Motivation across cultures

Motivation crosswise culturesEXECUTIVE SUMMARYThe purpose of the study was to find out what motivates employees across cultures. To thoroughly study motley needal theories and international researches and studies done to relate these theories to an international perspective. To study the various aspects and psychological exploit of motivation and to study how to motivate employees.Research Methodology- look for TYPE- DESCRIPTIVE STUDYMETHOD OF DATA COLLECTION-I fuddle used secondary data for my research. And this has been collected from-Various internet sites.password papers.Books.Journals.Motivation Across Culturesobjectives of the studyDEFINE motivation, and explain it as a psychological process.EXAMINE the hierarchy-of- needs, two-factor, and achievement motivation theories, and assess their value to international tender-hearted resource management.DISCUSS how an understanding of employee cheer can be useful in human resource management throughout the world.EXAMINE the value of process theories in motivating employees worldwide.RELATE the grandeur of blood invent, domesticate centrality, and rewards to understanding how to motivate employees in an international context.The Nature of MotivationMotivationA psychological process through which un well-to-do wants or needs lead to drives that be aimed at goals or incentives.Motivation is the activation or energization of goal-oriented behavior. Motivation may be intrinsic or extrinsic. The term is generally used for humans only, theoretically, it can also be used to describe the causes for animal behavior as well. This name refers to human motivation. According to various theories, motivation may be rooted in the basic need to minimize physical pain and maximize pleasure, or it may admit specific needs such as eating and resting, or a desired object, hobby, goal, state of being, ideal, or it may be attributed to little-app atomic number 18nt reasons such as altruism, morality, or avoiding mortali ty.The Nature of MotivationThe Universalist assuranceThe first assumption is that the motivation process is universal, that all people are motivated to survey goals they value what the work-motivation theorists call goals with lofty valence or preferenceThe process is universalCulture influences the specific content and goals pursuedMotivation differs across culturesThe Assumption of Content and ProcessContent Theories of MotivationTheories that explain work motivation in terms of what arouses, energizes, or initiates employee behavior.Process Theories of MotivationTheories that explain work motivation by how employee behavior is initiated, redirected, and halted.The Hierarchy-of-Needs possibilityThe Maslow conjectureMaslows theory rests on a bit of basic assumptionsLower-level needs must be satisfied before senior high schooler-level needs make up motivatorsA need that is satisfied no longer serves as a motivatorThere are to a greater extent ways to satisfy higher-level tha n thither are ways to satisfy lower-level needsThe Hierarchy-of-Needs conjectureInternational Findings on Maslows hypothesisWith some minor modification researchers examined the need satisfaction and need splendour of the four highest-level needs in the Maslow hierarchEsteem needs were divided into two groupsEsteem including needs for self-esteem and prestigeAutonomy including desires for authority and opportunities for self-employed person thought and actionThe Hierarchy-of-Needs TheoryInternational Findings on Maslows TheoryThe Haire study indicated all these needs were important to the respondents across culturesInternational managers (not rank-and-file employees) indicated the upper-level needs were of position importance to themFindings for select country clusters (Latin Europe, join States/United Kingdom, and Nordic Europe) indicated autonomy and self-actualization were the most important and least satisfied needs for the respondentsAnother study of managers in eight eastern hemisphere Asian countries found that autonomy and self-actualization in most cases also graded high.The Hierarchy-of-Needs TheoryInternational Findings on Maslows TheorySome researchers swallow suggested modifying Maslows Western-oriented hierarchy by reranking the needsAsian cultures emphasize the needs of society Chinese hierarchy of needs might have four levels ranked from last-place to highestBelonging (social)PhysiologicalSafetySelf-actualization (in the service of society)The Hierarchy-of-Needs TheoryInternational Findings on Maslows TheoryHofstedes research indicatesSelf-actualization and esteem needs rank highest for professionals and managersSecurity, earnings, benefits, and physical working conditions are most important to low-level, unskilled workersJob categories and levels may have a dramatic effect on motivation and may well offset ethnic considerationsMNCs should focus most heavily on giving physical rewards to lower-level personnel and on creating a clima te where there is challenge, autonomy, the ability to use ones skills, and cooperation for middle- and upper-level personnel.The Two-Factor Theory of MotivationThe Herzberg TheoryTwo-Factor Theory of MotivationA theory that identifies two sets of factors that influence job satisfactionMotivatorsJob-content factors such as achievement, recognition, responsibility, advancement, and the work itself.Hygiene FactorsThe Two-Factor Theory of MotivationThe Herzberg TheoryThe two-factor theory holds that motivators and hygiene factors relate to employee satisfaction a more complex relationship than the traditional view that employees are either satisfied or dissatisfiedIf hygiene factors are not taken care of or are deficient there leave behind be dissatisfactionThere may be no dissatisfaction if hygiene factors are taken care of there may be no satisfaction alsoOnly when motivators are birth will there be satisfactionViews of Satisfaction/DissatisfactionThe Two-Factor Theory of Motivati onInternational Findings on Herzbergs TheoryTwo categories of International findings relate to the two-factor theory unity type of study consists of replications of Herzbergs research in a particular countryDo managers in country X give answers similar to those in Herzbergs authentic studies?The others are cross-cultural studies focusing on job satisfactionWhat factors cause job satisfaction and how do these responses differ from country to country?Two-Factor ReplicationsA