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MOTIVATION - Coggle Diagram

- - - - Assembly-line workers in Sweden work at more relaxed pace and have great deal of control over work activities
      - U.S. assembly-line workers typically work somewhere in between
      - Assembly-line workers in Japan work at a rapid pace for hours and have little control over their work activities
  - - - Israel has moderately high levels
      - U.S. and Belgium have average levels
      - Japan has highest level of work centrality
      - Netherlands and Germany have moderately low levels
      - Britain has low levels
      - value of work
        
        Work an important part of people’s lives in U.S. and Japan
        
        Americans and Japanese work long hours
        because cost of living is high
        
        Most Japanese managers expected salaried employees who aren’t paid extra to stay late at work; overtime has become a requirement of the job
        
        Recent evidence Japanese workers may do far less work in business day than outsiders would suspect
        
        Impact of overwork on physical condition of Japanese workers
        
        One-third of working-age population suffers from chronic fatigue
        
        Karoshi (“overwork” or “job burnout”)
        is now recognized as a real social problem
  - - - Some rewards are financial in nature such as salary raises,
        bonuses, and stock options
      - Others are non-financial such as feedback and recognition
    - - Use of financial incentives to motivate
        employees is very common
        
        Individual incentive-based pay systems
        in which workers paid directly for output
        
        Systems in which employees earn individual bonuses
        based on organizational performance goals
      - Financial incentive systems vary in range
        
        In countries with high individualism
        
        When companies attempt to link compensation to performance
      - Many cultures base compensation
        on group membership
      - Workers in many countries motivated
        by things other than financial rewards
      - The types of incentives that are deemed important
        appear to be culturally influenced
      - Culture can even affect the overall cost of an incentive system