Cross Cultural Management
and Negotiation Practices
Chapter 3 – Motivational and Generational Values
Dr. Bahaudin G. Mujtaba
© Bahaudin G. Mujtaba
Chapter Topics
Chapter 3 – Motivational and Generational
Values
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–
–
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Overview of Motivational Theories
General and Cultural Values
Problem Statement and Methodology
Analysis and Conclusions
© Bahaudin G. Mujtaba
Values
• Values and attitudes are a basic part of human
behavior.
• Values are beliefs about what is right or wrong,
good or bad, normal or abnormal. We learn basic
values at a very young age from everyone and
everything around us. By the time we are in our
late teens and early adulthood, we have pretty well
developed our value system which we will use in
relating to the world from then on.
© Bahaudin G. Mujtaba
Attitude
• Attitudes are how we feel about something or somebody-either positive or negative. Attitudes, according to experts,
have three components:
– Cognitive component - What you believe to be true; for example, I
believe higher education is very important.
– Affective component - what you feel about the belief; example, I
disapprove of parents who discourage their children from going to
college.
– Behavioral component - what that feeling leads you to do;
example, I argue with Mrs. Majboor because she is trying to lead
her son to go into the Army instead of going to college. Much of
the management literature deals with the attitudes we have about
work, especially job satisfaction, job involvement, and
organizational commitment.
© Bahaudin G. Mujtaba
Job Satisfaction
• Job satisfaction is one of the four outcome
variables that are often studied by management
researchers and scholars (the other three variables
are employee turnover, absenteeism, and
productivity). Job satisfaction is an elusive
variable and researchers often measure it using
attitude surveys. Some research suggests that
productivity leads to job satisfaction. Other
research says just the opposite that job satisfaction
leads to productivity.
© Bahaudin G. Mujtaba
Motivation
• Motivation is one of the most important topics managers
and leaders study in the field of human behavior. Everyone
wants to know how to motivate their colleagues, bosses,
friends, and, of course, employees.
• The term “motivate” comes from the Latin verb, movere,
which means to cause movement. Basically, motivation is
about causing others, such as employees, to move toward
some predetermined objective or goal.
• Psychologically, motivation deals with others’
(employees') needs. Unsatisfied needs cause a tension
which leads to a drive to satisfy the needs. The drive leads
to search behavior and an examination of alternative ways
of potentially satisfying the need. The need is either
satisfied or frustrated in which case the search behavior
continues.
© Bahaudin G. Mujtaba
Content and Process Theories
• Content theories of motivation generally
include: Maslow's Hierarchy of Needs,
Herzberg's Two Factor Theory,
McClelland's Achievement Theory, and
Alderfer's ERG Theory.
• Process theories of motivation includes:
Vroom's Expectancy Theory, Adams' Equity
Theory, and Reinforcement Theory.
© Bahaudin G. Mujtaba
Reinforcement Techniques
• Positive reinforcement: A technique used to increase the incidence of a
desired behavior. Telling someone they are doing a good job or giving
someone a raise are examples of positive reinforcement.
• Negative reinforcement: This is also designed to increase the incidence
of a desired behavior. If someone walks into the class late and the
teacher jokingly chides him or her by saying, "Good afternoon, Yousuf
Jan, nice that you could make it..." the student will likely be
embarrassed into coming on time next time. On the other hand, the
student may love the extra attention and continue to come late.
• Punishment: Designed to decrease the incidence of an undesired
behavior, punishment does not fit in well with today's values and may
breed frustration and resentment. Examples of punishment include
scolding someone in front of his or her peers or sending someone
home from work. Naturally, there are some incidents which do deserve
immediate punishment such as violence in the workplace.
• Extinction: This strategy also serves to decrease the incidence of an
undesired behavior. Extinction entails simply ignoring a given
behavior and hoping it will disappear. It is often an appropriate
response for a minor behavioral problem.
© Bahaudin G. Mujtaba
Generational and Cultural Values
© Bahaudin G. Mujtaba
Rationale for the Research
• As the world becomes a global marketplace generational
studies of adult populations are needed in order to provide
more meaningful and accurate information to enable better
understanding of employee motivation and consumer
target markets.
