Reni Rosari Msi – Ekonomi UGM

8/14/2019 Reni Rosari Msi Ekonomi UGM

1/7

Reni Rosari

Msi Ekonomi UGM

ReniReni RosariRosari MsiMsi UGMUGM 11

MOTIVASIMOTIVASI Describe the three distinct components of motivation IdentifyDescribe the three distinct components of motivation Identify

the need levels in Maslowthe need levels in Maslows hierarchys hierarchy

Explain AlderferExplain Alderfers ERG Theorys ERG Theory

Compare motivators with hygiene factorsCompare motivators with hygiene factors

Discuss the factors that reflect a high need for achievementDiscuss the factors that reflect a high need for achievement

Define the key terms in expectancy theoryDefine the key terms in expectancy theory

Distinguish between inputs and outputs in equity theoryDistinguish between inputs and outputs in equity theory

Identify the key steps in goal settingIdentify the key steps in goal setting

Describe the concept of the psychiological contractDescribe the concept of the psychiological contract


MOTIVATIONMOTIVATION

Determinants of Job PerformanceDeterminants of Job Performance

Capacity to performCapacity to perform the degree to which an individualthe degree to which an individual

posessesposesses task relevant skills, abilities, knowledge andtask relevant skills, abilities, knowledge and

experiencesexperiences

Opportunity to performOpportunity to perform

Willingness to performWillingness to perform the degree to which an individualthe degree to which an individual

both desires and is willing to exert effort toward attaining jobboth desires and is willing to exert effort toward attaining job

performanceperformance

Job performance: f (capacity to perform,opportunity to perform, willingness to perform)


MOTIVATIONMOTIVATION

Three distinct components ofThree distinct components of

motivationmotivation

DirectionDirection what an individual chooses to do whenwhat an individual chooses to do when

presented with a number of possible alternativepresented with a number of possible alternative

IntensityIntensity the strength of the response once thethe strength of the response once the

choice (direction) is madechoice (direction) is made

PersistencePersistence the staying power of behavior or howthe staying power of behavior or how

long a person will continue to devote effortlong a person will continue to devote effort


THE STRATING POINT: INDIVIDUALTHE STRATING POINT: INDIVIDUAL

6666

3333

3333

2424

1919

1616

1313

99

88

88

People and work environmentPeople and work environment

God management practicesGod management practices

Challenging and exciting jobsChallenging and exciting jobs

FlexibilityFlexibility

SalarySalary

AutonomyAutonomy

Training and learning opportunitiesTraining and learning opportunities

Stock optionsStock options

TechnologyTechnology

Team workTeam work

% of respondents% of respondentsWhat do you like aboutWhat do you like about

your current job?your current job?


MOTIVASI DI DALAM ORGANISASI:MOTIVASI DI DALAM ORGANISASI:

SIFAT DASARSIFAT DASAR

MotivasiMotivasi berasalberasal daridari bahasabahasa

latinlatin -- moveremovere artinyaartinya toto

movemove

MOTIVASIMOTIVASI

prosesproses yangyang membangkitkanmembangkitkan,,

mengarahkanmengarahkan,, dandan

mempertahankanmempertahankan perilakuperilaku

manusiamanusia untukuntukmencapaimencapai

beberapabeberapa tujuantujuan


TitikTitikawalawal motivasimotivasi

MotivasiMotivasi diperkirakandiperkirakan berkaitanberkaitan dengandengan kebutuhankebutuhan

dandan tujuantujuan

KebutuhanKebutuhan

KekuranganKekurangan yangyang dirasakandirasakan seseorangseseorang padapada saatsaat

tertentutertentu,, baikbaikberupaberupa fisiologisfisiologis,, sosialsosial,, maupunmaupun

psikologispsikologis

TujuanTujuan

Hasil/kondisiHasil/kondisi yangyang diinginkandiinginkan oleholeh seseorangseseorang


