Motivation Theories
Motivation
This week, we learned about motivational strategies and why to use different strategies with different cultures. For this discussion, choose a country other than your own, and then decide which of the Motivation Theories described in the chapter would be the best to use with employees in that country. Then give an example of a motivational technique you would use as a manager to motivate your employees.
Chapter 12 Motivation across Cultures © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Learning Objectives • Define 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 human resource management • Discuss how an understanding of employee satisfaction can be useful in human resource management throughout the world © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Learning Objectives (continued) • Examine the value of process theories in motivating employees worldwide • Understand the importance of job design, work centrality, and rewards in motivating employees in an international context © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Motivating Employees in a Multicultural Context • Motivating and rewarding diverse workforces is a significant challenge to organizations • Employee preferences are correlated with culture • Managers must be aware that a reward in one culture may be viewed differently in another culture • Managers focus on extrinsic rewards and ignore intrinsic rewards © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Figure 12.1 – Basic Motivation Process © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Determinants of Motivation • Intrinsic – Individual experiences fulfillment through carrying out an activity and helping others • Extrinsic – External environment and result of the activity in the form of competition and compensation or incentive plans are of great importance © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Universalist Assumption • Motivation process is universal – Culture influences the specific content and goals pursued – Specific needs and goals can be different between two cultures • Move toward free-market economies and emergence of new opportunities will change the ways in which individuals are motivated © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Assumption of Content and Process • Content theories – Explain work motivation in terms of what arouses, energizes, or initiates employee behavior – Subject of most research in the field • Process theories – Explain work motivation by how employee behavior is initiated, redirected, and halted – More sophisticated and focused on individual behavior in specific setting © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Hierarchy-of-Needs Theory • Known as Maslow’s theory • Five basic needs constitute a need hierarchy – Physiological: Basic physical needs for water, food, clothing, and shelter – Safety: Desires for security, stability, and absence of pain © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Hierarchy-of-Needs Theory (continued) – Social: Desires to interact and affiliate with others and the need to feel wanted by others – Esteem: Needs for power and status – Self-actualization: Desire to reach one’s full potential © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Assumptions Made by Maslow’s Theory • Lower-level needs must be satisfied before higher-level needs become motivators • Need that is satisfied no longer motivates • More ways to satisfy higher-level needs than to satisfy lower-level needs © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. International Findings on Maslow’s Theory • Haire group’s study indicated that all needs are important to respondents across cultures – Upper-level needs were of particular importance to international managers – Respondents reported that autonomy and selfactualization were the most important and leastsatisfied needs © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. International Findings on Maslow’s Theory (continued) • Some researchers suggested modification of Maslow’s Western-oriented hierarchy – Nevis’s collectivist need hierarchy • Belonging (social) • Physiological • Safety • Self-actualization (in service of society) • Hofstede reported a link between job types and levels and the need hierarchy © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Two-Factor Theory of Motivation • Formulated by Frederick Herzberg and his colleagues • Identifies two sets of factors that influence job satisfaction – Motivators: Job-content factors that ensure satisfaction • Achievement, recognition, responsibility, advancement, and the work itself © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Two-Factor Theory of Motivation (continued) – Hygiene factors: Job-context variables that lead to dissatisfaction when they are not taken care of • Salary, interpersonal relations, technical supervision, working conditions, and company policies and administration • Criticisms – Classification of money as a hygiene factor and not as a motivator – Findings support a theory of job satisfaction and not a total theory of motivation © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Two-Factor Theory of Motivation: International Findings • Research holds the overall theory to be true • Cross-cultural studies show that motivators tend to be of more importance to job satisfaction than are hygiene factors • Results indicate that job content is more important than job context • Motivation-hygiene theory must be applied on a country-by-country or a regional basis © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Achievement Motivation Theory • Holds that individuals can have a need to get ahead, attain success, and reach objectives • States that need for achievement is learned • Relies solely on the Thematic Apperception Test (TAT) to measure individual achievement • Does not explain the need for achievement in cultures in which individual accomplishment is neither valued nor rewarded © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. High Achievers • Like situations in which they take personal responsibility for finding solutions to problems • Tend to be moderate risk takers rather than high or low risk takers • Want concrete feedback on performance • Tend to be loners and not team players © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Achievement Motivation Theory: International Findings • Theory must be modified to meet specific needs of local culture – Culture of many countries does not support high achievement – Anglo cultures and those rewarding entrepreneurial effort support achievement motivation, and their human resources should be managed accordingly © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Select Process Theories Equity theory Goal-setting theory Expectancy theory © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Equity Theory • Focuses on how motivation is affected by people’s perception of how fairly they are being treated – Job performance is positive when people perceive they are treated equitably – Job performance is negative when people believe they are not treated fairly and are dissatisfied • Supported in the West but has mixed results internationally © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Equity Theory: International Findings • In Israeli kibbutz