Category: Motivasi












…Further explanation refers to the source below…



Source: Continuous Personal Improvement by M. L. Emiliani from Emeraldinsight Database






























…Further explanation refers to the source below…


Source: Using the Baldrige Criteria for Personal Quality Improvement by Robert J. Vokurka from Emeraldinsight Database

          Bartol and Martin (1998) have classified the major theories in motivation into three categories: needs theory, cognitive theory, and reinforcement theory. The most popular needs theory is owing to Abraham Maslow (Maslow, 1970) and it is known as Maslow’s motivation theory of hierarchical needs. The hierarchy includes five basic levels of needs, which should be satisfied consecutively. Alderfer (1972) proposed an alternative to Maslow’s theory known as ERG theory. He consolidated five levels of Maslow’s hierarchy into three levels: existence (E), relatedness (R), and growth (G). Existence needs include physiological factors such as food, shelter, clothes, good pay, fringe benefits, good working conditions, etc. Relatedness needs address our relationship with others such as families, friends, work groups, etc.


          Growth needs are associated with Maslow’s last two levels, i.e. self-esteem and self-actualization. Herzberg et al. (1959) developed the 2-factor (motivators and hygiene factors) theory in employee motivation. Herzberg (1968) argued that eliminating the cause of dissatisfaction (through hygiene factors) would not result in a state of satisfaction. Satisfaction (or motivation) would occur only as a result of the use of motivators. On the other hand, McClelland (1985) studied three types of needs: achievement, affiliation, and power. One of the best known cognitive theories, known as expectancy theory originally proposed by Victor H. Vroom argues that the 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 individual (Robbins, 1993).


          Equity theory recognizes that individuals are concerned not only with the absolute amount of rewards they receive for their efforts, but also with the relationship of this amount to what others receive. Based on one’s inputs, such as effort, experience, education, and competence, one can compare outcomes such as pay, recognition and other factors. When people perceive an imbalance in their outcome-input ratio relative to others, tension is created. Equity theory rests upon three main assumptions (Carrell and Dittrich, 1978). First, the theory holds that people develop beliefs about whatconstitutes a fair and equitable return for their contributions of their jobs. Second, the theory assumes that people tend to compare what they perceive to be the exchange they have with their employers.


          The other assumption is that when people believe that their own treatment is not equitable relative to the exchange they perceive others to be making, they will be taking actions that they deem appropriate. According to the goal-setting theory, if people are provided with a goal followed by a reward, then they will be motivated. The goals should be specific and measurable, challenging but attainable, relevant to the organization and must be accomplished within a specific period of time. It is usually considered as a powerful motivational tool.


          The reinforcement theories (originally proposed by B.F. Skinner) are actually theantithesis of cognitive theories in the sense that the theories do not relate with human thought process. According, to the reinforcement theory, our behaviour can be explained by consequences in the environment, and therefore, it is not necessary to look for cognitive explanations. Instead, the theory relies heavily on a concept called the law of effect, that  states behaviours having pleasant or positive consequences are more likely to be repeated and behaviours having unpleasant or negative consequences are less likely to be repeated (Bartol and Martin, 1998). The theories mentioned above continue to provide the foundation for a significant amount of organization and managerial development practices. In addition to the above theories, during the last decade, numerous studies have been made on employees’ motivation of which a brief account has been provided below.


…Further explanation refers to the source below…



Source: Employee Motivation: A Malaysian Perspective by Rafikul Islam and Ahmad Zaki Hj. Ismail from Emeraldinsight Database

          The dynamic triangle of motivation (see Figure above) contains the central elements needed to understand motivation in a dynamic way, i.e. needs and values. Because of their function as indicators of potential motivational needs –here represented in the physical, mental and social dimensions – they have to be included in the triangle. All individuals have these needs in some proportion, but their importance to the individual differs from person to person according to which dimension is the most dominant for that particular individual at that specific time. This difference can also be seen between organizations, cultures and so on and it indicates that a dynamic force must be included to describe accurately the motivational process in a specific organization.