2/7

Reni Rosari

Msi Ekonomi UGM


The Motivational Process: An Initial ModelThe Motivational Process: An Initial Model

I.Need deficiencies

I want to perform

well to earn the

promotion

The employee

II. Search for ways to

satisfy needs

I need to show the

manager that I want thepromotion work on

tough assignments, work

extra hours, help co-

workers

III. Goal-directed

behavior

The promotion

IV. Performance

(evaluation of goal

accomplished)

Highest ratings on

quantity, quality, &

cost containment

V. Reward or

punishment

Receives

recognition award;

granted the

opportunity to attend

training program

VI. Need deficiencies

reassessed by the

employee

I still want thepromotion. Ive got to

try another approach


ARTI PENTING MOTIVASIARTI PENTING MOTIVASI

MotivasiMotivasi merupakanmerupakan faktorfaktor pentingpenting yangyang

mempengaruhimempengaruhi prestasiprestasi.. NamunNamun motivasimotivasi bukanbukanmerupakanmerupakan satusatu--satunyasatunya faktorfaktor,, faktorfaktor lainlain misalnyamisalnya

kemampuankemampuan,, usahausaha,, dandan pengalamanpengalaman

MotivasiMotivasi berkaitanberkaitan dengandengan::

1.1. ArahArah perilakuperilaku

2.2. KekuatanKekuatan responrespon

3.3. PersistensiPersistensi perilakuperilaku


KOMPONEN DASAR MOTIVASI

Sayaingin mencapai

target penjualan

Arousal DirectionKerjalembur

Membuat penawaran

lebih banyak

Mempelajari liniproduk

MaintenancePersist

Persist

Persist

Goal

Target

penjualan

tercapai

NEEDS D R I V E S INCENTIVES


TIGA HAL PENTINGTIGA HAL PENTING

TENTANG MOTIVASITENTANG MOTIVASI

MotivasiMotivasi dandan kinerjakinerja tidaktidak

sinonimsinonim

MotivasiMotivasi beranekaberaneka segisegi

((multifacetedmultifaceted))

OrangOrang dimotivasidimotivasi lebihlebih daridari

hanyahanya sekedarsekedar uanguang


Managerial Perspective of Content andManagerial Perspective of Content and

Process Theories of MotivationProcess Theories of Motivation

Content ApproachesContent Approaches focuses on factors within the person that energize, direct,focuses on factors within the person that energize, direct,

sustain, and stop behavior. These factors can only be inferredsustain, and stop behavior. These factors can only be inferred

Founders of the theoriesFounders of the theories

MaslowMaslow five level need hierarchyfive level need hierarchy

AlderferAlderfer three level hierarchy (ERG)three level hierarchy (ERG)

HerzbergHerzberg two major factors called hygienetwo major factors called hygiene--motivatorsmotivators

McClellandMcClelland three learned needs acquired from the culture:three learned needs acquired from the culture:achievement, affiliation, and power.achievement, affiliation, and power.


Process ApproachProcess Approach

Describes, explains, and analyzes how behaviorDescribes, explains, and analyzes how behavior

is energized, directed, sustained, and stoppedis energized, directed, sustained, and stopped

Founders of the TheoriesFounders of the Theories

VroomVroom an expectancy theory of choicesan expectancy theory of choices

AdamsAdams equity theory based on comparisons thatequity theory based on comparisons that

individuals makeindividuals make

LockeLocke goal setting theory that conscious goalsgoal setting theory that conscious goals

and intentions are the determinants of behaviorand intentions are the determinants of behavior


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Reni Rosari

Msi Ekonomi UGM


Managerial ApplicationManagerial Application

Content ApproachContent Approach

Managers need to be aware of differences inManagers need to be aware of differences in

needs, desires, and goals because eachneeds, desires, and goals because eachindividual is unique in many waysindividual is unique in many ways

Process ApproachProcess Approach

Managers need to understand the process ofManagers need to understand the process ofmotivation and how individuals make choicesmotivation and how individuals make choicesbased on preferences, rewards, andbased on preferences, rewards, andaccomplishmentsaccomplishments