number of research efforts have been undertaken to replicate the two-factor theory they tend to bridge over Herzbergs findingsGeorge Hines surveyed of 218 middle managers and 196 salaried employees in New Zealand using ratings of 12 job factors and boilersuit job satisfaction he concluded the Herzberg model appears to have validity across occupational levelsA similar study was conducted among 178 Greek managers this study found that overall Herzbergs two-factor theory of job satisfaction generally held trueC ross-Cultural Job-Satisfaction StudiesMotivators tend to be more important to job satisfaction than hygiene factorsMBA candidates from four countries ranked hygiene factors at the bottom and motivators at the top while Singapore students (of a different cultural cluster than the other three groups) gave similar responses publication- Job-satisfaction-related factors may not always be culturally boundedLower- and middle-management personnel attending management start outment courses in Canada, the United Kingdom, France, and Japan ranked the importance of 15 job-related outcomes and how satisfied they were with eachResult- Job content may be more important than job contextJob-Context FactorsIn work motivation, those factors controlled by the organization, such as conditions, hours, earnings, security, benefits, and promotions.Job-Content FactorsIn work motivation, those factors internally controlled, such as responsibility, achievement, and the work itself.Achievement Motivation The oryThe Background of Achievement Motivation TheoryCharacteristic profile of high achieversThey like situations in which they take personalized responsibility for finding solutions to problems.Tend to be moderate risk-takers or else than high or low risk-takers.Want concrete feedback on their performance.Often tend to be loners, and not team players.A high nAch can be learned. Ways to develop high-achievement needsObtain feedback on performance and use the information to channel efforts into areas where success will likely be attainedEmulate people who have been successful achieversDevelop an internal desire for success and challengesDaydream in positive terms by picturing oneself as successful in the spare-time activity of important objectives.International Findings on Achievement Motivation TheoryPolish industrialists were high achievers scoring 6.58 (U.S. managers scored an average of 6.74)Managers in countries as diverse as the United States and those of the former Soviet bloc in Central Europe have high needs for achievementLater studies did not find a high need for achievement in Central European countriesAverage high-achievement score for Czech industrial managers was 3.32 (considerably lower than U.S. managers)International Findings on Achievement Motivation TheoryAchievement motivation theory must be modified to meet the specific needs of the local cultureThe culture of many countries does not support high achievementAnglo cultures and those that reward entrepreneurial effort do support achievement motivation and their human resources should probably be managed accordinglyHofstede offers the following adviceThe countries on the feminine side . . . distinguish themselves by focusing on quality of life rather than on performance and on relationships between people rather than on money and things. This means social motivation quality of life plus security and quality of life plus risk.Select Process Theories candor TheoryWhen people perceive they are b eing treated equitably it will have a positive effect on their job satisfactionIf they believe they are not being treated fairly (especially in relation to relevant others) they will be dissatisfied which will have a negative effect on their job performance and they will strive to restore equity.There is considerable research to support the fundamental equity tenet in Western work groups. When the theory is examined on an international basis, the results are mixed.Equity perceptions among managers and non-managers in an Israeli kibbutz production unit- E trulyone was treated the self alike(p)(prenominal) but managers reported lower satisfaction levels than the workers. Managers perceived their contributions to be greater than other groups in the kibbutz and felt under compensated for their value and effort.Employees in Asia and the Middle East often readily accept inequitable treatment in order to preserve group harmonyMen and women in Japan and Korea (and Latin America) typically receive different remuneration for doing the same work due to years of cultural conditioning women may not feel they are treated inequitablyThese results indicate equity theory is not universally applicable in explaining motivation and job satisfactionGoal-Setting TheoryA process theory that focuses on how individuals go about mount goals and responding to them and the overall impact of this process on motivation .Specific areas that are given attention in goal- vista theory includeThe level of participation in setting goalsGoal difficultyGoal specificityThe importance of objectiveTimely feedback to progress toward goalsUnlike many theories of motivation, goal setting has been continually refined and developedThere is considerable research evidence showing that employees perform extremely well when they are assigned specific and gainsay goals that they have had a hand in settingMost of these studies have been conducted in the United States few have been carried out in other c ultures Norse employees shunned participation and preferred to have their union representatives work with management in determining work goals.Researchers concluded that individual participation in goal setting was seen as inconsistent with the prevailing Norwegian philosophy of participation through union representativesIn the United States employee participation in setting goals is motivational it had no value for the Norwegian employees in this studyExpectancy TheoryA process theory that postulates that motivation is influenced by a persons belief thatEffort will lead to performancePerformance will lead to specific outcomes, andThe outcomes will be of value to the individual.Expectancy theory predicts that high performance followed by high rewards will lead to high satisfactionDoes this theory have universal application?Eden found some support for it while studying workers in an Israeli kibbutzMatsui and colleagues found it could be