Study 2 :
Motivation at
TOYOTA
9-39
9-40
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TOYOTA Philosophy
Case:
Motivation at
TOYOTA
Case Study 2 :
Motivation at
TOYOTA
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9-41
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Key Point of Kaizen Activity
Standardize the new, improve operation and
Share best practice to others.
Measure the operation (tack time & cycle time)
Innovate to meet requirements and increase productivity
Continue cycle ad infinitum
HOW ?
Case Study 2:
Motivation at
TOYOTA
9-42
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Intra Company Transferee
To enhanced people development through challenging
assignment in global and regional level.
TOYOTA develop on-the-job training program that
temporarily transfers employees from Home Company to
another affiliate to learn culture, and have broader
networking as Key Person of the incoming project.
As of May 1 2013, a total 451 transferees
from 52 affiliates in 36 countries were working in
different country to learn and grasp the best practice
from Host Company, to smooth the process of
implementation in Home Company.
Case Study 2 :
Motivation at
TOYOTA
Lina D. Siagian (HR )
Dispatched to:
TMC 2010 2013
Rudi Budiman (Engineering)
Dispatched to:
TMC 2010
9-43
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Intra Company Transferee
Case:
Motivation at
TOYOTA
Case Study 2 :
Motivation at
TOYOTA
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9-44
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Whats so important about
Motivation?
Case:
Motivation at
TOYOTA
Case Study 2 :
Motivation at
TOYOTA
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Contribution towards
Company Prosperity
Improvement in
employees
Standard of Living
Share
Common
Values
- Stable employment
- Employee engagement
- Improve working condition
- Retained best talent
- Achieve Company goals

9-45
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STRATEGIES FOR
MOTIVATING EMPLOYEES
Behavior Modification
Job Design
Strategies for
motivating
employees
9-46
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JOB DESIGN STRATEGIES
Job Rotation Movement of employees from
one job to another in an effort to
relieve the boredom

Job Enlargement The addition of more tasks to a
job instead of treating each task
as separate

Job Enrichment Gives employees more tasks
within job, and more control and
authority
Strategies for
motivating
employees
9-47
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FLEXIBLE SCHEDULING
STRATEGIES
Flextime
Compressed Work Week
Job Sharing
Telecommuting
Strategies for
motivating
employees
FAST FACT:
59% of companies with more than 5000
workers allow job-sharing.
Source: Jim Owen, In Pursuit of Job Sharing, from
http://usatoday.com/careers/features/feat009.htm (accessed
June 8, 2001).
9-48
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STRATEGIES FOR
MOTIVATING EMPLOYEES
Strategies for
motivating
employees
End
Time
Start
Time
Core
Time
9-49
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THE IMPORTANCE OF
MOTIVATIONAL STRATEGIES
Fosters employee loyalty
Boosts productivity
Affects all relationships within the
organization
Influences promotion, pay, job
design, training, and reporting
relationships
The importance
of motivational
strategies
9-50
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THE IMPORTANCE OF
MOTIVATIONAL STRATEGIES
The importance
of motivational
strategies
Source: Office Team Survey : Work/Life Balance, Learning Opportunities Have Greatest Impact on Job
Satisfaction. PR Newswire, January 26,2012, www.prnewswire.com/news-releases/officeteam-survey-
worklife-balance-learning-opportunities-have-greatest-impact-on-job-satisfaction-138116108.html

INDOMOBIL PEOPLE DEVELOPMENT
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LG8
Motivating
Employees
Across the Globe
10-52