          As earlier discussions have shown, the dynamic force can be represented by our values and attitudes, which in the dynamic triangle of motivation are presented in the dimension identity. Identity could be seen as the answer to the question “What is or who is x?” (Waager, 1996) and in this answer is summarized all the values and attitudes which affect the priority of needs. Since identity is not a static or a throbbing structure but continuously changing and developing, it could also be seen as the model’s coefficient of change, According to the identity of the measured object, it will overlap one of the dimensions more than the other and in that way show from which dimension factors that motivate the individual will be taken. Identity is influenced both by external and internal factors. This requires an examination of the concept on at least three different levels – the individual level, the organizational level (organizational culture) and the cultural level (society). When, for example, a survey of the motivational level of an employee is conducted, an examination of such factors as personality is not enough, since organizational culture and society also will determine the prioritization among motivational factors made by employees.

          One of the oldest concepts within research on motivation is hedonism, where the individual tries to maximize pleasure and minimize pain. A condition of hedonism being a tenet in motivational research is nevertheless an acceptance of the individual difference between persons (Manners et al., 1997). At the first level of examination – the individual level –identity is therefore internally influenced by personality. Allport (1961) describes personality as the dynamic organization of psychophysiological systems within individuals that determine their thoughts and behaviour. Personality consists of processes, which exist within the consciousness of the individual, and theories about personality try to explain why attitudes, goals and acts are similar during a longer period of time.

          We behave differently from other individuals, because of our psychological processes and structures differ somewhat from others (Lester, 1995, p. 11). Although values and attitudes are individual, they are also strongly affected by the social and economic past of individuals and their environment. The sums of values form the collective behaviour in the organization (Andersson, 1993, p. 22), which leads to an examination of the second level, the organizational level. Mead’s (1967) description of individual identity here explains the common sharing of values and attitudes. The identity of the individual employee cannot be seen as something that exists only inside the individual, isolated from the social context.

          On the contrary, identity starts and remains within social interplay, which continually forms and is formed mutually by relations with others. It is not possible to get a satisfactory picture of individuals and their needs only by describing their characteristics; they must also be described in their relations with others. Organizational culture could therefore represent identity at the organizational level. The requirement to structure the organization into smaller parts as working teams, departments, units and so on must also be understood at this level. This is caused by the subcultures that typically exist in an organization.

          Many motivational theories appear to ignore the very real constraints under which most organizations operate and which may severely limit the motivational factors that they can provide for employees (Mumford, 1991). To overcome this defective examination of identity, a third level, the cultural level, must be considered. Rules, laws and procedures in our society, that affect the organization and its employees, must be a part of the dynamic whole. Family and other individuals that influence the norms and values of the employee also affect identity at this level. Existing motivational theories could become more relevant through an acceptance of a holistic view of the individual in the organization (Carr and Pihlanto, 1996, p. 34).


…Further explanation refers to the source below…



Source: Measuring motivation in a learning organization by Maria C. Osteraker from Emeraldinsight Database

There are four well-established models of motivation: the rational-economic, the social, the self-actualizing and the complex model. The first three of these can be regarded as content models of motivation. Content theories of motivation try to explain the factors within individuals that motivate them. The complex model introduces some aspects of the process theory of motivation. Each of these is described briefly as a basis for later discussion.


The rational-economic model

This model suggests that people are primarily motivated by economic self-interest, and will act to maximize their own financial and material rewards. People’s motivation can then largely be controlled by offering or withholding financial rewards. Underlying this model are the assumptions that people are passive, inclined to assert less rather than more effort, unwilling to take responsibility and interested in work for what they can get out of it financially.


The social model

This model can be summarized in the following terms:

  • People at work are motivated primarily by social needs, such as the need for friendship and acceptance, and their sense of identity is formed through relationships with other people.
  • As a result of increased mechanization and rationalization, work has lost some of its meaning, and people increasingly seek meaning in social relationships at work.
  • People are more responsive to the pressures of their peer groups at work than to management controls and incentives.
  • People respond when management meets their needs for belonging, acceptance and sense of identity.


The self-actualizing model

Maslow first developed the idea of self-actualization needs. According to Maslow, self-actualization is the need a person has to fulfil his or her capabilities and potential, that is, his or her desire for growth.

The model further indicates that the following motivate people:

(1) Human needs fall into a hierarchy from the most basic physiological needs to needs for self-actualization:

  • Self-actualization – self-development;
  • Ego/esteem – self-esteem, reputation, standing;
  • Social/affiliation – belonging, acceptance, friendship;
  • Safety – protection against danger, threat, deprivation;
  • Physiological – need for food, drink, shelter.

