BUSINESS APPLICATION

CAREER MOTIVATION
Prepared by : Edi Supardi
Gedung Melati, Polteknik Pos Indonesia, Bandung
8 June 2018

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 Logistics VS SCM

Logistics

IT/MI
MP
Financial Mgt
Keilmuan dan Pendidikan Logistik-Prof. Senator 2012
 Scoupe of Logistics
Government Policy & Regulation
Information Infrastructure & Network
E
Supplier Distributive &
M Network
Integrated Service
N
Macro Level A System D

T
Distri
Network C
E Proc O
R Bution N
S
I Project & U
A Prod. System M
L E
S R
S

Transportation Infrastructure & Network

Logistics Service Provider

Material Flow
Micro Level

Project &
Suppliers Procurement
Prod. System
Distributions Customers

Information Flow
Motivation
• Main reason for people go to work is money

• Money may be relatively unimportant to the employee

• Individual sense of satisfaction consist of :
1. Visual
2. Auditory
3. Kinesasthetic

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Motivating People
• Visual : Start with money , bonus or pay a rise or higher positions
with nice and glamour environtment. Mostly materialistics, as what
they see gives them satisfaction. Like to work at nice sorroundings
area. Eg sales agent, broker etc
• Auditory : like to be given the opportunity to prove themselves in
tough environtments, and to accordingly deliver a successful project
that may come in under budget. Told them they were doing well to
motivate, revese demotivate. Just tell the good thisng about
themselves.
• Kinaesthetic : like to touch and feel of things. Just show them. Eg
Cheff, engineer, etc

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Maslow Hierarchy of Needs

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Career Motivations
• Two form motivation : Intrinsic and extrinsic.
• The concept of motivation may be centred on ensuring maximum
pleasure but minimal discomfort, which may relate to any number of
areas, such as work, hobbies, eating or resting. However, motivation
may also be directly linked with other less positive attributes, such as
altruism, avoiding mortality, morality or selfishness..
• Company Locations : motivate or demotivate persons depending of
individual need

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Managing Personalities
• Question “How do you like to be managed ?”, the answer will lead us
to preferable leading method
• Micro management is the other extreme of supervision: this method
involves managing the team right down to their every move and
process.
• Micro managers will want to know the daily activity of everyone, and
only the manager will have the clear authorisation to sign off invoices,
holiday requests, and other administrative requirements. Some
managers are too controlling, and appear to have issues in delegating
work to other people; however, delegation is the art of management.

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Career Motivation
• In order to manage a person, you must first get to know them: this
must be on a professional level only, as a good manager will always
keep a certain level of distance between themselves and their staff so
as to ensure their managerial presence is always felt. Once you know
the person, you are then in a position to analyse their personality
traits, which can be achieved through asking various questions: Are
they visual or auditory? Will the person respond better to a pat on
the back and a ‘well done’—either in private or in public—or would
they like to see an added bonus on their monthly payslip? Paying
people overtime and discretionary bonuses is not always possible,
and so such payments must only be in-line with their contracts of
employment.

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Career Motivation
• In summary, the key to supervising people is the ability to recognise
their needs and to understand why they go to work and what makes
them tick. Once you understand this, you will be able to direct your
staff in a way that will hopefully lead to them being a successful
employee with a successful manager.

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Recruitment and Selection
• Before we look at recruitment and selection, we must first
understand how we get to this stage. Prior to selection or search
taking place, the company must first establish a need, which could be
due to business expansion or through natural ‘churn’ (the
terminology applied to the natural turnover of people within a
company). Once the need has been identified, the process of
‘scoping’ the role needs to be established, which will involve mapping
the duties, experience and skills of the person needed. There must be
a job description that clearly defines the job, its role in the
organisation responsibilities and performance outcomes.

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Recruitment and Selection
• Before we look at recruitment and selection, we must first
understand how we get to this stage. Prior to selection or search
taking place, the company must first establish a need, which could be
due to business expansion or through natural ‘churn’ (the
terminology applied to the natural turnover of people within a
company). Once the need has been identified, the process of
‘scoping’ the role needs to be established, which will involve mapping
the duties, experience and skills of the person needed. There must be
a job description that clearly defines the job, its role in the
organisation responsibilities and performance outcomes.

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Recruitment and Selection
• Rectuitment process type :
1. Internal : from the right person within the biz
2. External : via advertisement or contract the recruitment via third-party
company
• One receive the next stage is : Probationary period, review and
decided to be permanent employee or to be termmintad.

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The Disciplinary Process

• Unofficial discussion
• Formal verbal warning
• Formal written warning
• Formal final written warning
• Dismissal.

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The Disciplinary Process

• Unofficial Discussion: This is exactly what the title depicts—an

unofficial discussion between the employee and Line Manager to
establish the reasons for poor performance. An unofficial discussion
will not be formal but may be placed on the employee’s file.

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The Disciplinary Process

• Formal Verbal Warning: The verbal warning is the initial stage within
the disciplinary process, and is the first point of official action that will
be issued to the employee and followed up with tangible
confirmation.

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The Disciplinary Process

• Formal Written Waning: This is the next stage in the disciplinary

process, and will list formal action being taken in a tangible letter to
the employee. This will list the reasons as for why the warning has
been issued, and how long this will be ‘live’ on the employee’s record.
It will also list the fact that, should any further disciplinary action be
taken during a set time (usually 12 months), a final written warning
will be issued.

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The Disciplinary Process

• Final Written Warning: This is the last stage in the disciplinary

process, and will replicate the content of a written warning with the
exception that it will clearly warn the employee that further issues
will result in the dismissal of the employee from the business

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The Disciplinary Process

• Dismissal: This can be a very delicate process, but only if the

disciplinary process has not been carried out correctly. Should the
above listed stages be maintained and managed properly, the process
of dismissing someone from a business should then be simple, swift
and relatively easy. However, should the disciplinary process have
been managed incorrectly and any aspect of the process flawed, the
employee could then exploit this and take the business to an
employment tribunal.

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 Case Study :
Design an ideal working environment that would
motivate all of the following people: Visual
Auditory Kinaesthetic

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 Case Study :
Analyse the personalities within your
department. Research further the three
personality traits listed above, establish the
personality model for each person, and consider
how you would motivate them.

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 Case Study :
How would you use an appraisal to manage the
poor performance of an employee within your
section?

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Finished 