Irwin/McGraw-Hill [Modified by EvS] Mgt CHAPTER 13 MOTIVATION ACROSS CULTURES

Irwin/McGraw-Hill [Modified by EvS] Mgt Motivation across cultures  How big a role does “employee motivation” play in the performance of the firm?  Is it appropriate to hold “management accountable for the performance of the firm?

Irwin/McGraw-Hill [Modified by EvS] Mgt The Nature of Motivation The Basic Motivation Process Unsatisfied need Drive toward goal to satisfy need Attainment of goal (need satisfaction) Motivation is a psychological process through which unsatisfied wants or needs lead to drives that that are aimed at goals or incentives

Irwin/McGraw-Hill [Modified by EvS] Mgt Universalist Assumption  The motivation process (not content) is universal  People are motivated by the goals they value  The specific content and goals are influenced by culture

Irwin/McGraw-Hill [Modified by EvS] Mgt Assumption of Content and Process Content Theories  Explain work motivation in terms of what arouses, energizes, or initiates employee behavior Process Theories  Explain how employee behavior is initiated, redirected, and halted

Irwin/McGraw-Hill [Modified by EvS] Mgt Maslow’s Hierarchy of Needs Self - Actualization Esteem Social Safety Physiological Desire to reach one’s full potential Need for power and status Need to interact and feel wanted by others Desire for security and stability Need for food, clothing, and shelter

Irwin/McGraw-Hill [Modified by EvS] Mgt Maslow’s assumptions À Lower-level needs must be satisfied before higher-level needs become motivators Á Once a need is satisfied, it no longer serves as a motivator  There are more ways (options) to satisfy higher-level needs than lower-level needs

Irwin/McGraw-Hill [Modified by EvS] Mgt Contrasting Views of Satisfaction-Dissatisfaction Motivators Hygiene Factors Traditional View SatisfactionDissatisfaction Herzberg’s View SatisfactionNo Satisfaction No DissatisfactionDissatisfaction

Irwin/McGraw-Hill [Modified by EvS] Mgt Herzberg’s Two Factor Theory  Salary  Technical Supervision  Company Policies and Administration  Interpersonal Relations  Working Conditions  Achievement  Recognition  Responsibility  Advancement  The Work Itself Hygiene Factors Motivators

Irwin/McGraw-Hill [Modified by EvS] Mgt Findings on Herzberg’s Theory  Motivators are more important to job satisfaction than hygiene factors  Job content is more important than job context  Managers from different cultures differ regarding perceived importance of job outcomes and level of satisfaction

Irwin/McGraw-Hill [Modified by EvS] Mgt Maslow Vs. Herzberg Maslow’s need hierarchy Herzberg’s two-factor theory Self-actualization Motivators Achievement Recognition Responsibility Advancement The work itself Esteem Social Safety Physiological Hygiene Factors Salary Technical supervision Company policies Interpersonal relations Working conditions

Irwin/McGraw-Hill [Modified by EvS] Mgt Equity Theory Relationships Meaning to Employee == Equity (Perceived) Ratio Comparison Outcome AOutcome B Input(s) A Input(s) B

Irwin/McGraw-Hill [Modified by EvS] Mgt Simplified Expectancy Theory Individual Effort Individual Performance Organizational Rewards Individual Goals A B C A B C = Effort-performance linkage = Performance-reward linkage = Attractiveness

Irwin/McGraw-Hill [Modified by EvS] Mgt Achievement Motivation Characteristics of Higher Achievers 1. Like situations where they take personal responsibility for finding solutions to problems 2. Moderate risk-takers rather than high risk-takers 3. Want concrete feedback on their performance 4. Tend to be loners Ways to Develop High Achievers 1. Obtain feedback on performance 2. Emulate people who have been successful achievers 3. Develop an internal desire for success and challenge 4. Daydream in positive terms by picturing oneself as successful

Irwin/McGraw-Hill [Modified by EvS] Mgt Job Design Job design consists of a job’s content, the methods used on the job, and how the job relates to others in the organization  United States Low Uncertainty Avoidance Weak Power Distance High Masculinity High Individualism Japan Strong Uncertainty Avoidance High Power Distance High Masculinity Low Individualism Impact of Culture

Irwin/McGraw-Hill [Modified by EvS] Mgt Work Centrality  Value of Work –Misconceptions of Japanese workers  Work long hours because cost of living is high  Workers accomplish far less in a business day  Workers not given lifetime employment  Job Satisfaction –Misconceptions of Japanese workers  Workers less satisfied than that of U.S. and EU  Workers are less committed to organizations

Irwin/McGraw-Hill [Modified by EvS] Mgt Letter from Mr. Smith  Managerial assumptions?