As the basic needs are met, energy is released for the satisfaction of higher needs. Everyone seeks a sense of meaning and accomplishment in their work.

(2) Individuals like to exercise autonomy and independence and develop skills.

(3) People are primarily self-motivated and self-controlled.

(4)There is no inherent conflict between self-actualization and more effective organizational performance. People are happy to integrate their goals with those of the organization. Hertzberg et al. conducted a study of accountants and engineers. They asked respondents what made them feel particularly good (satisfiers) and bad (dissatisfiers) about their jobs. Satisfiers, or motivators, were closely related to self-actualization needs. Motivators include the work itself, recognition, advancement and responsibility. Motivators are intrinsic factors directly related to the job and largely internal to the individual. Dissatisfiers or hygiene factors relate to Maslow’s lower-level needs. These include company policy and administration, superannuation, salary, working conditions and interpersonal relations. Hygienes are extrinsic factors, which the organization largely determines. Improvement in these dissatisfiers would remove dissatisfaction, but would not elicit positive motivation. Positive motivation would only come from accomplishing a meaningful and challenging task. Hertzberg et al.’s study is recognized to have some limitations. In particular, results for professional workers may not be applicable to all groups. In addition, he uses satisfaction and motivation as interchangeable, and there is an embedded assumption that increased satisfaction leads to increased motivation; this is not always the case. Nevertheless the distinction between satisfiers and dissatisfiers is useful, and the recognition that some factors contribute to positive motivation, while others can only minimize dissatisfaction, is important.


The complex model

Schein argues that the problem with each of the preceding models of human behaviour is their claim to universality and generality. Instead, Schein sees human nature as complex, with human needs and motivations varying according to the different circumstances people face, their life experience, expectations and age. People are motivated to work when they believe that they can get what they want from their jobs. This might include the satisfaction of safety needs, the excitement of doing challenging work or the ability to set and achieve goals. Schein emphasizes that those with responsibility for managing people need to be sensitive to people’s differing circumstances and different cultural backgrounds, and that strategies for motivating staff need to accommodate this diversity. Schein also introduces the concept of a psychological contract. This contract is essentially a set of expectations on both sides and a match is important if efforts to improve motivation are likely to be effective. This model suggests a process of enquiry and negotiation, where each side makes its expectations explicit, and some kind of workable agreement is reached. The manager also needs to recognize that people are not fully aware of their expectations or most find it difficult to express them, so the manager needs to be sensitive and open to signs.


…Further explanation refers to the source below…



Source: Motivation of staff in libraries by Jennifer Rowley from Emeraldinsight database


Quality, culture and motivation can be viewed as three points on a triangle. All are difficult to define. It is probably the case that it is not possible to consider them in isolation, since they all are characteristics of the way in which staff experience an organization. One approach which has sought to embed quality within the culture of an organization is total quality management (TQM). Library and information services managers have long recognized the need for customer orientation that is inherent in the TQM philosophy, and some have sought to implement TQM or have been involved with TQM initiatives within organizations that have been involved in TQM. In addition, customer care and other customer-focused programmes have been used in training those library staff who are in direct contact with the public.


TQM can be characterized as follows:

(1)  Quality is customer defined.

Quality is defined in terms of customers’ perceptions or, in a more complex model that is widely debated in the service quality literature, as the gap between expectations and perceptions. Such customer focus requires not only an attention to internal processes, but also an awareness of the external marketplace. Only a match between the requirements of the marketplace and the internal processes and operations will lead to a quality service


(2) Internal and external customers are both important.

The only way to ensure that the organization has a focus on customers which has an equal affect on all departments and teams, including that not in direct contact with the external customer, is to encourage all employees to identify those to whom they provide a service and to view those people as their internal customers. In this way the customer orientation can permeate the organization.


(3) Employee involvement.

Employee involvement follows automatically from the need for all employees to consider their internal customer. Employee involvement means that each individual must take the initiative and not rely on someone else. In order for this to be achieved the organization needs a culture which encourages this behaviour. Everyone must understand that they contribute equally to quality and can only succeed through cooperation and support.


