Motivation Chapter 5 IBUS 681, DR. Yang

Learning Objectives Define and understand the nature of motivation Explain major content and process theories of motivation and how culture influences their application Discuss how culture influences rewards Explain how the meaning of work in different countries influences motivation Consider ways of developing cross-cultural motivation systems IBUS 681, DR. Yang

Motivation The amount of effort that an individual puts into doing something Willingness to exert high levels of effort towards organizational goals, conditioned by the effort’s ability to satisfy some individual needs IBUS 681, DR. Yang

Types of Motivation Theories Content Theories What employees want from work or reasons to work Process Theories How to get there or alternative ways to get there IBUS 681, DR. Yang

Content Theories Maslow’s Hierarchy of Needs Herzberg’s Motivation-Hygiene Theory McClelland’s Learned Needs Theory IBUS 681, DR. Yang

Maslow’s Hierarchy of Needs Self-Actualization Esteem Affiliation Safety and Security Physiological IBUS 681, DR. Yang

Critics about Maslow’s Heirarchy What are some major features of Maslow’s hierarchy of needs? How this model may be culturally linked? E.g., How do you interpret the meaning of self-actualization? Are there significant statistic support domestically or cross-culturally? IBUS 681, DR. Yang

Herzberg’s Motivation-Hygiene Theory Hygiene Factors Company policy and administration Supervision Relationship with supervisor Work conditions Salary Relationships with peers Security Motivation Factors Achievement Recognition Interesting work Responsibility Advancement Growth IBUS 681, DR. Yang

Critics about Herzberg’s Two-Factor Theory Job satisfaction versus dissatisfaction As two separate scales Research methodology Contribution to the practical field Problem solving Job redesign Cross-cultural findings IBUS 681, DR. Yang

McClelland’s Learned Needs Theory Need for Achievement Need for Power Need for Affiliation IBUS 681, DR. Yang

Critics about McClelland’s Three Needs Theory Role of training and support Link to effective managers Cross-cultural findings China Japan Russia IBUS 681, DR. Yang

Chinese Social Motivation and Leader Effectiveness 7. Leader fitness for multidimensional development 6. Social altruism 5. Self-actualization to the benefit of collectivity 4. Social awareness 3. Safety with group harmony and family support 2. Work ethics and life goal priority 1. Social Acceptance IBUS 681, DR. Yang

Process Theories Reinforcement Theory Goal Setting Theory Expectancy Theory Equity Theory IBUS 681, DR. Yang

Reinforcement Theory Giving a reward/reinforcer increases the likelihood a behavior will be repeated Ignoring behavior increases the likelihood that it will not be repeated Punishment usually puts an immediate end to a behavior but does not guarantee it will stop in the long run IBUS 681, DR. Yang

Goal Setting Theory Higher performance can be achieved by Setting goals that are specific, rather than vague Difficult, but achievable, rather than easy or too risky Giving timely feedback, rather than no or delayed feedback Effectiveness of theory depends on Commitment to goal Self-efficacy Cultural orientation IBUS 681, DR. Yang

The Expectancy Model of Motivation E P Expectancy Perceived probability of successful performance, given effort P O Expectancy Perceived probability of receiving an outcome, given successful performance Second-level outcomes, each with valence First-level outcomes, each with valence Outcome D Outcome A (extrinsic) Outcome E Effort Outcome B (extrinsic) Performance Instrumentality Perceived probability of a first-level outcome leading to a second-level outcome Outcome C (intrinsic) Motivation is expressed as follows: M = [E ® P] å[(P ® O) (V)] IBUS 681, DR. Yang

Equity Theory Outcomes self Outcomes other Inputs self Inputs other Equity related concepts Distributive justice versus procedural justice Comparing with a significant other Underpaid versus overpaid employees Rebuilding the equilibrium by behavioral or cognitive adjustment IBUS 681, DR. Yang

Equity Related Concepts and Cross-Cultural Findings Parity- versus equity-based rewards Chen’s comparative study Material versus socio-emotional rewards U.S. versus China IBUS 681, DR. Yang

The Meaning of Work Study Work centrality Societal norms about working Entitlement Obligation Work goals IBUS 681, DR. Yang

Importance of Work Goals Rank U.S. Germany Japan 1 Interesting work Good pay Good match between you and your job 2 Good job security 3 A lot of autonomy 4 Good interpersonal relations Job security 5 Opportunity to learn IBUS 681, DR. Yang

Convergence or Divergence? Popularity of U.S. business education leads to an emphasis on U.S. motivation theories. Global corporations desire to develop consistent policies and practices worldwide. Application of U.S. motivation theories is not equally effective across cultures. Global corporations need to develop adaptable systems that are consistent and effective in motivating people across cultures. IBUS 681, DR. Yang

Implications for Managers Choosing an universal approach to motivation is virtually impossible. Process theories appear more promising than content theories. It is imperative to understand people who work for you in order to develop and implement an appropriate motivation system. IBUS 681, DR. Yang