MEMOTIVASI DENGAN MEMENUHIMEMOTIVASI DENGAN MEMENUHI

KEBUTUHANKEBUTUHAN

TEORI HIRARKI KEBUTUHAN MASLOWTEORI HIRARKI KEBUTUHAN MASLOW

Self-

Actualization

Needs

Esteem Needs

Social Needs

Security Needs

Physiological Needs

General

Examples

Organizational

Examples

Self-Fulfillment Challenging Job

SelfSelf--

ActualizationActualization

NeedsNeeds

Status Job TitleEsteem NeedsEsteem Needs

Friendship Friends at Work Social NeedsSocial Needs

Stability Pension PlanSecurity NeedsSecurity Needs

Shelter SalaryPhysiological NeedsPhysiological Needs


Teori Dua faktor

Dissatisfaction No Dissatisfaction

Satisfaction No Satisfaction

Motivation Factors Promotion opportunities

Opportunities for

personal growth

Recognition

Responsibility

Achievement

Hygiene Factors Quality for supervisors

Pay

Company Policies

Working Conditions

Relations with others

Job security


TEORI ERG ALDERFERTEORI ERG ALDERFER

Existence Needs

Relatedness Needs

Growth Needs

1. Physiological Needs

2. Safety Needs

3. Social Needs

Deficiency needs

4. Esteem Needs

5. Self-actualization Needs

Growth needs

MaslowsNeed Hierarchy Theory AlderfersERG Theory


TeoriTeori HubunganHubungan ERGERG antaraantara frustrasifrustrasi,, kadarkadar pentingpenting && pemuasanpemuasan

kebutuhankebutuhan

Frustrasidari

kebutuhan

pertumbuhan

Frustrasidari

kebutuhanketerkaitan

Frustrasidari

kebutuhan

eksistensi

Kadar penting

kebutuhan

pertumbuhan

Kadar penting


Kadar penting

kebutuhan

eksistensi

Kepuasan

kebutuhan

pertumbuhan

Kepuasan


Kepuasan

kebutuhan

eksistensi


TEORI TIGA KEBUTUHAN MCCLELLANDTEORI TIGA KEBUTUHAN MCCLELLAND

SangatSangat berkaitanberkaitan dengandengan konsepkonsep belajarbelajar

BanyakBanyakkebutuhankebutuhan ygyg dipelajaridipelajari daridari budayabudaya

TigaTiga kebutuhankebutuhan yaituyaitu::

1.1. KebutuhanKebutuhan kekuasaankekuasaan ((need for powerneed for power))

2.2. KebutuhanKebutuhan afiliasiafiliasi ((need for affiliationneed for affiliation))

3.3. KebutuhanKebutuhan berprestasiberprestasi ((need for achievementneed for achievement))UntukUntukmenilaimenilai perbedaanperbedaan individuindividu Thematic Apperception TestThematic Apperception Test

(TAT)(TAT)

KonsepKonsep belajarbelajar tigatiga kebutuhankebutuhan tersebuttersebut dapatdapatdipelajaridipelajari


4/7

Reni Rosari

Msi Ekonomi UGM


PERBANDINGAN EMPAT CONTENT TEORIPERBANDINGAN EMPAT CONTENT TEORI

MOTIVASIMOTIVASI

MASLOWMASLOW HERZBERGHERZBERG ALDERFER MCCLELLANDALDERFER MCCLELLAND

Self-actualization

Esteem

Belongingness,

social, & love

Safety &

Security

Physiological

The work itself

Responsibility

Advancement

Growth

Achievement

Recognition

Quality of

interpersonal

relations among

peers, with

supervisors, with

subordinates

Job security

Working conditions

Salary

Growth

Relatedness

Existence

Need for

achievement

Need for

power

Need for

affiliation


Promote a healthy workforcePromote a healthy workforce

Provide financial securityProvide financial security Promote opportunities toPromote opportunities to