(4)  Error-free processes.

The focus of TQM is on prevention to eliminate waste, reduce costs and achieve error-free processes. The traditional approach to TQM, which developed in a manufacturing environment, was a strong focus on process quality control. Service managers need to interpret this focus in a way that is appropriate for services with inherent variability and the less controllable element of the customer.


(5)  Performance measurement.

Performance needs to be based on timely measures of, and feedback on, performance through superior quality information systems.


(6)  Continuous improvement.

Continuous improvement must be seen as the responsibility of everyone in the organization. To develop this focus on training, education, communication, recognition of achievements and teamwork is often seen as appropriate While there may not be universal agreement as to the most effective way to create a quality culture, the above six points would be accepted by most proponents. These characteristics identify the central role of motivation in creating a quality culture, and illustrate the way in which TQM might be used to create that culture. We start with a brief review of some of the established theories concerning motivation and then seek to apply these to libraries in the 1990s.


…Further explanation refers to the source below…


Source: Motivation of staff in libraries by Jennifer Rowley from Emeraldinsight database


Perkataan MOTIVASI sejak akhir kurun kedua puluh sudah menjadi sesuatu yang lumrah. Namun kini, masih ramai yang kurang faham tentang apa yang dimaksudkan dengan perkataan MOTIVASI.

Artikel ini menjelaskan pengertian, definisi dan takrifan motivasi dengan cara yang lebih mudah difahami.


1. Motivasi Sebagai Pengarah Tuju dan Penggerak Tindakan

Perkataan MOTIVASI adalah berasal daripada perkataan Bahasa Inggeris – “MOTIVATION”. Perkataan asalnya ialah “MOTIVE” yang juga telah dipinjam oleh Bahasa Melayu / Bahasa Malaysia kepada MOTIF, yakni bermaksud TUJUAN. Di dalam surat khabar, kerap pemberita menulis ayat “motif pembunuhan”. Perkataan motif di sini boleh kita fahami sebagai sebab atau tujuan yang mendorong sesuatu pembunuhan itu dilakukan.

Jadi, ringkasnya, oleh kerana perkataan motivasi adalah bermaksud sebab, tujuan atau pendorong, maka tujuan seseorang itulah sebenarnya yang menjadi penggerak utama baginya berusaha keras mencapai atau mendapat apa juga yang diinginkannya sama ada secara negatif atau positif.

Oleh itu, kita boleh definisikan bahawa: 

“Motivasi adalah sesuatu yang menggerak dan mengarahtuju seseorang dalam tindakan-tindakannya sama ada secara negatif atau positif.”


2. Motivasi Sebagai Pendorong

Tujuan atau motif adalah sama fungsinya dengan matlamat, wawasan, aspirasi, hasrat atau cita-cita. Jadi, wawasan, cita-cita, impian, keinginan atau keperluan seseorang itu malah bagi sesebuah negara merupakan pendorong utama yang menggerakkan usaha bersungguh-sungguh untuk mencapai apa yang dihajatkan. 

Lebih penting sesuatu yang ingin dicapai, dimiliki, diselesaikan atau ditujui, lebih serius dan lebih kuatlah usaha seseorang, sesebuah keluarga, organisasi, masyarakat atau negara untuk mencapai apa juga matlamat yang telah ditetapkan. Jadi, dengan matlamat atau hasrat yang lebih penting atau besar, lebih kuatlah pula dorongan atau motivasi seseorang itu untuk berusaha bagi mencapai matlamatnya.

Oleh itu, bolehlah kita buat kesimpulan di sini bahawa:

“Motivasi adalah suatu bentuk dorongan minda dan hati yang menjadi penggerak utama seseorang, sesebuah keluarga atau organisasi untuk mencapai apa juga yang diinginkan.”

(Definisi kedua saya di atas ada kesamaan sedikit dengan definisi pertama).

3. Motivasi Sebagai Darjah Kesungguhan

Tahap kepentingan sesuatu yang seseorang ingin capai, memberi kesan terhadap tahap kesungguhannya berusaha. Sungguhpun masa untuk mencapainya agak lama, tetapi jika apa yang dihasratkan itu amat penting, ia akan terus tetap mempunyai keinginan atau kesungguhan untuk berusaha sehinggalah matlamatnya tercapai.