• “. . . markets are people, not products. There may be global
products, but there are no global people. There may be
global brands but there are no global motivations for
buying those brands” (DeMooij, 1998).
© Bahaudin G. Mujtaba
Value Structures
• Research has shown that one of the most important indicators
of attitudes and behavior is value structures, because values are
the underlying structures that affect attitudes and subsequent
behavior (Ajzen, 1988; DeMooij, 1998; Kahle, 1984; Murphy
and Anderson, 2003; Reynolds and Olson, 2001; Rokeach,
1979).
VALUE
STRUCTURES
ATTITUDE
© Bahaudin G. Mujtaba
BEHAVIOR
Values in Cross-cultural and Generational
Studies
• Values are the most important construct to explore
in cross-cultural and generational studies because
“ . . . values are at the root of consumer behavior,
so understanding culture’s influence is necessary
for those who want to succeed in the global
marketplace. Culture is pervasive in all aspects of
consumption and consumer behavior and should
be integrated into all elements of consumer
behavior theory” (DeMooij, 2004).
© Bahaudin G. Mujtaba
Research Gap
• Literature review on cross-cultural and
generational studies indicate a research gap exists
as few studies have explored generational
similarities and differences in more than three
nations at one time.
© Bahaudin G. Mujtaba
Survey Instrument
• Rokeach Value Survey (RVS)
– Other value survey’s “theoretical arguments are based
mainly on Rokeach's (1973, 1986) considerations of
human nature, motivation, and personality" (Grunert
and Scherhorn, 1990: 98).
– It has been validated in cross-cultural research
worldwide with populations ranging from 11 to 70
years old (Feather, 1984, Murphy, 2004, 2006).
© Bahaudin G. Mujtaba
The RVS Instrument
Test-retest reliability:
–
Rokeach (1973, 1979) and Rokeach and BallRokeach (1989) reported test-retest reliability for
each of the 18 terminal values considered separately,
from 7 weeks to 18 months later, ranged from a low
of .51 for a sense of accomplishment to a high of .88
for salvation.
•
•
Comparable test-retest reliability scores for instrumental
values ranged from .45 for responsible to .70 for ambitious.
Employing a 14-16 month test interval, median reliability
was .69 for terminal values and .61 for instrumental values.
© Bahaudin G. Mujtaba
The RVS Instrument
Terminal Values - “end–state of existence” values
(Rokeach, 1973); “the most important goals each respondent
sought in their lives.”
1.
2.
3.
4.
5.
6.
7.
8.
9.
A Comfortable Life
An Exciting Life
A Sense of Accomplishment
A World at Peace
A World of Beauty
Equality
Family Security
Freedom
Health/Happiness
© Bahaudin G. Mujtaba
10.
11.
12.
13.
14.
15.
16.
17.
18.
Inner Harmony
Mature Love
National Security
Pleasure
Salvation
Self-Respect
Social Recognition
True Friendship
Wisdom
The RVS Instrument
Instrumental Values –
“modes of conduct” values (Rokeach,
1973); “behavioral techniques or methods respondents would use to
obtain their terminal value goals.”
1.
2.
3.
4.
5.
6.
7.
8.
9.
Ambitious
Broadminded
Capable
Clean
Courageous
Forgiving
Helpful
Honest
Imaginative
10. Independent
11. Intellectual
12. Logical
13. Loving
14. Loyal
15. Obedient
16. Polite
17. Responsible
18. Self-Controlled
© Bahaudin G. Mujtaba
Sample Population - Afghans
Professional, English-speaking educated
Afghans were targeted since they are more
likely to be familiar with the value of
cross-cultural research and the need for
such studies with an Afghan population.
Also, this population offered a better
probability of getting more females
included in the study.
© Bahaudin G. Mujtaba
Population Demographics - Afghans
Participants were asked to complete the survey within a two-week period,
and they were offered a choice of forwarding it to the researcher by
email, fax, or mail to the address indicated. Most respondents
completed the survey electronically.
