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Chapter Outline
Work values and the meaning of work Work motivation and the national
context Theories of work motivation in the
multinational context Need theories Process theories
Motivation and job design
Motivation in Multinationals
Multinational managers must understand how to motivate international employees
Multinationals face an array of challenges to motivate a workforce in the face of a rapidly changing labor market
Four Major Functions of Work
Providing needed income Providing security Contact with other people A feeling of accomplishment
Why Do People Work? Emphasis differs by country
Income a higher priority in Transition economies (e.g., Azerbaijan
and Lithuania) and many of the developing nations (e.g., India)
Contact with and a feeling of accomplishment more important in:
Some collective cultures and the social democracies (examples: Germany, Scandinavian countries)
How Much Do People Value Work?
Work centrality: overall value of work in a person’s life, as compared to other activities, such as leisure and family Work centrality varies by countries In countries with high work centrality,
people tend to work more hours per week High levels of work centrality may lead to
dedicated workers
Desired Job Characteristics
Goals that people hope to achieve from working
Ranking of the work characteristics for 50 countries
1. Generous holidays (73%)2. An opportunity to use initiative (53%)3. Good hours (53%)4. Respected job (50%)5. Responsible job (46%)
Importance of Work
6. Achievement (42%)7. Interesting (39%)8. Abilities (36%)9. Good job security (30%)10.Good pay (19%)
• Desire for generous holidays almost universal (Japan is an exception)
• However, priorities given to different job characteristics vary by country
Work Values and the Meaning of Work: Conclusions
In some societies, work is very central and absorbs much of a person’s life.
All people hope to receive certain benefits from work.
The first key to successful motivation strategies is understanding the differences regarding how people view work among countries.
The Basic Work-Motivation Process
Motivation: a psychological process resulting in goal-directed behavior that satisfies human needs
Need: feeling of deficit or lacking Goal-directed behavior: one that people
use with the intention of satisfying a need
Unsatisfiedneed
Drive toward goal tosatisfy need
Attainment of goal(need satisfaction)
Work Motivationand National Context
Reinforcement: reactions to a person’s behavior that encourage the person to continue the behavior E.g., bonus pay to encourage behavior
Punishment: consequences of a person’s behavior that discourage the behavior E.g., docking pay to discourage
behavior
National Context and Work Motivation
Culture and social institutions Influence the priority people attach to work Define what behaviors are legitimate ways
to satisfy goals Influences reactions to goal-directed
behaviors at work – what is rewarded or punished, and how
Influences employees' relationships with the organization they work for
Need Theories of Motivation
Four need theories of motivation Maslow’s Hierarchy of Needs ERG theory Motivator-hygiene theory Achievement motivation theory
Need theories and Hofstede's dimensions of culture
Maslow’s Hierarchy of Needs Physiological needs: food, clothing, shelter,
and other basic physical needs Security: safety, stability, absence of pain Social: need to interact with others, affiliate
with others, and feel wanted by others Esteem: needs for power, status, influence Self-actualization: desire to reach one's full
potential by becoming everything that one is capable of being
Maslow’s Hierarchy of Needs (2)
States that people have five basic types of needs Physiological, Security, Affiliation, Esteem,
and Self-actualization
The needs follow a basic hierarchy People first seek to satisfy lower needs Once lower need is satisfied, it no
longer motivates Then people try to satisfy higher needs
Alderfer’s ERG Theory
Simplified hierarchy of needs, including existence needs, relatedness needs, and growth needs Frustration of a need motivates behavior to
satisfy the need. People seek to satisfy higher and lower level
needs. If people cannot satisfy higher needs, they
will try to satisfy lower level needs.
Motivator-Hygiene Theory Theory that there are two sets of factors that
influence job satisfaction: motivators and hygiene factors
Motivators correspond to Maslow's high-level needs. Job content factors, such as achievement,
recognition, responsibility, advancement, and the work itself
They produce satisfaction with the job More important in motivating employees
than hygiene factors in most cultures.
Motivator-Hygiene Theory (2)
Hygiene factors correspond to Maslow's low level and middle level needs. Job context variables that include salary,
interpersonal relations, supervision, working conditions, and company policies and administration
When these factors are not adequate, employees become dissatisfied with the job.
Achievement Motivation Theory
Theory that only some people have the need to win in competitive situations or to exceed a standard of excellence Three key needs for achievement-motivated
people: achievement, affiliation, and power High achievement people have needs to win
and to set own goals and seek challenging situations
They also avoid goals that they think are too difficult to achieve
Achievement Motivation Theory (2)
People who have strong a achievement need: Want personal responsibility for solving
problems Tend to be moderate risk takers Want immediate, concrete feedback about their
performance Are competitive and often do not get along well
with other people Achievement motivation is learned and can
sometimes be developed through training
Achievement Motivation Theory (3)
Cultures that support achievement motivation include English-speaking countries – highly
individualism Countries that reward entrepreneurial effort
In countries with low masculinity, quality of life is likely to be a better motivator than achievement
Achievement motivation training has been successful in some developing countries
How to Encourage Achievement Motivation
Train people to Obtain feedback on performance Use the feedback to make efforts in areas
where they are likely to succeed Emulate people who have been successful
achievers Develop an internal desire for success and
challenges Daydream in positive terms by picturing
themselves as being successful in the pursuit of important objectives
Exhibit 13.8: Rankings of the Importance of Job-Related Sources of Need Satisfaction for Seven Countries
Applying Need Theories in Multinational Settings
Identify the basic functions of work in the national or local culture
Identify the needs considered most important by workers in the national or local culture
Sources of need fulfillment may differ for the same needs Example: different jobs are respected in
different cultures Understand limitations of available jobs to
satisfy needs
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