socializesocialize

Recognize employeeRecognize employeess

accomplishmentsaccomplishments

APLIKASI MANAJERIAL TEORI KEBUTUHANAPLIKASI MANAJERIAL TEORI KEBUTUHAN


THE PROCESS THEORIES (TEORI PROSES)THE PROCESS THEORIES (TEORI PROSES) menjelaskanmenjelaskan dandan menganalisismenganalisis bagaimanabagaimana perilakuperilaku digerakkandigerakkan,, diarahkandiarahkan,,

dipertahankandipertahankan,, dandan dihentikandihentikan

TEORI HARAPAN VICTOR VROOMTEORI HARAPAN VICTOR VROOM

VALENCE: The value or importance one places on a particular rewaVALENCE: The value or importance one places on a particular rewardrd

EXPECTANCY: The belief that effort leads to performanceEXPECTANCY: The belief that effort leads to performance

INSTRUMENTALITY: The belief that performance is related to rewarINSTRUMENTALITY: The belief that performance is related to rewardsds

Effort

Performance

Rewards

Expectancy

Instrumentality

Valence of

Rewards

Motivation

Role Perception

& Opportunities

Skills and

Abilities

Job

performance


MEMOTIVASI DENGANMEMOTIVASI DENGAN

PENETAPAN TUJUANPENETAPAN TUJUAN

TEORI PENETAPAN TUJUANTEORI PENETAPAN TUJUAN

Recognize

challenge of higher

goal level

Goal Commitment

(accept goal as own)

Self Efficacy beliefs

Perceived chance of

attaining goalDesire to attain goal

Desire to feel competent

Performance

of goal

level


Assign specific goalsAssign specific goals

Assign difficult, butAssign difficult, but

acceptable performanceacceptable performance

goalsgoals

Provide feedbackProvide feedback

concerning goal attainmentconcerning goal attainment

PEDOMAN MANAJER UNTUKPEDOMAN MANAJER UNTUK

MENETAPKAN PENCAPAIAN TUJUANMENETAPKAN PENCAPAIAN TUJUAN

YANG EFEKTIFYANG EFEKTIF


Encouraging thedevelopment of goal-attainment strategies

or action plans

Increasingones persistence

Regulating

ones effort

Directingones attention

Goalsmotivate theindividual

by...

Taskperformance

BAGAIMANA TUJUAN MEMOTIVASI INDIVIDU?BAGAIMANA TUJUAN MEMOTIVASI INDIVIDU?


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Reni Rosari

Msi Ekonomi UGM


MEMOTIVASI DENGAN BERLAKUMEMOTIVASI DENGAN BERLAKU

ADIL: ORGANIZATIONAL JUSTICEADIL: ORGANIZATIONAL JUSTICE

Distributive JusticeDistributive Justice :: the perceived fairness of outcomes receivedthe perceived fairness of outcomes received

the perceived fairness of how resources andthe perceived fairness of how resources andrewards are distributedrewards are distributed

Procedural JusticeProcedural Justice :: the perceived fairness of the procedures used tothe perceived fairness of the procedures used to

determine outcomedetermine outcome

the perceived fairness of the process and procedurethe perceived fairness of the process and procedureused to make allocation decisionsused to make allocation decisions

InteractionalInteractional JusticeJustice :: the perceived fairness of the interpersonalthe perceived fairness of the interpersonal

treatment received from otherstreatment received from others

extent to which people feel fairly treated whenextent to which people feel fairly treated whenprocedures are implementedprocedures are implemented