Returned surveys were saved anonymously by an ascending rank as they
were received and data were given to the lead researcher for
statistical analysis and comparison with other countries.
A total of 57 properly completed instruments were returned for a 25
percent return rate. The respondents consisted of 41 males and 16
females; 55 were born in Afghanistan, 2 in other nations; 51 were
raised in Afghanistan and 6 in other nations; 29 were living in
Afghanistan, 21 living in the United States, 4 in Europe, 1 in Central
America, and 2 in Canada.
© Bahaudin G. Mujtaba
Terminal Values Mean - Afghanistan
Values
Males
Females
A comfortable life (a prosperous life)
10
8
An exciting life (a stimulating active life)
16
15
A sense of accomplishment (a lasting contribution)
6
3
A world at Peace (free of war and conflict)
3
9
A world of beauty (beauty of nature and the arts)
15
17
Equality (brotherhood, equal opportunity for all)
5
7
Family Security (taking care of loved ones)
1
1
Freedom (independence, free choice)
8
12
Health (freedom from sickness)
2
2
Inner Harmony (freedom from inner conflict)
12
11
Mature love (sexual and spiritual intimacy)
11
10
National security (protection from attack)
4
5
Pleasure (an enjoyable leisurely life)
17
16
Salvation (saved, eternal life)
18
18
Self-respect (self esteem)
7
4
Social recognition (respect, admiration)
13
14
True friendship (close companionship)
14
13
Wisdom (a mature understanding of life
9
6
© Bahaudin G. Mujtaba
Instrumental Values Mean - Afghanistan
Values
Males
Females
Ambitious (Hard-working, aspiring)
9
11
Broadminded (Open-minded)
12
10
Capable (Competent, effective)
8
8
Clean (Neat, tidy)
17
17
Courageous (Standing up for your beliefs)
2
4
Forgiving (Willing to pardon others)
15
14
Helpful (Working for the welfare of others)
16
16
Honest (Sincere, truthful)
1
1
Imaginative (Daring, creative)
14
12
Independent (Self-reliant, self sufficient)
3
3
Intellectual (Intelligent, reflective)
4
2
Logical (Consistent, rational)
11
13
Loving (Affectionate, tender)
10
6
Loyal (Dedication to a person, organization or concept)
6
9
Obedient (Dutiful, respectful)
18
18
Polite (Courteous, well-mannered)
13
16
Responsible (Dependable, reliable)
5
5
Self - controlled (Restrained, self discipline)
7
7
© Bahaudin G. Mujtaba
Findings - Afghanistan
• There were statistically significant gender differences for
respondents from Afghanistan for 12 of 18 terminal and 8
of 18 instrumental values. Females more highly valued the
terminal values a comfortable life, a sense of
accomplishment, inner harmony, mature love, self-respect,
true friendship, and wisdom, and the instrumental values
broadminded, imaginative, intellectual, and loving.
• Males more highly valued the terminal values a world at
peace, equality, freedom, national security, and social
recognition and the instrumental values ambitious,
courageous, logical, loyal and polite.
© Bahaudin G. Mujtaba
Findings - Afghanistan
• For similarities, males and females ranked the terminal
values family security, health and national security and
instrumental values honest and responsible in their top five
values of importance (ranked one through five; most
important values).
• Males and females equally ranked the terminal values
family security and health and instrumental values capable,
honest, independent, responsible, and self-controlled.
• In their bottom five values of importance (ranked fourteen
to eighteen; means they are unimportant) were the terminal
values an exciting life, a world of beauty, pleasure, and
salvation, and instrumental values clean, courageous,
forgiving, and obedient.
© Bahaudin G. Mujtaba
Conclusion - Afghanistan
• From the research, it is apparent that Afghans
place a high level of importance on such values as
accomplishment, world at peace, family security,
and national security which are elements of a truly
democratic environment. The professional
Afghans have the responsibilities of transferring
such democratic dreams, principles and values to
the culture of the country in the coming decades if
Afghanistan is to thrive in the international
community.