production unit, everyone is treated the same but managers reported lower satisfaction levels than workers • Employees in Asia and the Middle East readily accept inequitable treatment in order to preserve group harmony • In Japan and Korea, men and women receive different pay for doing same work © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Goal-Setting Theory • Focuses on how individuals set goals and respond to them and overall impact of this process on motivation • Specific areas given attention – Level of participation in goal setting – Goal difficulty – Goal specificity – Importance of objective – Timely feedback to progress toward goals © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Goal-Setting Theory (continued) • Has been continually refined and developed • Research shows that employees perform well if they are assigned specific and challenging goals that they have had a hand in setting – Most studies have been conducted in the U.S. © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Goal-Setting Theory: International Findings • In the U.S., employee participation in goal setting is motivational • U.K. and Norwegian workers prefer to have their union representatives work with management in determining work goals • Value of goal-setting theory may well be determined by culture © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Expectancy Theory • Postulates that motivation is influenced by a person’s belief that: – Effort will lead to performance – Performance will lead to specific outcomes – Outcomes will be of value to the individual • Predicts that high performance followed by high rewards will lead to high satisfaction © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Expectancy Theory: International Findings • Theory seems culture-bound – May have less value in societies where people believe that much of what happens is beyond their control – Able to explain worker motivation in cultures where there is a strong internal locus of control • Managers must be aware of limitations in their efforts to apply the theory to motivate human resources © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Job Design • Job’s content, the methods that are used on the job, and the way the job relates to other jobs in the organization • Quality of work life (QWL) – Directly related to culture of the country • Challenge for MNCs – Adjusting job design to meet the needs of the host country’s culture © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Sociotechnical Designs • Job designs that blend personnel and technology • Objective – Integrate new technology into the workplace so that workers accept and use it to increase overall productivity – Employee resistance is common as new technology requires people to learn new methods • Must be a result of job to be done and cultural values that support a particular approach © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Work Centrality • Importance of work in an individual’s life relative to other areas of interest • Provides vital insights into how to motivate human resources in different cultures © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Work Centrality (continued) • Levels – Highest – Japan – Moderately high – Israel – Average – U.S. and Belgium – Moderately low – Netherlands and Germany – Low – Britain © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Value of Work • Culture, gender, industry, and organizational characteristics: – Influence the degree and type of work centrality within a country – Interact with national cultural characteristics • Growing interest exists in the impact of overwork on employees – Overwork or job burnout is now recognized as a real social problem © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Job Satisfaction • Motivation approaches used in one culture may have limited value in another • Assumption – Satisfaction is highest at the upper levels of organizations • Job attitudes toward quality of work life is related to motivation • Work is important in every society, but the extent of importance varies © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Reward Systems • Used to motivate personnel • Financial – Salary raises, bonuses, and stock options • Nonfinancial – Feedback and recognition • Differ from one country to another – Differences are a result of competitive environment or of government legislation © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Financial Incentive Systems • Individual incentive-based pay systems – Workers are paid directly for their output • Organizational incentive-based pay systems – Employees earn individual bonuses based on how well the organization achieves certain goals © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Incentives and Culture • Compensation is based on group membership or group effort in many cultures – Systems are designed to stress equality • Type of rewards that are used is not culturebound • Cultures – Can affect the overall cost of an incentive system – Influence the effectiveness of various rewards © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Be the Management Consultant • As an international management consultant, how do you view this partnership for Indosat Ooredoo with IBM? – How does this partnership help IBM? – If you were a consultant for an unrelated company, does this deal increase your interest in expanding into Indonesia? © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Review and Discuss 1. Do people throughout the world have needs similar to those described in Maslow’s need hierarchy? – What does your answer reveal about using universal assumptions regarding motivation? 2. Is Herzberg’s two-factor theory universally applicable to human resource management, or is its value limited to Anglo countries? © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Review and Discuss (continued 1) 3. What are the dominant characteristics of high achievers? – Using Figure 12–7 as your point of reference, determine which countries likely will have the greatest percentage of high achievers • Why is this so? Of what value is your answer to the study of international management? © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Review and Discuss (continued 2) 4. A U.S. manufacturer is planning to open a plant in Sweden – What should this firm know about the quality of work life in Sweden that would have a direct effect on job design in the plant? • Give an example © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Review and Discuss (continued 3) 5. What does a U.S. firm setting up operations in Japan need to know about work centrality in that country? – How would this information be of value to the multinational? – Conversely, what would a Japanese firm need to know about work centrality in the United States? Explain © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Review and Discuss (continued 4) 6. In managing operations in Europe, which process theory―equity, goal-setting, or expectancy―would be of most value to an American manager? Why? 7. What do international managers need to know about the use of reward incentives to motivate personnel? What role does culture play in this process? © 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
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