Group I (Anastasia, Catra, Ines, Ratna, Vincentius)

September 18, 2015

Introduction
Basic Theory
Maslows Needs Hierarchy Theory
Learned Needs Theory
Four-Drive Theory
Expectancy Theory of Motivation

Study Case: Combiphar

Conclusion and Recommendation
2

FOUNDATION OF EMPLOYEE MOTIVATION

Motivation: the forces within a person that

affect the direction, intensity, and persistence
of voluntary behavior

Employee Engagement
employees emotional and cognitive motivation
self-efficacy to perform the job

perceived clarity of the organizations vision and his or her

specific role in that vision

belief that he or she has the resources to get the job done
4

How to create a more engaged and motivated

workforce, need to understand the motivational
forces within people:
Drives (primary needs)
Needs

Source: Organisational Behaviour; Steven Mcshane Glinow; 2009

Developed by Abraham Maslow in

1940s
Hierarchy of five basic categories
(from lowest to highest):

Physiological. The need for food, air, water, shelter,

and the like.
Safety. The need for a secure and stable environment
and the absence of pain, threat, or illness.
Belongingness/love. The need for love, affection, and
interaction with other people.
Esteem. The need for self-esteem through personal
achievement as well as social esteem through
recognition and respect from others.
Self-actualization. The need for self-fulfillment,
realization of ones potential.

Maslow developed the theory from

only his professional observations,
and he was later surprised that it
was so widely accepted before
anyone tested it!!

Source:https://upload.wikimedia.org/wikipedia/commons/thumb/3/33/Maslo
wsHierarchyOfNeeds.svg/2000pxMaslowsHierarchyOfNeeds.svg.png

Abraham Harold Maslow April 1, 1908 June 8,

1970) was a psychology professor at Brandeis
University, Brooklyn College, New School for
Social Research and Columbia University.
Source:
https://en.wikipedia.org/wiki/Abraham_Maslow

Progression
- Satisfaction

Regression
- Frustration

Source: https://www.mindtools.com/media/Diagrams/Alderfer.jpg

Hierarchy Model: Failed to explain the dynamics of employee needs.

Explanation: People dont fit into a single needs hierarchy
7

AFFILIATION
VALUE :
Interaksi sosial & hubungan kerja
dalam tim (bisa berkoordinasi)
Termotivasi saat bekerja
bersama-sama
Contoh:
Hindari konflik kelompok
Memberi tugas projek kelompok
dengan orang yg mereka sukai
untuk bekerjasama
engage pd level personal
Source:
https://managementpocketbooks.files.wordpress.com/
2012/11/david-mcclellands-motivational-needs.jpg

memberi pujian
makan siang besama
menunjukkan perhatian dan peduli

ACHIEVEMENT
VALUE :
recognition & fulfilling goal-directed
termotivasi pd tanggung jawab personal
dlm menyelesaikan pekerjaan
suka detail feedback pd performa
kerjanya
berani mengambil tantangan yg level
moderate

Source:
https://managementpocketbooks.files.wordpress.com/
2012/11/david-mcclellands-motivational-needs.jpg

Contoh:
tentukan goal
menyediakan feedback perform berkala
kesempatan edukasi & growth
beritahu ingin memberikan pekerjaan
untuk dilakukan dgn baik
beri detail feedback ttg performanya &
rekomendasi spesifik
9

POWER
VALUE :
kemampuan
mempengaruhi
&
mengontrol
lingkungan
untuk
mencapai goal
mencari kesempatan leadership &
mengkomunikasikan langsung
berbicara langsung, jelas, konsisten

Source:
https://managementpocketbooks.files.wordpress.com/
2012/11/david-mcclellands-motivational-needs.jpg

Contoh:
memberi jabatan tertentu
memberi tugas kepemimpimpinan
mendengarkan feedback
memberi
kesempatan
untuk
memberikan input tentang isu
operasional
10

nAFF
HIGH:
- Loyal & harmoni
- tidak mentoleransi perbedaan
pendapat (disagreement)

nACH

LOW :
- mempertahankan hubungan sosial

HIGH:
-harus di posisi atas
mendapat credit point
-harus selalu menang
-suka tantangan

nPOW

LOW
-takut gagal
-menghindari tanggung jawab
-uang sebagai insentive

HIGH:
-ingin kontrol semua orang &
segala hal
-memanfaatkan posisi &
sumber daya

LOW
-mandiri
-meminimalkan posisi diri &
sumber daya

&

Source: https://wikispaces.psu.edu/

11

Source: Organisational Behaviour; Steven Mcshane Glinow; 2009

12

Drive to Acquire

Drive to Bond

Drive to Learn

Drive to Defend

Enhancing ones
self-concept
through relative
status and
recognition in
society
Example : Best
Employee Award,
Benefit dalam
tiap grade
distandarkan dan
disosialisasikan

The drive to form

social
relationships and
develop mutual
caring
commitments
with others
Example : a
culture that is
focused on the
employee first.

The drive to
satisfy our
curiosity, to know
and understand
ourselves and the
environment
around us.
Example :
Training, paket
struktur
organisasi, role,
KPI, dan job
description di
masing-masing
departemen dan
ditanda tangani
PIC

The drive to
protect ourselves
physically and
socially
Example :
Mengikuti salary
survey untuk
benchmark
dengan industry
serupa

13

Work efforts are directed

towards behaviour that
people believe will lead to
desired outcomes

E-to-P
(Effort
to
performance) expectancy
P-to-O (Performance to
outcome) expectancy
Outcome valences

Source: Organisational Behaviour; Steven Mcshane Glinow; 2009

14

Source: Organisational Behaviour; Steven Mcshane Glinow; 200915

FOUNDATION OF EMPLOYEE MOTIVATION

16

Go for 1 zillion rupiah!

