Mgt - 485
CHAPTER 13
MOTIVATION ACROSS CULTURES
Irwin/McGraw-Hill
©The McGraw-Hill Companies, Inc., 2000
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?
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The Nature of Motivation
The Basic Motivation Process
Unsatisfied
need
Drive toward goal to
satisfy need
Motivation
is a psychological
process through which
unsatisfied wants or needs
lead to drives that that
are aimed at goals or
incentives
Attainment of goal
(need satisfaction)
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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
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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
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Maslow’s Hierarchy of Needs
Self - Actualization
Desire to reach one’s full potential
Esteem
Need for power and status
Social
Need to interact and feel wanted by others
Safety
Desire for security and stability
Physiological
Need for food, clothing, and shelter
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Maslow’s assumptions
Lower-level
needs must be
satisfied before higher-level
needs become motivators
Once a need is satisfied, it no
longer serves as a motivator
There are more ways
(options) to satisfy higherlevel needs than lower-level
needs
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Contrasting Views of
Satisfaction-Dissatisfaction
Traditional View
Satisfaction
Dissatisfaction
Herzberg’s View
Motivators
Satisfaction
No Satisfaction
Hygiene Factors
No Dissatisfaction
Dissatisfaction
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Herzberg’s Two Factor Theory
Hygiene Factors
 Salary
 Technical
Supervision
 Company
Policies and
Administration
 Interpersonal
Relations
 Working
Conditions
Motivators
 Achievement
 Recognition
 Responsibility
 Advancement
 The Work Itself
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International 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
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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
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Equity Theory Relationships
(Perceived) Ratio Comparison
Outcome A
Outcome B
=
Input(s) A
Meaning to Employe
=
Equity
Input(s) B
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Simplified
Expectancy
Theory
Individual
Effort
A
Individual
Performance
B
Organizational
Rewards
A
= Effort-performance linkage
B
= Performance-reward linkage
= Attractiveness
C
C
Individual
Goals
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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.
2.
3.
4.
Obtain feedback on performance
Emulate people who have been successful achievers
Develop an internal desire for success and challenge
Daydream in positive terms by picturing oneself as successful
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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
Impact of Culture
•
•
•
•
United States
Low Uncertainty
Avoidance
Weak Power
Distance
High Masculinity
High
Individualism
Japan
• Strong
Uncertainty
Avoidance
• High Power
Distance
• High Masculinity
• Low
Individualism
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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
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