Motivation Engineering to Employee by Employees Abraham Maslow Theory

Suyono, Joko; Mudjanarko, Sri Wiwoho

doi:10.26737/jetl.v2i1.141

Cited by 10 publications

(8 citation statements)

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“…Sikap aktualisasi diri guru BK adalah suatu kecenderungan yang dilakukan oleh guru BK dalam mengaktualisasikan kompetensinya ke dalam perancangan program dan praksis pelayanan bimbingan dan konseling yang dibutuhkan peserta didik sebagai konseli, yang bertujuan membantu peserta didik untuk mengembangkan potensinya, sehingga menjadi insan yang berkarakter pancasila melalui proses transformasi pendidikan pada lembaga pendidikan formal. Menurut teori hirarki kebutuhan Abraham Maslow (Maslow, 1943;Suyono & Mudjanarko, 2017), aktualiasi diri merupakan kebutuhan individu yang paling tinggi setelah individu mampu memenuhi kebutuhan harga diri, sosial, rasa aman, dan fisiologis. Secara ideal, guru BK seharusnya mampu menunjukkan sikap aktualiasi diri yang tinggi untuk menunjang pelaksanaan tugas dan tanggung jawabnya sebagai pengampu ahli pelayanan bimbingan dan konseling di sekolah.…”

Section: Gambar 2 Peserta Pelatihan Strategi Self-management Dalam Pelaksanaan Program Pengabdian Kepada Masyarakatunclassified

Kontribusi Multifaktor Pada Pelatihan Strategi Self-Management Untuk Mengembangkan Sikap Aktualisasi Diri Guru Bimbingan Dan Konseling

Hartono

Mudhar

2022

Reswara. j. pengabdi. kpd. masy

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Sikap aktualisasi diri guru bimbingan dan konseling merupakan aspek penting yang perlu dikembangkan dalam upaya mewujudkan pelayanan bimbingan dan konseling yang bermutu kepada peserta didik. Pengabdian kepada masyarakat ini bertujuan untuk mengetahui kontribusi multifaktor yaitu faktor penghargaan, pujian, dan suasana kerja terhadap pengembangan sikap aktualisasi diri guru bimbingan dan konseling setelah mengikuti program pengabdian kepada masyarakat. Metode pengabdian kepada masyarakat ini menggunakan model pelatihan strategi self-management yang dilaksanakan melalui tiga tahap yaitu tahap pertama pendalaman materi, tahap kedua simulasi, dan tahap ketiga pemberian tugas yang diikuti oleh peserta yaitu guru bimbingan dan konseling SMP dan SMA sederajat. Pada tahap pendalaman materi, peserta pengabdian menunjukkan perilaku aktif dalam mencermati materi yang dipresentasikan oleh narasumber melalui pertanyaan, tanggapan, dan argumentasi yang kritis. Pada tahap simulasi, secara kelompok peserta pengabdian melakukan praktik self-management pada konseling kelompok dan bimbingan kelompok yang teramati dan mendapatkan balikan dari narasumber. Sedangkan pada tahap penugasan, peserta pengabdian diberikan tugas untuk mengembangkan model verbatim praksis strategi self-management dalam konseling kelompok melalui google form. Setelah kegiatan selesai tim pengabdian melakukan evaluasi kepada peserta dengan menggunakan kuesioner melalui google form yang hasilnya menunjukkan bahwa kontribusi faktor penghargaan sebesar 80,26%, faktor pujian sebesar 83,66%, dan faktor suasana kerja sebesar 97,05% terhadap pengembangan sikap aktualisasi diri guru bimbingan dan konseling.