Oleh itu, bolehlah juga kita buat kesimpulan di sini bahawa:

“Motivasi adalah darjah atau tahap kesungguhan dan tempoh keterusan seseorang, berusaha untuk mencapai tujuan atau matlamat.”

4. Motivasi Sebagai Stimulator

Untuk menjelaskan maksud ini, saya ingin ambil kisah berikut:

Seseorang lelaki dan wanita yang sedang saling amat cinta mencintai sehingga telah berjanji untuk hidup bersama, akan berusaha dengan penuh kesungguhan untuk menjadi suami isteri walaupun menghadapi pelbagai halangan berbuat demikian.

Itulah sebab makanya, ramai pasangan yang kita dengar pergi bernikah ke luar negara apabila ada halangan (undang-undang) yang tidak membolehkan mereka mendapat sijil perkahwinan di dalam negara. Seperti kata pepatah Melayu “Nak, seribu daya. Tak nak, seribu dalih.” 

Di sini dapatlah kita simpulkan bahawa: 

“Motivasi adalah stimulasi atau semangat akibat rangsangan atau keghairahan terhadap sesuatu yang benar-benar diingini.”

5. Motivasi Sebagai Pemangkin Keberanian

Apabila kita betul-betul dan benar-benar inginkan sesuatu, ketakutan atau kemalasan menjadi perkara kedua – mencapai matlamat akan menjadi perkara utama; keberanian, kerajinan dan ketekunan akan timbul.

Oleh itu, bolehlah kita simpulkan atau definisikan di sini bahawa:

“Motivasi adalah suatu mangkin yang menimbul dan menyeramakkan keinginan, keberanian dan kesungguhan untuk mencapai sesuatu matlamat mencabar yang benar-benar diingini serta diyakini boleh dicapai / perolehi.”

(Definisi kelima ini pula ada kesamaan sedikit dengan definisi keempat).



 Intrinsic motivation

 Intrinsic motivation is motivation that comes from within. It comes from the personal enjoyment and educational achievement that we derive from doing that particular thing. For example for people who love music, their motivation to practice the instrument, attend classes etc is intrinsic motivation.


Extrinsic motivation

Extrinsic motivation is motivation that comes from things or factors that are outside the individual. For example being motivated to work hard at the office because you are looking for a promotion is a type of extrinsic motivation. Social recognition, money, fame, competition or material achievements are all examples of extrinsic motivation.

Extrinsic motivation can be further categorized into moving towards motivation and moving away motivation.


Moving toward motivation is, as the name suggests, motivation from desiring to move toward, obtain or achieve something. When you give out rewards or incentives for doing something, it is using moving toward motivation. Motivation to pursue money or to achieve something is a form moving toward motivation. The main focus of the moving toward motivation type is to gain pleasure.


Moving away motivation is the opposite of moving toward motivation. The reason it is able to motivate is not because of the possibility of getting something, but rather due to the prospect of avoiding something.

For example, for some kids their motivation for brushing their teeth properly is primarily from the desire to avoid going to the dentist rather than to have healthy well maintained teeth. So their motivation stems from wanting to move away from something rather than to move toward it.

The main focus of the moving away motivation type is to avoid pain and fear.




(1) Achievement Motivation

It is the drive to pursue and attain goals. An individual with achievement motivation wishes to achieve objectives and advance up on the ladder of success. Here, accomplishment is important for its own shake and not for the rewards that accompany it. It is similar to ‘Kaizen’ approach of Japanese Management.


(2) Affiliation Motivation

It is a drive to relate to people on a social basis. Persons with affiliation motivation perform work better when they are complimented for their favorable attitudes and co-operation.


(3) Competence Motivation

It is the drive to be good at something, allowing the individual to perform high quality work. Competence motivated people seek job mastery, take pride in developing and using their problem-solving skills and strive to be creative when confronted with obstacles. They learn from their experience.


(4) Power Motivation

It is the drive to influence people and change situations. Power motivated people wish to create an impact on their organization and are willing to take risks to do so.


(5) Attitude Motivation

Attitude motivation is how people think and feel. It is their self confidence, their belief in themselves, their attitude to life. It is how they feel about the future and how they react to the past.


