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Content Theories - Coggle Diagram

- - - - Cross-Cultural Job- Satisfaction Studies
        
        Motivators tend to be more important to
        job satisfaction than hygiene factors
        
        MBA candidates from four countries ranked hygiene factors at the bottom and motivators at the top while Singapore students gave similar responses
        
        Job-satisfaction-related factors may not
        always be culturally bounded
        
        Lower- and middle-management personnel attending management development courses in Canada, the United Kingdom, France, and Japan ranked the importance of 15 job-related outcomes and how satisfied they were with each
        
        Job content may be more important than job context
      - Research tends to support
        Herzberg’s theory
        
        Similar study conducted among 178 Greek managers; overall
        theory held true
        
        Hines: 218 middle managers and 196 salaried employees in
        New Zealand; found validity across occupational levels
      - Two categories of International findings
        relate to the two-factor theory
        
        The others are cross-cultural studies focusing on job
        satisfaction
        
        One type of study consists of replications of Herzberg’s
        research in a particular country
    - - Poor Results
        
        Low Hygiene & Low Motivation
        
        Employees typically do not find satisfaction in their jobs and the working conditions are not great either. This situation results in the lowest job satisfaction for employees
      - Best Case Scenario
        
        employees have few complaints and are highly motivated
        
        High Hygiene & High Motivation
      - Untapped Potential
        
        Low Hygiene & High Motivation
        
        The job is interesting and challenging but the working conditions are poor. The employee enjoys the work but the work conditions leave something to be desired
      - Complacency
        
        High Hygiene & Low Motivation
        
        Employees view the job as a paycheck. Employees have few complaints but not much motivation
    - - If hygiene factors are not taken care of or are deficient there
        will be dissatisfaction
      - Only when motivators are present will there be satisfaction
      - There may be no dissatisfaction if hygiene factors are taken
        care of – there may be no satisfaction also
  - - - A need that is satisfied no longer motivates
      - More ways to satisfy higher-level than there are ways to
        satisfy lower-level needs
      - Lower-level needs must be satisfied before
        higher-level needs become motivators
    - - Belongingness and Love needs
        (family, affection, relationships, work group, etc)
      - Safety needs
        (protection, security, order, law, limits, stability, etc)
      - Esteem needs
        (achievement, status, responsibility, reputation)
      - Biological and Physiological needs
        (basic life needs- air, food, drink, shelter, warmth, sex, sleep, etc.)
      - Self-actualisation
        (personal growth and fulfilment)
    - - Yes…but the study is dated (Haire, Ghiselli, & Porter)
      - MNC’s need to be wise to consider the individual country’s
        or region’s profile & adjust their approach accordingly Maslow's too Western
      - Do people in other cultures around the world have needs
        that are similar to this theory?
      - Hofstede’s research indicates
        
        Security, earnings, benefits, and physical working conditions are
        most important to low-level, unskilled workers
        
        MNCs should focus most heavily on giving physical rewards to
        lower-level personnel and on creating a climate where there is challenge, autonomy, the ability to use one’s skills, and cooperation for middle- and upper-level personnel.
        
        Self-actualization and esteem needs rank highest
        for professionals and managers
        
        Job categories and levels may have a dramatic effect on
        motivation and may well offset cultural considerations
    - - Profile of high achievers
        
        Want concrete feedback on performance
        
        Tend to be moderate risk-takers rather than high or
        low risk-takers
        
        They like situations in which they take personal
        responsibility for finding solutions to problems
        
        Often tend to be loners and not team players
      - How to Develop High Need
        for Achievement
        
        Emulate people who are successful achievers
        
        Develop internal desire for success and challenges
        
        Obtain feedback on performance and use
        information to channel efforts into areas where success is likely
        
        Daydream in positive terms by picturing self as
        successful in pursuit of important objectives
      - International Findings
        
        Polish industrialists were high achievers scoring 6.58
        
        Some studies did not find high need for achievement
        in Central European countries
        
        Achievement motivation theory must be modified to meet specific
        needs of local culture
        
        Culture of many countries doesn’t support high achievement
        
        Anglo cultures and those rewarding entrepreneurial effort do
        support achievement motivation and their human resources should probably be managed accordingly.