1. IBUS 681, DR. Yang1 Motivation Chapter 7

2. IBUS 681, DR. Yang2 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

3. IBUS 681, DR. Yang3 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

4. IBUS 681, DR. Yang4 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

5. IBUS 681, DR. Yang5 Content Theories Maslow’s Hierarchy of Needs Herzberg’s Motivation-Hygiene Theory McClelland’s Learned Needs Theory

6. IBUS 681, DR. Yang6 Maslow’s Hierarchy of Needs Self-Actualization Esteem Affiliation Safety and Security Physiological

7. IBUS 681, DR. Yang7 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., the meaning of self-actualization The content and hierarchical order Are there significant statistic support domestically or cross-culturally?

8. IBUS 681, DR. Yang8 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

9. IBUS 681, DR. Yang9 Critics about Herzberg’s Two-Factor Theory Job satisfaction versus dissatisfaction As two separate scales As equivalence of motivation Research methodology Contribution to the practical field Problem solving Job redesign Cross-cultural findings

10. IBUS 681, DR. Yang10 McClelland’s Learned Needs Theory Need for Achievement Need for Power Need for Affiliation

11. IBUS 681, DR. Yang11 Critics about McClelland’s Three Needs Theory Role of training and support Link to effective managers and entrepreneurs Cross-cultural findings, e.g. U.S. Japan Russia

12. IBUS 681, DR. Yang12 Chinese Social Motivation and Leader Effectiveness 1. Social Acceptance 2. Work ethics and life goal priority 3. Safety with group harmony and family support 4. Social awareness 5. Self-actualization to the benefit of collectivity 6. Social altruism 7. Leader fitness for multidimensional development

13. IBUS 681, DR. Yang13 Conclusions about the Content Theories Each restricts explanation of motivation to a particular set of factors Largely based on the U.S. culture Lack of conclusive research support Valuable starting point for examining cultural and individual differences in motivation

14. IBUS 681, DR. Yang14 Process Theories Reinforcement Theory Goal Setting Theory Expectancy Theory Equity Theory

15. IBUS 681, DR. Yang15 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

16. IBUS 681, DR. Yang16 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

17. IBUS 681, DR. Yang17 The Expectancy Model of Motivation Effort E P Expectancy Perceived probability of successful performance, given effort P O Expectancy Perceived probability of receiving an outcome, given successful performance Instrumentality Perceived probability of a first-level outcome leading to a second-level outcome Second-level outcomes, each with valence First-level outcomes, each with valence Outcome A (extrinsic) Outcome B (extrinsic) Outcome C (intrinsic) Outcome D Outcome E Motivation is expressed as follows: M = [E  P]  P  O) (V)] Performance Instrumentality

18. IBUS 681, DR. Yang18 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

19. IBUS 681, DR. Yang19 Conclusions about the Process Theories More effective than content theories in explaining motivational constructs that can apply globally Must consider cultural variations to enhance the applicability of a particular model Achieve a deeper level of analysis and allow for individual differences

20. IBUS 681, DR. Yang20 Culture and Rewards Individual versus group Masculine versus feminine Gifts versus rewards for performance Individual preferences within cultures Gender Age Marital status

21. IBUS 681, DR. Yang21 Organizational Reward Practices Appropriate rewards can be motivating Circumstances may change preference Non-cash rewards popular in some companies European companies using more variable compensation and flexible benefits Companies can develop rewards that are unique to their business and cultural environment

22. IBUS 681, DR. Yang22 The Meaning of Work Study Work centrality Japan U.K. Saudi Arabia Societal norms about working Entitlement Obligation Work goals

23. IBUS 681, DR. Yang23 Importance of Work Goals RankU.S.GermanyJapan 1 Interesting workGood pay Good match between you and your job 2 Good payGood job securityInteresting work 3 Good job securityInteresting workA lot of autonomy 4 Good match between you and your job Good interpersonal relations Job security 5 Opportunity to learn Good match between you and your job Good pay

24. IBUS 681, DR. Yang24 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. 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 also effective in motivating people across cultures. Application of U.S. motivation theories is not equally effective across cultures. Global corporations need to develop adaptable systems that are consistent and also effective in motivating people across cultures.

25. IBUS 681, DR. Yang25 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.