Motivation vs. Demotivation of Employees Work: An Empirical

Study Post Organizational Changes

Fatimah Malini Lubis

, Moch. Asmawi

and Billy Tunas

Post Graduated Students, Universitas Negeri Jakarta, Jakarta -Indonesia

Keywords: Motivation, Demotivation, Organization Changes

Abstract: President election is an activity which is held by all democratic countries. The post president election of

2014, Indonesia faces the era of changes in the aspect of economy, social, politics and government

bureaucracy. Jakarta as the capital government holds the important role to support the government program

and become a success factor indicator of the government. To support this, it is needed the government

employee which has motivation and able to anticipate all organization changes such as performance

demotivation as an impact of organization changes. This research used qualitative case study approach by

snowball and purposive sampling with the informant number of 300 State Civilian Apparatus (SCA).

Novelty of this research is finding out the factors that increase the performance motivation through career

opportunities and organizational development, increased income, new challenges, solid teamwork and a

positive work atmosphere. And the cause of performance demotivation post organizational changes in the

government organization environment including: organizational change factors, work environment,

workload, placement, rotation and diversity.

1 INTRODUCTION

Indonesia is a country that adheres to democratic

system which means the election comes from and

for the people. The president election process

becomes a routine agenda which is participated by

all Indonesian who has required for the public

election. The result of president election in 2014

gives an impact in the aspect of economy, social,

politics and government bureaucracy management.

This is a new thing for government organization to

do the change which is based on the president’s

visions and missions. Jakarta as the capital

government becomes the area which holds important

role of the government success in this ongoing

government. Government changes which include a

policy and the change of working plan become a

characteristic in each era which has the organization

changes. State Civilian Apparatus (SCA) as an

execution subject of the changes becomes the main

character in performing and accepting the raised

changes. One of the raised changes impact of

organization changes is an increase in performance

motivation and demotivation of SCA employee in

respond to the changes where the SCA works. This

research aims to investigate the factors which is

affected the performance motivation and

demotivation of SCA performance that works in

Jakarta in respond to organizational changes.

Organizational changes are certain activity that is

done by the organization in respond to the

organization challenges either in the side of

organization performance increase or keep the

company sustainability.

Many studies have been done by the researcher

about the motivation such as: Barney and Steven

Elias (2010) found that with extrinsic motivation

there exists a significant interaction between job

stress, flex time, and country of residence.

Panagiotakopoulos (2013) concluded that factors

affecting staff motivation at a period where the

financial rewards are kept to the least leads to

stimulate employee performance. So, management

personnel’s responsibility to motivate their

employees to work as per the expectation to enhance

the organization’s performance. The employee

characteristics which are motivated are the high-

spirited, high performance discipline and enthusiasm

employee in facing the changes. While the

616

Lubis, F., Asmawi, M. and Tunas, B.

Motivation vs. Demotivation of Employees Work: An Empirical Study Post Organizational Changes.

DOI: 10.5220/0009509606160622

In Proceedings of the 1st Unimed International Conference on Economics Education and Social Science (UNICEES 2018), pages 616-622

ISBN: 978-989-758-432-9

characteristic of employee with demotivation is

always rejecting every change, lacking spirit in

performance, often absent and ignoring task that

been given to them.

2 THEORICAL FRAMEWORK

Bangun (2012 said motivation comes from the word

motive (motive), which means encouragement or

being because someone does an action / activity that

takes place consciously. Leaders know that at the

heart of every productive and successful business

lies a thriving organizational culture and

hardworking people collaborate passionately to

produce great results (Gignac and Palmer, 2011).

Robbins in Sentot Imam Wahyono (2010) argues

that motivation is the willingness to issue a high

level of effort for organizational goals that is

conditioned by the ability of that effort to meet some

individual needs. This means that someone needs to

strive with maximum effort in achieving its goals

that will contribute to the organization.

Chandra Sekhar et.al (2013) said motivation to

work as a support person to provide work to the

organization to be able to improve individual and

organizational performance even in a better way

than they usually do. Vuori and Okkonen (2012)

stated that motivation can be useful for providing

knowledge through an intra-organizational social

media platform to help the organization to achieve

its goals.

Research conducted by DeCenzo & Robin

(2010) states two types of awards, both financial and

non-financial rewards for job satisfaction and

employee motivation.

According to Hasibuan (2003), it was stated that

position rotation is a change in the place or position

of an employee but still in the same rank within the

organization, terms that are the same as rotating

positions are moving, assignment and transfers.

As per Yamamoto (2013) employees assume that

they will get awards for well-done work and

guarantees of the work and will have an automatic

impact on performance. Similarly, Zhang and Wu

(2004) provide the fact that with work problems,

employees will trust themselves with the future of

their work will also provide the best business

according to the goals of the organization.