17

Mengubah fokus bisnis dari produsen generic etikal

menjadi consumer healthcare
2. Membangun kesadaran karyawan untuk berubah menuju
model bisnis baru
3. Me-rebranding portfolio produk lama dan meluncurkan
produk baru di segmen consumer health
4. Mengefisienkan
proses bisnis dan memperkuat
kompetensi pada fungsi inti
5. Menjalin kerja sama dengan pihak ketiga untuk
penciptaan peluang pertumbuhan baru
6. Mendorong perusahaan agar selalu tumbuh 2%-3% di
atas rata-rata pertumbuhan industri & total penjualan 1
triliun rupiah di tahun 2015
1.

Sumber : Majalah SWA edisi XXXI Juni 2015

18

ORGANIZATION DEVELOPMENT
Organization Design
Management System
Change Management

RECRUITMENT &
CAREER
MANAGEMENT
Selection
Recruitment / Sourcing
RTC
Promotion, demotion,
rotation
Career Path / ICP

PEOPLE DEV.
MANAGEMENT

PERFORMANCE &
TALENT MANAGEMENT

IDP
TNA / DNA
Development Matrix
People Development
Approach
After Program Action Plan
/ Participant Evaluation

IPP
Performance Review
Talent Mapping / HAV

TERMINATION
MANAGEMENT
Termination
Pension

INDUSTRIAL RELATIONS MANAGEMENT

Industrial Relations
Employee Relations

CULTURE & KNOWLEDGE MANAGEMENT

Culture Development (Core Values, Service, Improvement)

Knowledge Management

REWARD MANAGEMENT

Salary , Bonus, & Benefit

OPERATION & SERVICE

Personnel & Benefit Administration

HRMS
General Services

ICP = Individual Career Plan

IDP = Individual development Plan

RTC = Replacement Table Chart (Succession Planning)

IPP = Individual Performance Plan

HRMS = Human Resources Management System

TNA = Training Need Analysis
DNA = Development Need Analysis

Source: Internal Report Combiphar, 2014

19

Comprehensive Performance Evaluation balance

scorecard & 360 degrees feedback
Best employee award
Salary Survey with same industry
Job grading socialization
Socialization and standardize grade benefit
Competency Based Human Capital
OD Pack : Organizational Structure, role, KPI, and job
description for each department and signed
Talent Management & Career Path
People development approach for employee learning &
development

Source: Internal Report Combiphar, 2014

20

Turnover rate 30%, biggest proportion: 1A, B, C

(detailer / sales)

The cause :
70% detailer performance below standard
30% feel didnt fit with job description and high
expectancy from the company

Source: Internal Report Combiphar, 2014

21

Total entries

Employee Status
Div.on

(N=1,527)

Duplicates
removed
(N=1,291)

Total
complete
analyzable
(n=1,282)

Probation

Permanent Contract Unidentified

Total

BD
CCH

0
2

15
36

1
2

0
0

16
40

Corporate (Corp CMB, Corp

Com, IA, OSM, Legal, MI)

18

22

Factory
Fico
HC
IT
Pharma
Trade
Unidentified
Total

6
0
0
0
62
17
0
89

263
41
32
16
428
177
0
1026

136
0
8
0
12
3
0
164

0
0
0
0
0
0
3
3

405
41
40
16
502
197
3
1282

N = 1115

Excluded from
Analysis

Source: Internal Report Combiphar, 2014

22

HRM Practice
Areas

PHARMA

TOTAL
COMPANY

Base
Job
Companys
Image
Management and
System
Employee
Relations
Communication

491
3.21

1115
3.21

2.92

2.98

2.96

2.96

2.91

2.91

2.86

2.88

Work Environment

2.87

2.86

Employee
Development

2.79

2.79

Income

2.49

2.47

Welfare

2.44

2.43

Source: Internal Report Combiphar, 2014

23

Want to Stay;
Will Continue to
Stay
Employees with the
greatest psychological
attachment to a
organisation and those
who are the least likely
to defect in the near
future.

Dont Want to Stay;

Will Continue to
Stay
Employees are not
committed to the
company, but intend to
stay. Not expected to
produce high quality
work or real devotion to
their duty.

Positive Impressions;
But May Not Stay

(62%)
Truly Loyal

(8%)
Accessible

(16%)
Neutral
Trapped
(7%)

High Risk
(7%)

Committed to the
organisation, but do not
have strong intentions to
stay.

Dont Want to Stay;

Probably Wont
Neither committed nor
intend to stay. Could
well be actively
searching for new jobs.

Employee Engagement Segment (Permanent + Probation)

Source: Internal Report Combiphar, 2014

24

(62%)
Truly Loyal

(8%)
Accessible

(62%)
Truly Loyal

(16%)
Neutral
Trapped
(7%)

High Risk
(7%)

PHARMA
No differences in % if run by permanent only

(9%)
Accessible

(17%)

Neutral

Trapped

(6%)

High Risk

(6%)

Total Company
Source: Internal Report Combiphar, 2014

25

FOUNDATION OF EMPLOYEE MOTIVATION

26

E to P lack of training and employee

development made the employee lack of
confident within the product they offer to
customer. High effort but the performance not
reach standard.

P to O Employee high expectancy on the

outcome because of the high effort, but the
employee performance nothing close to
standard so the outcome didnt reach what
employee expect.
27

To improve employee engagement, there are a

number of measures that can be considered:
1. Improvements and maintenance in key touch-points
(high impact)
First priority: Welfare, Income
Second priority: Employee Development

2.

Employees need to be treated appropriately:

Lunch, Transport and Dental allowance
Attractive annual income, Balance between income and

responsibility.
Assessment and promotion system
28

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