Distributive Justice:Distributive Justice: TeoriTeori KeadilanKeadilan

I OI O

RESULT 3 = EQUITYRESULT 3 = EQUITY

EqualEqual toto

I

O

IO

RESULT 1 = INEQUITYRESULT 1 = INEQUITY

Greate

rGre

ater t

hanthan

IO

IO

RESULT 2 = INEQUITYRESULT 2 = INEQUITY

LessLess

thanthan

SOCIAL COMPARISONPERSON A PERSON B

PERSON A

PERSON A PERSON B

PERSON B

UNDERPAYMENT

UNDERPAYMENT OVERPAYMENT

OVERPAYMENT

Guilty Guilty

Angry Angry

Satisfied Satisfied


Possible Reactions to Inequity: A SummaryPossible Reactions to Inequity: A Summary

PSYCHOLOGICALPSYCHOLOGICAL

(WHAT YOU CAN THINK IS(WHAT YOU CAN THINK IS))

Convince yourself that yourConvince yourself that your

outcomes are deserved based onoutcomes are deserved based on

your inputs (e.g. rationalize that youyour inputs (e.g. rationalize that you

work harder than others and youwork harder than others and you

deserve more pay)deserve more pay)

Convince yourself that othersConvince yourself that others inputsinputs

are really higher than your own (e.g.are really higher than your own (e.g.

rationalize that the comparisonrationalize that the comparison

worker is really more qualified andworker is really more qualified and

so deserves higher outcome)so deserves higher outcome)

BEHAVIORALBEHAVIORAL

(WHAT YOU CAN DO IS(WHAT YOU CAN DO IS))

Raise your inputs (e.g. workRaise your inputs (e.g. work

harder) or lower your outcomesharder) or lower your outcomes

(e.g. work through a paid(e.g. work through a paid

vacation)vacation)

Lower your inputs (e.g. reduceLower your inputs (e.g. reduce

effort) or raise your outcomeseffort) or raise your outcomes

(e.g. get raise in pay)(e.g. get raise in pay)

TYPE OF REACTIONTYPE OF REACTION

TYPE OFTYPE OF

INEQUITYINEQUITY

OverpaymentOverpayment

inequityinequity

UnderpaymentUnderpayment

inequityinequity


Procedural Justice:Procedural Justice: MembuatMembuat KeputusanKeputusan

secarasecara AdilAdil

Give people a say in how decision are madeGive people a say in how decision are made

Provide opportunity for errors to beProvide opportunity for errors to be

correctedcorrected

Apply rules and policies consistentlyApply rules and policies consistently

Make decisions in an unbiased mannerMake decisions in an unbiased manner


InteractionalInteractional JusticeJustice

Informational justificationInformational justification

the thoroughness of the informationthe thoroughness of the information

received about a decisionreceived about a decision

Social sensitivitySocial sensitivity

the amount of dignity and respectthe amount of dignity and respect

demonstrated in the course of presentingdemonstrated in the course of presenting

an undesirable outcome, such as a pay cutan undesirable outcome, such as a pay cut

or the loss of a jobor the loss of a job


Organizational Justice:Organizational Justice: BeberapaBeberapa tipstips

motivasionalmotivasional bagibagi parapara manajermanajer

Avoid underpaymentAvoid underpayment

Avoid overpaymentAvoid overpayment

Give people a voice in decisions affectingGive people a voice in decisions affectingthemthem

Explain outcomes thoroughly using a sociallyExplain outcomes thoroughly using a socially

sensitive mannersensitive manner


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Reni Rosari

Msi Ekonomi UGM


MEMOTIVASI DENGANMEMOTIVASI DENGAN

MENGUBAH HARAPANMENGUBAH HARAPAN--HARAPANHARAPAN

ELEMENELEMEN--ELEMEN DASAR TEORI HARAPANELEMEN DASAR TEORI HARAPAN EXPECTANCYEXPECTANCY: the belief that effort leads to performance: the belief that effort leads to performance

INSTRUMENTALITYINSTRUMENTALITY: the belief that performance is related to rewards: the belief that performance is related to rewards

VALENCEVALENCE: the value or importance one places on a particular reward: the value or importance one places on a particular reward