Therefore, it can reduce job satisfaction given

motivation that contributes to employees to ensure

their performance and the achievement of

organizational goals and maximize company profits.

According to Candi et al. (2013), a recognition of

innovation through staging experience. Mahazril et

al. (2012) concluded that several ways to motivated

employee are rewards, recognition and

communication. Increasing levels of productivity

and job performance can be shown in the first

performance or progressively to strengthen

employee behavior through recognition.

In (2012), Jung and Kim stated job satisfaction

and an employee organizational commitment

increase due to good work environment and good

work conditions. Thus, employees will work

optimally to get good employee work performance.

Similarly, Cheng et al. (2013) found that there were

evidences associations between psychosocial work

conditions and health in moderating effects of age.

At present the need for working conditions and

physical environment is very important for

employees. With poor working conditions will have

a negative impact on performance, because it will

result in a decrease in mental and physical health of

employees. For this reason, employees need good

working conditions.

A study by Garc ́ıa et al. (2012) identified that

organizational justice and job satisfaction

perceptions influenced of promotion systems affect.

Likewise, Koch and Nafziger (2012) promotion is

something that is desired by most employees to

compensate them for providing harder work.

Promotion within a regular time period will provide

an optimistic approach behind and employees are

given promotions as psychological requirements in

an organization

The work of Hunter et al. (2012) defines that

achievement is form of organizational performance

which unique and special. As per Satyawadi and

Ghosh (2012), employees who are more motivated

are caused by good achievement and mature self-

control. Understood together that an employee who

is motivated to pursue achievement, looking for

goals that are realistic but challenging and continue

to make improvements in the work. There is hope

that feedback from company leaders will be given

and the need for a sense of achievement.

In (2011), Parvin and Kabir conduct studies and

tests on factors that influence job satisfaction in

pharmaceutical companies and provide an overview

of satisfaction through the views of employees on

their work and view job satisfaction that is different

from their motivations, although clearly related.

Wickramasinghe (2009) conducted an investigation

that gender and working period are important factors

in measuring employee job satisfaction. It can be

said that one's job satisfaction is determined by the

results expected to exceed the target or expectation.

For example, a good work environment and

supportive working conditions can improve

employee job satisfaction, therefore employees will

make the best contribution in improving their

Motivation vs. Demotivation of Employees Work: An Empirical Study Post Organizational Changes

617

performance. Williams et al. (2003) said that job

satisfaction brings a good working relationship

between employees and leaders, maintaining good

rest periods, maximizing existing resources and

providing flexibility for employees within the

organization. Job satisfaction leads to someone who

enjoys doing his job and is rewarded for his

achievements. This is the main basis for recognition,

promotion, income and other achievements in order

to meet the expected goals and objectives. (Kaliski,

2007).

As summarized by Park (2010), monetary

incentive as a trigger for greater action and high

enthusiasm and enthusiasm for the work of

employees, this will be an aid in recognizing

employee performance. Likewise, Beretti et al.

(2013) reviewing monetary incentives used in order

to build a positive work environment and maintain

work morale, this is consistent with employees who

will encourage employees to produce better

performance. Therefore, monetary incentives can

motivate employees and increase employee

commitment to produce company performance,

psychologically able to provide satisfaction to

someone and become job satisfaction in the form of

behavior or views of employees towards work in the

organization.

3 RESEARCH METHOD

This research is a qualitative case study research

approach, which conducted learn a real case context

phenomenon in the capital city of Jakarta that occur

post organization change. The method and procedure

employed in this study is case study research design

by Yin (2012), with the following stages:

(1) Research questions; before making a series of

questions, the researcher began by conducting a

literature review by reading journals related to

performance motivation, demotivation, leadership

and organizational change both the civil service and

employees in the private sector. The researcher did

this because he wanted to know the previous similar

research methods and their relation to the research

being carried out so that it would be easier for

researchers to bring up research questions and show

when there was a development of new knowledge.

As stated by Neuman, a good review showed a

relevance to the existing body of knowledge and at

the same time can create coherence and summarize

"what is known in an area". Literature reviews

obtained from relevant journal studies make it easier

for researchers to group and synthesize different

research results. The results showed what has been

done and what has not been done. The results of the

review helped the researchers to tell something that

has been found, so that researchers benefit from

what others have done. By completing the two

stages of the process, the researcher had defined and

carried out the research design. The results of the

literature review, documentation, observation, and

initial interviews were used by researchers to make

interview guidelines. This interview guide was used

by researchers when interviewing informants.