(6) Incentive Motivation

It is where a person or a team reaps a reward from an activity. It is “You do this and you get that”, attitude. It is the types of awards and prizes that drive people to work a little harder.


(7) Fear Motivation

Fear motivation coercions a person to act against will. It is instantaneous and gets the job done quickly. It is helpful in the short run.



Motivation is not only in a single direction i.e. downwards. In the present scenario, where the workforce is more informed, more aware, more educated and more goal oriented, the role of motivation has left the boundaries of the hierarchy of management. Apart from superior motivating a subordinate, encouragement and support to colleague as well as helpful suggestions on the right time, even to the superior, brings about a rapport at various work levels. Besides, where workforce is self motivated, just the acknowledgement of the same makes people feel important and wanted.



Motivation refers to the drive and efforts to satisfy a want or goal, whereas satisfaction refers to the contentment experienced when a want is satisfied. In contrast, inspiration is bringing about a change in the thinking pattern. On the other hand Manipulation is getting the things done from others in a predetermined manner.

Hence, manipulation or external stimulus as well as inspiration or internal stimulus acts as carriers of either demotivation or motivation which in turn either results into dissatisfaction or satisfaction depending upon.



 “Program minda/cuci minda – Paling baik pada waktu malam sebelum tidur, senyum, pejam mata, katakan di dalam hati: Ya, Allah cuci otak aku, cuci hatiku, esok aku nak jadi baik, berjaya, ceria, bersemangat, aktif, positif. Menurut kajian saikologi, apa yang disebut sebelum tidur dapat dirakamkan sepanjang tidur sehingga keesokan harinya.”

Kata-kata motivasi kali ni dipetik dari “artikel motivasi bertajuk 17 Petua Mencuci Hati karya asal oleh Dr Fadzilah Kamsah.

Hati yang bersih memancarkan gelombang positif yang amat kuat, lantas mempengaruhi orang sekeliling dan situasi-situasi menjadi positif sama. Sebaliknya, hati yang kotor akan memancarkan gelombang negatif yang amat kuat, menukarkan orang-orang sekeliling menjadi negatif juga membuat situasi-situasi pada saat kita berada tu menjadi negatif. Kesannya, kita jadi murung, tertekan, tiada kegembiraan dan menjalani hidup penuh dengan tekanan.

Nak bahagia, nak berjaya, nak gembira, kita perlu ubah persekitaran kita menjadi positif. Kita boleh ubah semua tu bermula dengan rajin-rajinkan diri mencuci hati simply dengan memprogram minda 7 saat sebelum kita tidur.

(Sumber myrol(2010):



‘Ada orang datang ke pejabat dengan perasaan penuh gembira & ceria, ada datang dengan perasaan ‘biasa’ dan ada datang dengan perasaan serba tak kena ‘.. Ingat lah, sesiapa yang datang hanya dengan perasaan ‘biasa’ saja, hasilnya adalah ‘biasa’ saja, sesiapa yang datang dengan ceria, hasilnya akan jadi lebih daripada biasa ataupun luar biasa. Bekerja la dengan ceria agar menghasilkan produktiviti yang luar biasa yang akan menggembirakan orang di sekeliling kita. Semoga hasil itu akan mendapat keberkatan insyallah… .’

Jadi renungi lah :-

  • Ada antara kita datang ke pejabat hanya memenuhi tanggung jawab. ’DATANG BEKERJA’ tapi hampeh, hasilnya  macam kita ‘TAK DATANG’ kerja.
  • Ada kala kita rasa kita BUSY giler , rupanya kita hanya ‘KELAM KABUT’.
  • Adakala kita rasa kita PERIHATIN’ , tapi rupanya kita BUSY BODY.
  • Adakala kita rasa kita OPEN MINDED and OUTSPOKEN tapi rupanya kita KURANG PENG’AJAR’AN.
  • Adakala kita rasa kita berpemikiran KREATIF rupanya kita hanya lebih kepada KRITIK yang mencipta KRISIS .
  • Adakala kita rasa kita ingin menjadi LEBIH MESRA tapi rupanya kita di lihat lebih MENGADA.
  • Adakala kita suka bertanya ‘KENAPA DIA NI MCM TAKDE KEJE’ , adalah lebih baik kita tanya ‘APA LAGI KEJE YANG AKU BOLEH BUAT’


