If you want one year of prosperity, grow rice

If you want ten years of prosperity, grow trees

If you want one hundred years of prosperity, grow
people
(Chinese Proverb)
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MANAGING INDIVIDUALS PERFORMANCE

STAN
Jakarta, 13 Oktober 2016

Discussion Outline

Individual Performance
Factors
Individual Attributes
Work Effort
Organizational Support

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Discussion Outline

Individual Performance
Factors
Individual Attributes
Work Effort
Organizational Support

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Individual Performance Factors

Performance equation

Performance = Individual Attributes X Work Effort X Org.Support

Capacity

Willingness Opportunity
To perform

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INDIVIDUAL ATTRIBUTES

Several stereotype occurs on

demographic differences:
Gender
Age
Ethnicity

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Demographic or Biographic Characteristic,

are the background variables that help what a
person has become, e.g. gender, age, ethnicity,
disability

Competency Characteristic, is the central

issue concerning the aptitude and abilities of
people at work. Aptitude is the capability to learn
something, ability is the capacity to perform the
various tasks needed for a given job.

Personality Characteristic, is the overall

profile or combination of traits that characterize
the unique nature of a person. Personality is
determined by heredity factor and environment
factor (cultural, social and other situational
factor)

Physical Abilities

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Physical ability: ability to

perform a task involving body
movement. Strength, endurance,
dexterity, force or speed

Muscular Strength: muscular

tension, muscular power,
endurance

Cardiovascular Endurance:
ability to sustain physical activity
that results in increased hearts
rates for a long period

Movement Quality: flexibility,

balance, coordination

The Four Dimension of Cognitive

Abilities

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verbal ability -- the ability to

understand and effectively use
written and spoken language

quantitative ability -- the ability

to quickly and accurately solve
quantitative problems

reasoning ability -- the ability to

think inductively and deductively in
order to invent solutions to novel
problems

spatial ability -- the ability to

accurately detect the spatial
arrangement of objects with respect
to ones own boy

Personality Characteristic

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Personality combines a set of

physical and mental characteristics
that reflect how a person looks,
thinks, acts and feels

Understanding personality
contributes to an understanding of
organizational behavior by adding a
consideration of what individuals
are like to that of what can do
and what they will do

The Five Dimension of Personality

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Extroversion: sociable, gregarious,

assertive, talkative, expressive

Emotional Adjustment: emotionally

stable, nondepressed, secure, content

Agreeableness: courteous, trusting,

good-natured, tolerant, cooperative,
forgiving

Conscientiousness: dependable,
organized, persevering, thorough,
achievement oriented

Inquisiveness: curious, imaginative,

artistic, sensitive, broad-minded, playful

Personality Determinant and

Development
Some people believe that personality is determined by heredity and
environment factors.
Others argue based on developmental approach

FROM IMMATURITY

TO MATURITY

passivity

activity

dependence

independence

limited behavior

diverse behavior

shallow interests

deep interests

short-time perspective

subordinate position

long-time
perspective

little self-awareness

superordinate
position
much self-awareness

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WORK EFFORT

In order to achieve high levels of

performance, even people with the
right individual attributes must have
the willingness to perform -- they
must put forth adequate work effort

Work effort have a close relationship

with motivation to work that are the
forces within an individual that
account for the level, direction and
persistence of effort expended at
work

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Maslows Need Hierarchy

SelfActualization
Esteem
Affiliation
Security
Physiological

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THE TWO FACTOR THEORY

Motivating Factors

Hygiene Factors

(which, when increased, cause increased

productivity and motivation)

(which, unless present to an expected degree,

cause dissatisfaction)

Responsibility

Company Policy

Recognition

Salary

Achievement

Supervision

Growth

Social Interaction

Challenge

Working Condition

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Intrinsic and Extrinsic

Motivation
Intrinsic Motivation

Intrinsic motivation comes from rewards inherent to a task or activity

itself.
Intrinsically motivated individuals perform for their own achievement and
satisfaction.

Extrinsic motivation

Extrinsic motivation comes from outside of the performer. Money is the

most obvious example, but coercion and threat of punishment are also
common extrinsic motivations.
The belief is that the presence of powerful extrinsic motivators can
actually reduce a person's intrinsic motivation, particularly if the extrinsic
motivators are perceived by the person to be controlled by people.

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Equity Theory
Equity theory is based on the phenomenon of social
comparison and posits that as people gauge the fairness
of their work outcomes compared to others
Felt negative inequity exists when individuals feel that
they have received relatively less than others have in
proportion to work inputs
Felt positive inequity exists when individuals feel that
they have received relatively more than others have

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Equity Theory
(continued)
when either positive or negative inequity exists, the individual
will likely engage one or more of the following behaviors:
change work inputs (e.g. reduce performance efforts)
change the outcomes (rewards) received (e.g. ask for raise)
leave the situation (quit)
change the comparison points (e.q. compare self to a different coworker)
physiologically distort the comparison (e.g. rationalize that the inequity
is only temporary and will be resolved in the future)
take actions to change the inputs or outputs of the comparison person
(e.g. get a coworker to accept more work)

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Steps for Managing the Equity

Process
recognize that an equity comparison will likely be
made by each subordinate whenever especially
visible rewards (pay, promotions, etc) are being
allocated
anticipate felt negative inequities
communicate to each individual your evaluation of
the reward, an appraisal of the performance on
which it is based, and the comparison points you
consider to be appropriate.

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Expectancy Theory
The expectancy theory argues that work motivation is
determined by individual beliefs regarding effortperformance relationships and the desirability's of various
work outcomes that are associated with different
performance levels.
The theory based on the logic people will do what they can
do when they want to.
For example: if I want to a promotion and see high
performance can lead to that promotion and if I work hard I
can achieve high performance, I will be motivated to work
hard

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Expectancy Theory
Motivation equation: M = E x I x V
Expectancy -- the probability assigned by an individual that work effort
will be followed by a given level of achieved task performance. Low
expectancy means that a person feel that he cant achieve the
necessary performance level.
Instrumentality -- the probability assigned by the individual that a
given level of achieved task performance will lead to various work
outcomes. Low instrumentality means that the person is not confident
a high level of task performance will result in a high merit pay raise
Valence -- the value attached by the individual to various work
outcomes. Low valence means the person places little values on a
merit pays increase

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Expectancy Theory in Managerial Perspective

People exert
work effort

Expectancy

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Task
performance

Instrumentalilty

Work-related
outcomes

Valence

Integrative Model of Motivation

Theory

Extrinsic
rewards

Indv. Attr
Motivation

Work
effort
Org.
support

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Equity
comparison

Performance

Intrinsic
rewards

Satisfaction

Motivation and Performance

Motivating Factors

Hygiene Factors

(which, when increased, cause increased productivity

and motivation)

(which, unless present to an expected degree, cause

dissatisfaction)

Responsibility
Recognition
Achievement
Growth
Challenge

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Company Policy
Salary
Supervision
Social Interaction
Working Condition

Organizational Support
Situational constraints exist in organization include:
An inadequate organizational support lead to
low performance
Several situational constraints are considered
as inadequate support:
lack of time
inadequate budgets
inadequate tools, equipment, supplies
unclear instructions, job-related
information
unfair levels of expected performance
lack of job related authority
inflexibility of procedures

24
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Thank You

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