(2) Research theorem or theoretical framework

(proportion of studies); Researchers study, collect,

and analyze the data related to government

employees and how the employee motivation and

causes of employee demotivation is. Researchers

also study the legal basis of government employees

(3) Unit identification analysis; the next stage,

the researcher made preliminary observations with

government officials. To add some accurate

information and more than one source, researchers

also conducted observations in the government

office and talked with informants. In addition of a

party and the affected by organizational changes was

observed, researchers also observed the real

situation. This is done to get the results of

observations, their experiences and opinions on

organizational changes that occur. The results of

information and discussions with various internal

parties become the data, hence will be a multi-source

document for researchers. To get direction and

sharpness on these problems, researchers conducted

discussions with human resource practitioners who

had conducted research with case studies, promoters

and co-promoters to get insight into the research and

agreement on employee motivation problems of post

organization changes to be used as research material.

(4) The logical relations of data with theorem or

theoretical (logical relation); The researcher made a

research proposition and set out the analysis units

from the start which had been chosen by the

researcher as a case study. Then, the researcher also

assembled the logic by the research question,

proposition, and analysis units. Propositions were

necessary to identify the relevant information related

to the problems of employee’s performance

motivation of post organization changes. If the

researcher did not make a proposition, the researcher

would be easily tempted to collect everything that

was not needed. At this stage, the researcher made

the questions point to the case of demotivation of

employees beginning with giving an overview

related to employee motivation prior and post

organization changes in order to provide answers to

UNICEES 2018 - Unimed International Conference on Economics Education and Social Science

618

what causes demotivation of employees, how

committed they are within organization and how to

foster their performance motivation of post

organization changes.

(5) Criteria to interpret the findings; the

researcher conducted the data collection and

analysis. In this activity, researchers prepare time,

mentally and practice skills to foster good relations

with related parties and improve the ability to obtain

information through the interview process. This

interview process requires skills to listen, ask

questions, read the body language of the informants

and conclude the results of interviews. Because the

research profession was not in the world of human

resource, then the researcher invited the other

researchers with management backgrounds

knowledge and had carried out the interview process

to participate in the interview process. This is done

to provide input during interviews and provide

scientific opinions related to the interview process

that has been conducted. After completing the

interview process, the researcher also discussed with

other researchers' friends to make sure the results of

the interview could be used as a reference in making

interview transcripts. Other preparations are a set of

interview guides and media to make it easier for

researchers to conduct interviews such as recorders,

cameras, mobile phones, pens, memos, and other

supporting tools. During conducting research, in

addition to the informant's expressions summarized

from the body language of the informant also the

complements of the analyzed information. In this

process, researchers observed things visually so that

the research was better to understand the full context

of the information conveyed by informants. The task

of the researcher is to collect data and present it in

written form that can provide life and in-depth

information on the research.

This research was conducted with 300

informants who worked in central government

employees in DKI Jakarta who experienced

organizational changes. The data collection

techniques used observation, interviews,

documentation and audio material. In the process of

data analysis techniques, the researchers used the

Miles & Huberman approach, namely the procedure

of analyzing qualitative data with data reduction,

data presentation and conclusion / verification. The

validity check of the data utilizing Moleong's

opinion with four criteria for data validity checks,

namely credibility, transferability, dependability,

and conformability. The research process carried out

by the researchers can be described in figure 1 as

follows:

Figure 1: Frame of Research Methodology

4 RESEARCH FINDING AND

DISCUSSION

Based on the observation results, interviews and

literature studies that have been conducted, it was

found that there was a performance demotivation of

government employees of post organization

changes. This is indicated by the decrease of work

discipline and work ethic which has significant

changes. This work motivation can be seen from two

sides, namely from internal organization and

external organization. Sahar F. Abu-Jaraour

examines the demotivation of someone in the life of

an organization which states that demotivation can

be caused by inside and outside factors of the

organization; the factors cover the financial aspects

obtained by employees, besides that slow

development also causes demotivation; external

factors include the achievement of work life and

social life; thus, the lower achievement will trigger

demotivation (Sahar, 2014).

a. Internal Factors

Internal factor is a factor which comes from the

inside of the organization as dimensions that arise in

post organization changes. This factor includes:

organizational change, work environment, workload,

placement and diversity.

Changes made post organizational changes are

things that must be accepted by government

Motivation vs. Demotivation of Employees Work: An Empirical Study Post Organizational Changes

619

employees. This change should be done in good

manner to achieve the goals of the change itself. The

success of organizational change depends on the

actors of change, namely human resources. If

changes are made without seeing the situation of the

human resources, then these changes will not work

properly.

Working environment is a factor that create

demotivation of employee’s performance in post

organization changes. In this case, the working

environment will experience some significant

changes because by these changes, it will change the

existing work environment. Changes in the work

environment include physical work environments

such as working facilities, work tools while non-

physical work environments such as relationships

between superiors and subordinates.

Workload is a causal factor for employee’s

demotivation. In the post organization changes, the

workload is still not in a normal state as proper as

the position. Thus, the workload will tend to

demotivate employees because the employees must

experience an increase in workload.

