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Motivation Across Cultures - Coggle Diagram
Motivation Across Cultures
Motivation
- A psychological process through which unsatisfied wants or needs lead to drives that are aimed at goals or incentives
Why is Motivation Important?
You want to motivate people to join your organization
Stay with your organization
Reduce Absenteeism and lateness
Increase employee engagement
Hope that your employees will do extra for your organization (org. citizenship)
MOTIVATION’S UNDERLYING
ASSUMPTIONS
The Universalist Assumption:
all people are motivated to pursue goals they value
Process is universal
Culture influences specific content and goals pursued
Motivation
differs
across cultures
Content & Process Theories
Content Theories:
explain work motivation in terms of what arouses, energizes, or initiates employee behavior
Maslow’s Need Hierarchy
Lower-level needs must be satisfied before higher-level needs become motivators
A need that is satisfied no longer motivates
More ways to satisfy higher-level than there are ways to satisfy lower-level needs
Those needs are
physiological needs, safety needs, love and belonging needs, esteem needs, and self-actualization needs.
International Findings
on Maslow's Theory
Hofstede’s research
Self-actualization and esteem needs rank highest for professionals and managers
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.
Job categories and levels may have a dramatic effect on motivation and may well offset cultural considerations
Haire’s research
International managers (do not rank employees) point out that the higher the need, the more important it is
With country clusters (Latin Europe, USA/UK, Europe and Nordic): autonomy and self-actualization are the most important and least satisfied needs
In eight East Asian countries showed self-control and self-expression in many cases also ranked high
Herzberg’s Two-Factor Theory of Motivation
(1) When did you feel particularly good about your job?
(
(JOB SATIFACTION)
)
Influenced by
Hygiene factors
like: working conditions, coworker relations, policies and rules, supervisor quality, base wage, salary
hygiene factors
are
not
taken care of or are deficient --> dissatisfaction
There
may be no
dissatisfaction if hygiene factors are taken care of – there
may be no
satisfaction also
(2) When did you feel exceptionally bad about your job?
(JOB DISSATIFACTION)
Influenced by
Motivator factors
like: recognition, achievement, responsibility, work itself, advancement, personal growth
motivators
are
present
--> satisfaction
International Findings
replications
of Herzberg’s research
in a particular country
they tend to support Herzberg's findings
cross-cultural studies
focusing on
job satisfaction
Motivators
tend to be
more important to job satisfaction
than hygiene factors
Job content may be more important than job context
Achievement Motivation Theory
(David McClelland’s theory)
Achievement motivation (n-ach)
- desire for achievement, progress, advancement
Authority/power motivation (n-pow)
- desire to dominate and lead
Affiliation motivation (n-affil)
- desire for relationships
International
Findings
Polish industrialists were high achievers scoring 6.58
Some studies
did not
find high need for achievement
in Central
European countries
Process Theories:
explain work motivation by how employee behavior is initiated, redirected, and halted
Equity Theory
people perceive they are treated equitably
--> positive effect --> job satisfaction and vice versa
Goal Setting Theory
how individuals set goals and respond to them and the overall impact of this process on motivation
Specific areas given attention in this theory:
Level of participation in goal setting
Goal difficulty
Goal specificity
Importance of objective
Timely feedback to progress toward goals
Goal setting theory continually refined and developed over time
Characteristics of the target: SMART
Expectancy Theory
postulates that motivation is influenced by a person’s belief
Effort will lead to performance
Performance will lead to specific outcomes
Outcomes will be of value to the individual
High performance followed by high rewards will lead to high satisfaction
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
These factors help to explain why the same job type can have different effects on employee motivation across countries and lead to different quality of work outcomes.
Reward systems
financial and non-financial
Use of financial incentives to motivate employees is very common - 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 --> Recognition, achievement, work environment, and employment conditions
The types of incentives that are deemed important appear to be
culturally influenced
Work Centrality:
The importance of work in an individual’s life can provide important insights into how to motivate human resources in different cultures
Japan has highest level of work centrality
Israel has moderately high levels
U.S. and Belgium have average levels
Netherlands and Germany have moderately low levels
Britain has low levels