Effort

Performance

Rewards

Expectancy

Instrumentality

Valence of

Rewards

Motivation

Role Perception

& Opportunities

Skills and Abilities

Job

performance


EffortEffort--

PerformancePerformance

IssueIssue

PerformancePerformance--

RewardReward

IssueIssue

RewardsRewards--

PersonalPersonal

Goals IssueGoals Issue

Expectancy Theory ModelExpectancy Theory Model

IndividualIndividual

EffortEffortIndividualIndividual

PerformancePerformanceOrganizationalOrganizational

RewardsRewardsPersonalPersonal

GoalsGoals


APLIKASI MANAJERIAL DARI TEORIAPLIKASI MANAJERIAL DARI TEORI

HARAPANHARAPAN

Clarify peopleClarify peoples expectancies that their effort wills expectancies that their effort will

lead to performancelead to performance

Administer rewards that are positivelyAdminister rewards that are positively valentvalent toto

employeesemployees

Clearly link valued rewards and performanceClearly link valued rewards and performance

PayPay--forfor--performance planperformance plan

Incentive stock option (ISO) plansIncentive stock option (ISO) plans


DesainDesain pekerjaanpekerjaan:: pendekatanpendekatan untukuntukmotivasimotivasi yangyang menyarankanmenyarankan bahwabahwapekerjaanpekerjaan dapatdapat dibuatdibuat sedemikiansedemikian ruparupa sehinggasehingga orangorang lebihlebih tertariktertarikuntukuntukmelakukannyamelakukannya

JOB ENLARGEMENT DAN JOB ENRICHMENTJOB ENLARGEMENT DAN JOB ENRICHMENT

Job enlargementJob enlargement

the practice of expanding the content of a job to include morethe practice of expanding the content of a job to include morevariety and a greater number of tasks at the same levelvariety and a greater number of tasks at the same level

Job enrichmentJob enrichmentthe practice of giving employees a high degree of control overthe practice of giving employees a high degree of control overtheir work, from planning and organization, throughtheir work, from planning and organization, throughimplementing the jobs and evaluating the resultsimplementing the jobs and evaluating the results

MEMOTIVASI DENGAN MEBUATMEMOTIVASI DENGAN MEBUAT

PEKERJAAN MENJADI MENARIKPEKERJAAN MENJADI MENARIK


PerbandinganPerbandingan Job EnlargementJob Enlargement dandan Job EnrichmentJob Enrichment

Standard Job

Number of tasks

(horizontal job loading)

Levelofresponsibility

(verticaljobl

oading)

(high)

(high)(low)

Enlarged Job

Number of tasks



(verticaljobl

oading)

(high)

(high)(low)


(verticaljobl

oading)

Task

1Task

1

Task

2Task

2

Enrich Job

Number of tasks


(high)

(high)(low)

Task

1Task

2

Task

3

Task

4


THE JOB CHARACTERISTICS MODELTHE JOB CHARACTERISTICS MODEL Components of the modelComponents of the model::

skill varietyskill variety

task identitytask identity

task significancetask significance

AutonomyAutonomy

FeedbackFeedback

Does the model apply to everyone?Does the model apply to everyone? Growth need strengthGrowth need strength

The job characteristic model best describes people high in growtThe job characteristic model best describes people high in growt h need strengthh need strength

Putting it all togetherPutting it all together Motivating Potential Score (MPS)Motivating Potential Score (MPS)

MPS =MPS = Skill variety + Task identity + Task significance x Autonomy x FSkill variety + Task identity + Task significance x Autonomy x F eedbackeedback33

Evidence for the modelEvidence for the model


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Reni Rosari

Msi Ekonomi UGM


The Job Characteristics Model: Basic ComponentsThe Job Characteristics Model: Basic Components

