International Management

McGraw-Hill/Irwin International Management

Phatak, Bhagat, and Kashlak

2005 The McGraw-Hill Companies, Inc., All Rights Reserved.

Chapter 14

Work Motivation Across Cultures and Borders

McGraw-Hill/Irwin International Management

2005 The McGraw-Hill Companies, Inc., All Rights Reserved.

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Learning Objectives
Explain how peoples conception of work and working differ in different national environments. Explain the significance of models of work motivation from an US perspective and the extent to which they might be applied in non-US cultures. Understand the role of various cultural dimensions in explaining different patterns of motivation and related work outcomes in different environments. Distinguish among the various patterns of motivation, job involvement, job satisfaction, and organizational commitment. Understand the significance of organizational rewards and various monetary and non-monetary aspects of compensation in motivating different types of people in different parts of the world.

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Chapter Topics
What is Motivation? Theories of Work Motivation The Meaning of Working Across Nations and Cultures Applying Cultural Frameworks International Differences in Job Satisfaction, Job Involvement, and Organizational Commitment Motivation in International and Global Corporations

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Motivation
The amount of effort that an employee is willing to put into work to accomplish an organizationally valued task

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Ex. 14-1: Comparing Need Theories of Motivation

Rewards from the Job Maslows Need Hierarchy Theory Alderfers ER-G Theory Herzbergs MotivatorHygiene Theory McClellands Achievement Motivation Theory

Opportunities for Advancement Meaningful Work Use of Valued Skills and Abilities Opportunities for Ongoing Learning Ack. of Contrb. Influence on Wk. Processes Respect/Apprn.

SelfActualization Need for Achievement Motivators: Advancement Growth Achievement Growth Esteem Need for Power

Generally referred to as Higher Order Needs and are fulfilled in professional, managerial, and creative positions

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Ex. 14-1 (contd.)

Rewards from the Job Maslows Need Hierarchy Theory Alderfers ER-G Theory Herzbergs MotivatorHygiene Theory McClellands Achievement Motivation Theory
Generally referred to as Higher Order Needs and are fulfilled in professional, managerial, and creative positions Lower Order Needs fulfilled in lower level jobs

Supervisory support Coworker support Social support from Work Job Security Fringe Benefits Healthy Working Conditions Basic Pay.

Affiliation

Relatedness Need for Affiliation Hygiene Factors: Working Conditions Job Security Salary

Security Existence

Physiological

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Alderfers ERG Theory

Growth Needs similar to Maslows needs for selfactualization and self-esteem Relatedness Needs similar to Maslows need for affiliation, and fulfillment of these needs take place when one is given meaningful and effective support from the work group Existence Needs lower order needs which satisfy needs for security, safety, and survival

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Motivator-Hygiene/Intrinsic-Extrinsic Need Theory

Intrinsic Factors are concerned with opportunity for personal growth, development, and advancement, and deals with the quality of work performed Extrinsic Factors are concerned with the context of the workplace, such as level of pay, working conditions, and fringe benefits

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Achievement Motivation Theory

Need for Achievement reflects a desire to take on tasks and accomplish them satisfactorily Need for Affiliation reflects the desire of individuals to belong to a social group and to participate with others and create friendships Need for Power individuals are comfortable in executive positions where they can make decisions in highly competitive situations

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Expectancy Theory
Motivation is the result of: 1. The expectancy that an effort will result in desired level of performance 2. The likelihood that the performance will be linked with important intrinsic and extrinsic (first and second level outcomes) 3. The value or attractiveness of the outcome or reward to the individual
Motivation = f (Effort Performance) X (Performance Rewards) X Value of Rewards

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Ex. 14-2: Determinants of Effort to Performance Expectancies

Self-esteem

Past experiences in similar situations

Actual situation Communication from others Determinants of E P expectancies

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Ex. 14-3: Determinants of Performance to Outcome Expectancies

Past experience in similar situations Attractiveness of outcomes Belief in internal vs. external control P E P expectancies O

Actual situation Communication from others Determinants of P O expectancies

Communications from others

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Ex. 14-4: The Expectancy Model of Motivation

E P expectancy Perceived probability of successful performance, given effort P O expectancy Perceived probability of receiving an outcome, given successful performance First-level outcomes,
each with valence

Instrumentality Perceived probability of a first-level outcome leading to a second-level outcome

OutcomeD

OutcomeA
(extrinsic)

OutcomeE
Performance OutcomeB
(extrinsic)
Second-level outcomes, each with valence

Effort

OutcomeC
(intrinsic)

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Ex. 14-5: Equity Theory Equation

Outcomesself
=

Outcomesother Inputsother

Inputsself

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Concept of Work in the Meaning of Work Study

Work Centrality the degree of general importance and value attributed to the working role in an individuals life Societal Norms about Working the degree of normative beliefs and expectations regarding entitlement (specific rights) and obligations (duties) attached to working Work Goals work related outcomes preferred by individuals in the entire span of working life

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Ex. 14.6: Work Centrality Scores (selected)

Mean work centrality score

8.0

7.78

Japan (7)

Work is more important and more central in life

7.10 6.94 6.67 6.36

Israel (4) United States (3) Germany (1)

Britain (0)

6.0

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Ex. 14-7: Comparison of Entitlement and Obligation Scores of Eight Countries

Obligation (T-scores) Higher agreement with obligation items

.
.
United States (996)

Israel (948)

. Yugoslavia
(538)

.
Japan (3127)

.
Germany (1270)

Grand mean

.
Britain (806)

Belgium (449)

Netherlands (980)

Entitlement (T-scores) Higher agreement with entitlement items Grand mean

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Ex. 14-9: Rankings of Top Four Work Characteristics in Nine Countries

Work Values Generous holidays Job respected Good hours Uses initiative Responsibility Interesting job Achieve something United States 1 2 3 4 Germany 1 2 3 Turkey 1 4 Russia 3 4 2 1 1 4 2 Japan

3 2

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Ex. 14-9 (contd.)

Work Values Peru Nigeria India China

Generous holidays Job respected Good hours Uses initiative Responsibility Interesting job Achieve something

1
3

1 4 2 3

1
4 2

2 4

3 2 4

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Ex. 14-10: The Role of Cultural Variations in the Meaning of Work and Work Motivation (adapted)
Self-efficacy beliefs

Individual Factors (who we are)

Ecological Context Culturally-derived work norms/values (how we approach work) Work motivation/ performance goals Behavior and performance Outcomes and Rewards

Societal Culture

Performance contingencies Level of Eco. Dev. Environmental Factors (how we live) Incentives and disincentives to perform

Job attitudes and trust

Perceived Equity

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Ex. 14-11: Match Between Cultural Environment and Incentive Systems

National Characteristics Frequent disruptions of political stability Long-established socialist system Isolated geographic location Highly equivocal language Cultural Characteristics High team spirit Strong preference for egalitarianism Emphasis on social needs High tolerance for ambiguity Effective Incentive Systems Group-based incentives Equal distribution of awards Rewards that enhance social interaction Nonspecific rewards tied to overall performance

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Key Terms and Concepts

Motivation Intrinsic factor Extrinsic factor Self-actualization Need for achievement Need for affiliation Need for power Norm of equity Norm of equality

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Key Terms and Concepts (contd.)

Role ambiguity Role overload Work centrality Locus of control internal and external Organizational commitment Job satisfaction Meaning of Work study