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Section: Gambar 2 Peserta Pelatihan Strategi Self-management Dalam Pelaksanaan Program Pengabdian Kepada Masyarakatunclassified

Kontribusi Multifaktor Pada Pelatihan Strategi Self-Management Untuk Mengembangkan Sikap Aktualisasi Diri Guru Bimbingan Dan Konseling

Hartono

Mudhar

2022

Reswara. j. pengabdi. kpd. masy

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“…Maslow's theory covers a wide range of ex-and intrinsic motivational factors and provides a basis to explain why motivation is an ongoing process that continuously involves both the individual and the corresponding environment (Suyono & Mudjanarko, 2016). Maslow's theory, also known as Maslow's pyramid, describes the fact that people are driven by their needs, which is represented in a hierarchical order (pyramid) from the lowest basic needs to the highest, most complex needs (Maslow, 1943).…”

Section: Maslow's Hierarchy Of Needsmentioning

confidence: 99%

Motivational Factors in Organisational Change

Biewendt¹,

Blaschke²,

Böhnert³

2021

SEC

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The presented paper gives an overview of the most important and most common theories and concepts from the economic field of organisational change and is also enriched with quantitative publication data, which underlines the relevance of the topic. In particular, the topic presented is interwoven in an interdisciplinary way with economic psychological models, which are underpinned within the models with content from leading scholars in the field. The pace of change in companies is accelerating, as is technological change in our society. Adaptations of the corporate structure, but also of management techniques and tasks, are therefore indispensable. This includes not only the right approaches to employee motivation, but also the correct use of intrinsic and extrinsic motivational factors. Based on the hypothesis put forward by the scientist and researcher Rollinson in his book “Organisational behaviour and analysis” that managers believe motivational resources are available at all times, socio-economic and economic psychological theories are contrasted here in order to critically examine this statement. In addition, a fictitious company was created as a model for this work in order to illustrate the effects of motivational deficits in practice. In this context, the theories presented are applied to concrete problems within the model and conclusions are drawn about their influence and applicability. This led to the conclusion that motivation is a very individual challenge for each employee, which requires adapted and personalised approaches. On the other hand, the recommendations for action for supervisors in the case of motivation deficits also cannot be answered in a blanket manner, but can only be solved with the help of professional, expert-supported processing due to the economic-psychological realities of motivation. Identifying, analysing and remedying individual employee motivation deficits is, according to the authors, a problem and a challenge of great importance, especially in the context of rapidly changing ecosystems in modern companies, as motivation also influences other factors such as individual productivity. The authors therefore conclude that good motivation through the individual and customised promotion and further training of employees is an important point for achieving important corporate goals in order to remain competitive on the one hand and to create a productive and pleasant working environment on the other.

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“…Maslow's hierarchy of needs consists of fi ve levels/dimensions of motivation: physiological needs, safety, love and belonging, esteem and need for self-actualization. When a lower level need is met or overtaken by a higher level one, people tend to be no longer motivated by satisfying that need (Suyono and Mudjanarko, 2017). Furthermore, people will try to meet the needs of the next level.…”

Section: Literature Reviewmentioning

confidence: 99%

Implications of Maslow’s Hierarchy of Needs Theory on Healthcare Employees’ Performance

Ștefan

Popa

Albu

2020

TRAS

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The purpose of this study is to provide a new perspective of the motivation-performance link, and the infl uence of satisfying each basic human needs, described by Maslow's hierarchy of needs, on employees' professional performance. We assumed that the positive relationship between each dimension of motivation and professional performance is mediated by work satisfaction. The proposed conceptual model was operationalized by seven latent constructs (the fi ve dimensions of motivation, inspired by the Maslow's hierarchy of needs, job satisfaction and the professional performance), each of them measured by several observed indicators. The survey conducted for this occasion, was fi lled in by 824 employees from Romanian health organizations. Based on the research results, we can state that the Romanian health system employees are mostly motivated by meeting the needs of higher level, especially the need of self-actualization, and to a lesser extent by meeting the lower level ones. Those fi ndings may serve as useful insights for health system policy makers and managerial practices in designing and implementing the most effective motivational strategies, able to generate increased professional performance.

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Motivation Engineering to Employee by Employees Abraham Maslow Theory

Cited by 10 publications

References 0 publications

Kontribusi Multifaktor Pada Pelatihan Strategi Self-Management Untuk Mengembangkan Sikap Aktualisasi Diri Guru Bimbingan Dan Konseling

Kontribusi Multifaktor Pada Pelatihan Strategi Self-Management Untuk Mengembangkan Sikap Aktualisasi Diri Guru Bimbingan Dan Konseling

Motivational Factors in Organisational Change

Implications of Maslow’s Hierarchy of Needs Theory on Healthcare Employees’ Performance

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