CORE JOB

DIMENSIONS

CRITICAL

PSYCHOLOGICAL

STATES

PERSONAL

AND WORK

OUTCOMES

Skill variety

Task identity

Task significance

Autonomy

Feedback

Employee growth

need strength

Experienced

meaningfulness of

the work

Experienced

responsibility for

outcomes of the work

Knowledge of the

actual results of the

work activities

High internal work

motivation

High-quality work

performance

High satisfaction

with the work

Low absenteeism and

turnover


Combine tasksCombine tasks

Open feedback channelsOpen feedback channels

Establish client relationshipsEstablish client relationships

Load jobs verticallyLoad jobs vertically

TEKNIK UNTUK MENDESAIN PEKERJAANTEKNIK UNTUK MENDESAIN PEKERJAAN

YANG MEMOTIVASI:YANG MEMOTIVASI: BEBERAPA PEDOMANBEBERAPA PEDOMANMANAJERIALMANAJERIAL


Enriching Jobs:Enriching Jobs: Some suggestions from the job characteristics modelSome suggestions from the job characteristics model

Skill varietySkill variety

Task identityTask identity

Skill varietySkill variety

AutonomyAutonomy

FeedbackFeedback

AutonomyAutonomy

FeedbackFeedback

1.1. Combine tasks, enabling workers toCombine tasks, enabling workers to

perform the entire jobperform the entire job

2.2. Establish client relationships, allowingEstablish client relationships, allowing

providers of a service to meet theproviders of a service to meet the

recipientsrecipients

3.3. Load jobs vertically, allowing greaterLoad jobs vertically, allowing greater

responsibility and control over workresponsibility and control over work

4.4. Open feedback channels, giving workersOpen feedback channels, giving workers

knowledge of the results of their workknowledge of the results of their work

CORE JOB DIMENSIONSCORE JOB DIMENSIONS

INCORPORATEDINCORPORATEDPRINCIPLE OF JOB DESIGNPRINCIPLE OF JOB DESIGN


Motivation and the PsychologicalMotivation and the Psychological

ContractContract

Exchange theoryExchange theory members of an organization engagemembers of an organization engagein reasonably predictable givein reasonably predictable give--andand--take relationshipstake relationships(exchanges) with each other(exchanges) with each other

Psychological contractPsychological contract an unwritten agreementan unwritten agreementbetween the individual and the organization that specifiesbetween the individual and the organization that specifieswhat each expects to give to and receive from the otherwhat each expects to give to and receive from the other

The more attuned the manager is to needs andThe more attuned the manager is to needs andexpectations of subordinates, the greater the number ofexpectations of subordinates, the greater the number ofmatches that are likely to exist and be maintained in thematches that are likely to exist and be maintained in the

psychological contractpsychological contract


Psychological Contracts: Our Expectations ofPsychological Contracts: Our Expectations ofOthersOthers

Psychological Contract:Psychological Contract: a persona persons belief about what iss belief about what isexpected of another in a relationshipexpected of another in a relationship

Transactional contractTransactional contract a type of psychological contracta type of psychological contractin which the parties have a brief and narrowly definedin which the parties have a brief and narrowly definedrelationship that is primarily economic in focusrelationship that is primarily economic in focus

Relational contractRelational contract a type of psychological contract ina type of psychological contract inwhich the parties have a long term and widely definedwhich the parties have a long term and widely definedrelationship with a vast focusrelationship with a vast focus


Two kind of psychological contracts: a comparisonTwo kind of psychological contracts: a comparison

OpenOpen--ended andended and

indefiniteindefinite

Time frameTime frameClosedClosed--ended and shortended and short--

termterm

Highly subjectiveHighly subjectiveTangibility of termsTangibility of termsWell definedWell defined

Broad and pervasiveBroad and pervasiveScope of relationshipScope of relationshipNarrowNarrow

Dynamic, frequentlyDynamic, frequently

changingchanging

Stability of relationshipStability of relationshipStatic, rarely changingStatic, rarely changing

Concerned about peopleConcerned about peoplePrimary focusPrimary focusConcerned aboutConcerned about

economic focuseconomic focus

Relational contractRelational contractTransactional contractTransactional contract

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Reni Rosari Msi – Ekonomi UGM