Placement is one of the factors that cause

demotivation of employees. Most employees feel

that the placement of employees does not match the

passion and background of Education. This becomes

a challenge for the organization in placing

employees in the right place. In this case, the term

man in the right place is very appropriate for the

organization in placing its employees according to

the needs of the organization.

Indonesia as a country that has high diversity is

certain that the employees in each organization will

have diversity such as religion, race, ethnicity and

culture. Diversity can be demotivating when

organizations do not instill a culture of tolerance and

respect the diversity that exists. So, when the

organization does not find diversity management

that can be applied in the government, this diversity

will have an impact on the demotivation of

employees.

b. External Factors

External factors are factors that come from outside

of the organization, namely factors from individual

employees themselves. These individual factors

come from the personality and daily environment of

the employee. Although the admission process has

been carried out through several existing standards,

the personality of the employee can still be affected

by the environment around the employee. So that

over time organizational changes will have an

impact on the employee itself.

To confirm the results of this study, especially on

the dimensions that affect the demotivation of

government employees, the researchers take

measurements using a table which is specifically

results on these indicators. The following are the

results of measurements using 11 (eleven)

dimensions of motivation according to Chandra et.al

(2013). Each informant responds positively or

negatively to their attitude towards these dimensions

with the following results in table 1 below:

Table 1: FML Motivation Measurement

Indicator

Response

Count

(Employ

ee)

Percentag

Monetary

Incentives

25%

226

75%

Training

25%

224

75%

Job

Security

30%

210

70%

Recogniti

120

40%

180

60%

Appreciati

23%

232

77%

Job

Transfer

30%

210

70%

Working

Condition

29%

214

71%

Job

Satisfactio

30%

211

70%

Achievem

ent

162

54%

138

46%

Promotion

16%

253

84%

Social

Opportuni

ties

26%

223

74%

Motivatio

159

53%

141

47%

Monetary incentives are indicators that show the

importance of financial incentives for employees to

support motivation. There were 75% (224 people) of

the total informants said that they felt that financial

incentive factors were a supporting factor in

increasing motivation after organizational change.

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620

As stated by Wiley (1997) which is concluded that

good pay is an important motivator regardless of

age. This shows that a good salary will be a good

motivator for all working ages.

Training is the second indicator that has affected

the motivation. From the informant's response, there

were about 75% of the total 300 informants who

stated that training was a support for motivation

after organizational change while 25% said training

caused a decrease in work motivation.

Job Security is an indicator that supports

motivation. There are 70% of the 300 informants

who convey job security which increases

performance motivation and 30% states that the

indicator is a cause of decreased work motivation.

Recognition is one of the factors which

supporting motivation in post organization changes.

There are 60% of 300 informants stating that the

recognition has an impact on work motivation after

organizational change. While 40% said that

recognition did not make a positive contribution to

motivation.

Appreciation is something that has an impact on

motivation. 77% of the informants said they were

motivated because of the appreciation given after

organizational change. While 23% of informants

said appreciation was a factor that caused a decrease

in work motivation.

Job transfer is an indicator that shows 70% of

300 informants who convey job transfers are things

that make work motivation increase while 30% of

informants state that job transfer is a factor that

causes a decrease in work motivation.

Working conditions are factors that greatly

influence employee motivation. There were 71% of

300 informants stating that working conditions were

factors that were able to increase employee

motivation, while 29% of informants stated that

working conditions had an effect on decreasing work

motivation.

Job Satisfaction from informants shows that 70%

of informants are satisfied with their work. Even

though, the work done is in the form of routines that

are carried out every day with minimal variations in

work. While 30% of informants stated that job

satisfaction does not have a positive impact on

motivation.

Achievement is an indicator that shows the

response of informants by 46% giving an increase in

employee motivation, but there are 54% who say

achievement is not a positive factor in work

motivation.

Promotion is an indicator that has a big influence

on work motivation. Based on the informant's

response, 84% of informants stated that promotion

provided an increase in work motivation, but 26% of

informants stated that they did not have a positive

influence on work motivation.

Social Opportunities are the biggest factor of

several indicators mentioned above. There were 74%

of informants giving a positive response to the social

opportunities indicators, while 26% said this

indicator did not have a positive impact on

increasing motivation.

This research is a follow-up research from a

previous research which produced dimension of

motivation and implement to SCA post

organizational changes.

5 CONCLUSION

Based on the results of the research and literature

review it can be concluded that: first, factors that can

increase employee motivation in post organization

changes are career opportunities and organizational

development, increased income, new challenges,

solid teamwork and a positive work atmosphere.

These factors are able to provide new enthusiasm of

the employees in accepting and implementing

organizational changes. Second, based on the results

of the research that has been conducted, there are

several factors that make employees demotivated,

including: organizational change factors, work

environment, workload, placement, rotation and

diversity.

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