successfully applied in JapanExpectancy theory could be culture-bound international managers must be aware of this terminus ad quem in motivating human resources since expectancy theory is based on employees having considerable control over their environment (a condition that does not exist in many cultures) Motivation Applied- Job Design, Work Centrality, and RewardsQuality of Work Life The Impact of CultureQuality of work life (QWL) is not the same throughout the world.Assembly-line employees in Japan work at a rapid pace for hours and have very little control over their work activities.Assembly-line employees in Sweden work at a more relaxed pace and have a great deal of control over their work activities.U.S. assembly-line employees typically work somewhere between at a pace less demanding than Japans but more structured than Swedens.Sociotechnical Job Designs-The objective of these designs is to integrate new technology into the workplace so that workers accept and use it to increase overall productivity.New technology often requires people learn new methods and in some cases work faster. Employee resistance is common. Effective sociotechnical design can overcome these problems. Some firms have introduced sociotechnical designs for better blending of their personnel and technology without sacrificing efficiencyEg- General Foods- Autonomous groups at its Topeka, Kansas plant, Workers share responsibility and work in a extremely democratic environmentOther U.S. firms have opted for a self-managed team approachMultifunctional teams with autonomy for generating successful product innovation is more widely used by successful U.S., Japanese, and European firms than any other teamwork conceptWork Centrality-The importance of work in an individuals life can stand important insights into how to motivate human resources in different culturesJapan has the highest level of work centralityIsrael has fair high levelsThe United States and Belgium have average levelsThe Netherlands and Germany have moderately low levelsBritain has low levelsValue of WorkWork is an important part of most peoples life paths due to a variety of conditionsAmericans and Japanese work long hours because the damage of living is highMost Japanese managers expect their salaried employees who are not paid extra to stay late at work, and overtime has become a requirement of the job. There is recent evidence that Japanese workers may do far less work in a business day than outsiders would suspectIn recent years, the number of hours worked annually by German workers has been declining, while the number for Americans has been on the rise. Germans place high value on lifestyle and often prefer leisure to work, while their American counterparts are just the opposite.Research reveals culture may have little to do with itA wider graze of wages (large pay disparity) within American companies than in German firms creates incentives for American employees to work harder. Impact of overwork on the physical condition of Jap anese workers trinity of the working-age population suffers from chronic fatigueThe Japanese prime ministers office found a majority of those surveyed complained of -Being chronically tiredFeeling emotionally upsetAbusive conditions in the workplaceKaroshi (overwork or job burnout) is now recognized as a real social problemJob SatisfactionEU workers see a strong relationship between how well they do their jobs and the ability to get what they want out of lifeU.S. workers were not as collateral of this relationshipJapanese workers were least likely to see any connectionThis finding suggest difficulties may arise in American, European, and Japanese employees working together effectivelyReward SystemsManagers everywhere use rewards to motivate their personnel. Some rewards are financial in nature such as salary raises, bonuses, and stock options. Others are non-financial such as feedback and recognition. Significant differences exist between reward systems that work best in one coun try and those that are most effective in another.Incentives and CultureUse of financial incentives to motivate employees is very common in countries with high individualism. Financial incentive systems vary in rangeIndividual incentive-based pay systems in which workers are paid directly for their outputSystems in which employees earn individual bonuses based on organizational performance goalsMany cultures base compensation on group membership. Such systems stress equality rather than individual incentive plansAn individually based bonus system for the sales representatives in an American MNC introduced in its Danish subsidiary was rejected by the sales force becauseIt favored one group over anotherEmployees felt that everyone should receive the same size bonusEg- Indonesian oil workers rejected a pay-for-performance system where some work teams would make more money than others.Workers in many countries are highly motivated by things other than financial rewardsThe most important rewards in locations at 40 countries of an electrical equipment MNC involved recognition and achievement.Second in importance were improvements in the work environment and employment conditions including pay and work hours.Factors that concern employees across culturesFrench and Italian employees valued job security highly while American and British workers held it of little importanceScandinavian workers placed high value on concern for others on the job and for personal exemption and autonomy but did not rate getting ahead very importantGerman workers ranked security, fringe benefits, and getting ahead as very importantJapanese employees put good working conditions and a congenial work environment high on their list but ranked personal advancement quite lowConclusionThe types of incentives that are deemed important appear to be culturally influenced. Culture can even affect the overall terms of an incentive system. Japanese efforts to introduce Western-style merit pay systems typ ically lead to an increase in overall labor costs. Companies fear that reducing the pay of less productive workers may cause them to lose face and disturb group harmony. Hence, everyones salary increases as a result of merit pay systems. Factors that motivate employees varies across culture. People from different cultures give different preferences to the factors involved. 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