‘Mengkritik tidak bererti menentang, 

menyetujui tidak semestinya menyokong, 

menegur tidak bermakna membenci,

dan  berbeza pendapat adalah kawan berfikir yang baik’






Tatacara tidur:

Sebelum tidur, maafkan semua orang tak kira siapa ~ InsyaAllah, Allah lipat gandakan rezeki. Sebelum tidur, berdoa, depends on apa yg kita hendak sepanjang tidur,otak akan generatekan all of our wish & InsyaAllah, kita akan work towards it (ada semangat) di keesokan harinya. Makan buah sebelum breakfast, lunch & dinner ~ ikut Sunnah &dapat pahala & also boleh rujuk kpd pakar pemakanan,vit C dari buah2an yg dimakan selepas breakfast, lunch & dinner yang akan diperolehi adalah approaching 0%.


Tatacara makan:

Jangan minum air semasa sedang makan (breakfast, lunch & dinner). Minum air selepas 15 30 minit selepa makan.Untuk minum, bagi teguk yg pertama sahaja, biarkan air dlm mulut about 10s then baru telan.Teguk kedua & seterusnya boleh minum terus sbb air liur ada enzyme yg boleh membunuh kuman dlm pankreas,perut, & so on yg akan dibawa oleh air tegukan pertama. Seelok2nya makan malam sblm maghrib ~ ikut sunnah (Rasullullah makan sblm maghrib kecuali bulan Ramadhan saja ie masa maghrib), sbb,bagi yg tgh study (or anak2), otak akan berfungsi excellently (senang absorb ilmu) around 2 hrs slps makan so, if makan at 8:30pm, around 10:30pm baru start study and most probably hanya boleh bertahan hingga jam 12 tgh malam saja,jadi, tak byk yg boleh dipelajari berbanding kalau makan pukul 6:30(org Cina take dinner around this hour). Juga, kita tak tidur dlm kekenyangan (yg mana boleh menghindar dari membuat sembahyang malam)


Tatacara di bilik air:

Selepas buang air kecil, berdehem 3x (teran sikit) ~ boleh elak drpd dapat batu karang Semasa buang air besar,mengiring sedikit ke kiri ~ ikut sunnah sbb bila mengiring ke kiri, perut akan tekan bladder and senang buang air besar


Tatacara didik anak:

Antara tips untuk dpt anak bijak/genius, ajar an ak (atau baby) tidur mengiring ke kanan ~ sbb jantung (yg terletak sblh kiri) akan lebih”lapang”/& quot;lega” dan mudah berdegup (erjalanan darah okay) and otak anak akan develop excellently.Bagi anak2 yg dah azalinya active or hyper-active, kurang(or jgn) pakaikan baju warna orange ~ sbb warna ini boleh merangsang secara actifnya tindak tanduk anak (ie. akan lebih nakal), sentiasa bersemangat waja & exuberant.


Tatacara didik diri sendiri:

Amalkan apa2 yg baik (juga amalan2 baru) selama 21+ plus hari berturut2 ~ Rasullullah (saw) bersabda, sst amalan yg diamalkan sekitar 21-30 hari, continuously, akan menjadi tabiat and kalau tak, ilmu itu akan mati. Buang segala rasa hasad dengki, dendam & lain2 yg emosi2 ini akan membenarkan otak release excessive adrenaline, cortisone & toxine yg mana boleh membawa kpd bbrp penyakit cepat letih, wajah cepat nampak tua(tua sblm waktunya), selalu sakit perut & etc


Ada 3 kategori manusia :-

BERJAYA : Hari ini lebih baik daripada semalam

TERPEDAYA : Hari ini sama seperti semalam

CELAKA : Hari ini lebih teruk daripada semalam

“Apabila kita kejar dunia, dunia akan lari; tetapi apabila kita kejar akhirat, dunia akan mengejar kita” Just to ambil iktibar untuk mendidik diri & family. Usia Dunia sudah terlalu hampir ke penghujungnya, terlalu! So, it’s good if we can remind each other because in Rasulullah’s last sermon, baginda pun did mention that all those who listen to him (on that day) shall pass on his words to others, and those to others again; and may the last ones understand his words better that those who listen to him directly…