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Perilaku Organisasi
Fakultas Ekonomi
Universitas Padjadjaran
Bandung 2004

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ë einforcement theory
ë Expectancy theory
ë Equity theory
ë Modifikasi perilaku

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mheories that describe and analyze the process by which
behavior is energized, directed, sustained, and stopped

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Process by which relatively enduring change in behavior
occurs as a result of practice

Source : Gibson ]
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álbert Banduraƞs view that behavior is a function of
continuous interaction between cognitive (person), behavior,
and environmental determinants

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Belief that one can perform adequately in a situation. Has
three dimensions, magnitude, strength, and generality

Source : Gibson ½
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Symbolic verbal/mental án individual controls his or her own
representations of reality behavior to the extent that he or she relies
help guide a personƞs on cognitive supports and manages
behavior important cues received from environment
and consequences


 


 Important and needed behaviors are  

acquired by observing and imitating
others in a specific setting

Source : Gibson p

  
áction that increase the likelihood of a particular behavior

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Negative reinforcement strengthens a response because the
response removes some painful or unpleasant stimulus or
enables the organism to avoid it

 
Undesirable consequence that result in the suppression
(decrease in frequency) of the behavior that brought it about

Source : Gibson £

 
Ơmhe strength of a tendency to act in a certain way depends
on the strength of an expectation that the act will be
followed by a given outcome and on the attractiveness of
that outcome to the individualơ

Source : Stephen P. obbins Ñ


 
 
   

 
  
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mhe probability perceived by the individual that exerting a
given amount of effort will lead to performance

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mhe degree to which the individual believes that performing at a
particular level will lead to the attainment of a desired outcome

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mhe degree to which organizational reward satisfy an individualƞs
personal goals or need and the attractiveness of those potential
rewards for individual
V
Source : Stephen P. obbins
 
  

 
mheory in which employee is faced with a set of first level
outcomes and selects an outcome based on how choice is
related to second level outcomes.
outcomes. mhe individualƞs
preferences are based on strength (valence) of desire to
achieve second level state and perception of relationship
between first and second level outcomes

Source : Gibson D
  
ƠIndividuals compare their job inputs and outcomes
with those of others and then respond so as to
eliminate any inequitiesơ

Source : Stephen P. obbins


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Source : Gibson ||
  

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|. Changing inputs
2. Changing outcomes
3. Changing the reference person
4. Changing the inputs or outcomes of the reference person
5. Changing the situation

Source : Gibson

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mhe process of establishing goals
goals.. In many cases, it involves
superior and subordinate working together to set subordinateƞs
goals for specified period of time

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Specific target that an individual is trying to achieve, the target
(object) of an action

Source : Gibson
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