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Motivation across cultures, High Motivators + High Hygiene = Best case…
Motivation across cultures
Motivation
Definition
A psychological process through which unsatisfied wants or needs lead to drives that are aimed at goals or incentives
Model
Need or expectations
Result
Driving force
To achieve
Desired goals
which provide
Fullfillment
1 more item...
Extrinsic: interest, enjoyment
Intrinsic: outcome
Importance
Motivate people to join ur organization
Stay with your organization
Reduce absenteeism and lateness
Increase employee engagement
Employees do extra
The Universalist Assumption
all people are motivated to pursue goals they value
Universal process
Culture influences specific content and goals
Motivatio differs
Content Theories
what arouses, energizes, or intiates employee behavior
Maslow's Need Hierarchy
Lower-level needs must be satisfied before higher-lavel needs
A satisfied need no longer motivates
More ways to satifsy higher-level needs
Five-stage model: Physiological Needs -> Safety Needs -> Social Needs -> Self-Esteem Needs -> Self-Actualization
International Findings
Collectivist Need Hierarchy: Belonging (social) -> Physiological -> Safety -> Self-actualization
Hofstede's research
Self-actualization and esteem needs: professionals and managers
Security, earnings, benefits, and physical working conditions: low-level, unskilled workers
Physical rewards, challenge, autonomy, ability to use one's skills
Job categories and levels
Herberg's Two-Factor
Theory of Motivation
Motivator:
Personal growth
Job satisfaction
Achievement; Recognition;
Responsibility; Work itself;
Advancement; Personal growth
influenced by
Hygiene
Unpleasantness avoidance
Dissatisfaction
Working conditions; Coworker relations; Policies and rules; Supervisor and quality; Base wage, salary
Internation Findings
Herzberg's Theory
Cross- Cultural
Job-Satisfaction
Achievement Motivation Theory
McClelland's Motivation Theory: The Need Power; The Need For Affiliation; The Need for Achievement
High achievers: personally find solutions, moderate risk-takers, concrete feedback, loners
Should obtain feedback, emulate pp, develop internal desire, daydream in positive terms
Internation Findings
Polish industrials: high; Central European: low
Modified to specific needs
Process theories
How employee is initiated, redirected, and halted
Equity Theory
Treated equitbaly
= positive effect
Adam's Equity Theory diagram:
Inputs: time, effort, ability, loyalty, tolerance,
flexibility, integrity, commiment, etc
Outputs: pay, bonus, perks, benefits, recognition,
interest, development, reputation, praise, etc
International Findings
Insraeili kibbutz: managers got lower satisfaction when
being treated same
Asia and Middle East's employees accept inequity
Japanese men and women receive different pay doing same work
Goal Setting Theory
How individuals set goals and respond to them
Specific areas
Level of participation in goal setting
Goal difficulty
Goal specificity
Importance of objective
Timely feedback to progress toward goals
International Findings
Norwegian employees have union representative work with management
Inconsistent indidual participation in goal setting
U.S employee pariticpation in goal setting is motivational
Expectancy Theory
Motivations is influenced by a person's belief
Effort ---> Performance ---> Reward
High performance lead to high satisfaction
International Findings
Eden; Matsui and colleagues; culture-bound
Applied Motivation
Job design
A job’s content, the methods that are used on the job, and the way the job relates to other jobs in the organization
Quality of work life (QWL) is not same throughout world
QWL directly related to culture
Work Centrality
The importance of work in an individual’s life can provide important insights into how to motivate human resources in different cultures
Value of work
Work an important part of lives in U.S. and Japan
Overwork impacts on physical condition
Reward System
Used to motivate
Significant differences between reward systems
Cultures
Use of various financial incentive systems
Base compensation on group membership
Motivated by recognition, achievement, work environment, etc
Affect overall cost of an incentive system
High Motivators + High Hygiene = Best case scenario
High Motivators +Low Hygiene = Uptapped Potential
Low Motivators + High Hygiene = Complacency
Low Motivators + Low Hygiene = Poor Results