© Bahaudin G. Mujtaba
Cross Cultural Terminal Values Mean
Values
UK
USA
Japan
Korea
Singapore
Afghanistan
* Arranged from highest priority to lowest as per the ranking of Afghan professionals.
Family Security
2
1
5
1
1
1
Health
1
2
1
2
2
2
A sense of accomplishment
9
9
3
11
7
3
National security
14
15
18
17
17
4
A world at Peace
8
16
11
16
13
5
16
12
10
13
15
6
Self-respect
5
3
16
3
5
7
Wisdom
6
8
6
8
6
8
Freedom
4
4
9
4
8
9
A comfortable life
7
5
8
6
4
10
Mature love
13
6
7
7
9
11
Inner Harmony
10
11
14
5
10
12
True friendship
3
7
2
12
3
13
Social recognition
17
17
15
15
14
14
An exciting life
12
14
12
9
12
15
A world of beauty
15
18
13
18
18
16
Pleasure
11
13
4
10
11
17
Salvation
18
10
17
14
16
18
Equality
© Bahaudin G. Mujtaba
Cross Cultural Instrumental Values Mean
Values
UK
USA
Japan
Korea
Singapore
Afghanistan
* Arranged from highest priority to lowest as per the ranking of Afghan professionals.
Honest
1
1
1
2
3
1
Courageous
10
9
9
6
9
2
Intellectual
14
11
11
8
4
3
Independent
9
6
16
15
5
4
Responsible
3
2
2
3
1
5
Self-controlled
13
8
5
1
7
6
Loyal
8
7
7
17
13
7
Loving
2
4
4
4
6
8
Capable
4
5
10
12
2
9
Ambitious
12
3
17
14
10
10
Broadminded
7
10
3
5
8
11
Logical
15
14
14
10
14
12
Imaginative
16
16
12
7
16
13
Forgiving
11
13
6
16
12
14
Polite
5
15
9
9
15
15
Helpful
6
12
15
13
11
16
Clean
17
17
13
11
18
17
Obedient
18
18
18
18
17
18
© Bahaudin G. Mujtaba
Findings
Research results showed that among the various
nations studied, there were more cross-cultural
generational similarities than cross-cultural
differences.
© Bahaudin G. Mujtaba
Findings
Practitioners and researchers must understand that
they can reach beneath the attitude and
behavioral levels to explore the basic underlying
assumptions or root causes of attitudes and
behaviors--value structures.
VALUE
STRUCTURES
ATTITUDE
© Bahaudin G. Mujtaba
BEHAVIOR
Findings - Application
o Advertising/Target Market :
If an entrepreneur or advertising or marketing manager only
used the cross-cultural results for the Japanese as a group,
they might develop an advertising campaign for the
Japanese culture as a whole with an emphasis on the value
a sense of accomplishment (making a lasting contribution in
life), which was one of the top five values of importance for
the Japanese as a culture BUT not for all generations (30-39
group).
© Bahaudin G. Mujtaba
Findings - Application
o Motivating employees thru pay raise/benefits:
Using the values a comfortable life, which equates to money
and benefits as compared to family security, which means
taking care of their families and loved one, it is found that a
comfortable life was less important than family security
across all the generational categories except for the US 18 to
29 year olds. This demonstrates that money is a more
significant motivator for US 18 to 29 year olds, while taking
care of their families is more important for all the other
generation groups.
© Bahaudin G. Mujtaba
Recommendations
o Studies are needed to explore value,
attitude and leadership style
similarities and differences between
entrepreneurs, employees, managers,
marketers, and senior managers in
various nations.
© Bahaudin G. Mujtaba
It’s what is inside that
makes a difference!
Learn well, take chances, and
remember that together
we can move the world!
© Bahaudin G. Mujtaba
Reference
• Mujtaba, B. G. (2007). Cross Cultural Management and Negotiation
Practices. ISBN: 978-0-9774211-2-1. ILEAD Academy, LLC; Davie,
Florida.
© Bahaudin G. Mujtaba
© Bahaudin G. Mujtaba