CROSS

CULTURAL
MOTIVATION
Dr. Ramila
LEARNING OBJECTIVES
The specific objectives of this lesson are to
1. Define motivation and explain it as a psychological process.
2. Examine the hierarchy-of-needs, two-factor, and achievement
motivation theories, and assess their value to international human
resource management.
3. Discuss how an understanding of employee satisfaction can be
useful in human resource management throughout the world.
4. Examine the value of process theories in motivating employees
worldwide.
5. Relate the importance of job design, work centrality, and rewards
to understanding how to motivate employees in an international
context.
 Cross Cultural Motivation 3

MOTIVATION
Instructions:
Answer the following questions.
[Link] Motivation?
[Link] the psychological process of
the motivation?
Cross Cultural Motivation 4

MOTIVATION DEFINITION
• “processes that account for an individual’s
intensity, direction and persistence of
efforts towards attaining a goal”
Stephen P. Robbins
Presentation title 5
NATURE OF MOTIVATION
• A psychological process through which unsatisfied
wants or needs lead to drives that are aimed at goals
or incentives.

• The determinants of motivation can be:

• Intrinsic.
An individual experiences fulfillment through
carrying out an activity itself and helping others.

• Extrinsic.
The external environment and result of the activity
in the form of competition or compensation or
incentive plans are of great importance.
Cross Cultural Motivation 7

MOTIVATION
Presentation title 8

BASIC PROCESS OF MOTIVATION

 Cross Cultural Motivation 9

MOTIVATION ACROSS CULTURE

THE UNIVERSALIST
•
•
ASSUMPTION
The motivation process is universal; all people are motivated to pursue goals they value.
But, culture influences specific content and goals pursued.
• So, the specific nature of motivation differs across cultures

For example, an individualist culture will

encourage people to be motivated by
personal goals, whereas a collectivist
culture will focus on group goals which are
to be achieved for the common good.
Presentation title 10

MOTIVATION ACROSS CULTURES

THE ASSUMPTION OF CONTENT AND
PROCESS
• Content Theories of Motivation
Theories that explain work motivation in terms of what arouses,
energizes, or initiates employee behavior.

• Process Theories of Motivation

Theories that explain work motivation by how employee behavior is
initiated, redirected, and halted.
Motivation Theory 11

THE HIERARCHY-OF-NEEDS THEORY

• Maslow’s theory
o There are five basic needs which constitute a need hierarchy.

• The theory rests on a number of assumptions:

o Lower-level needs must be satisfied before higher-level needs become
motivators
o A need that is satisfied no longer motivates
o More ways to satisfy higher-level than there are ways to satisfy lower-
level needs
Motivation Theory 12

MASLOW’S NEED HIERARCHY

Motivation Theory 13

THE HIERARCHY-OF-NEEDS THEORY

INTERNATIONAL FINDINGS
• International Findings
• Haire’s study indicated that all needs are important to respondents
across cultures
o International managers (not rank and file employees) indicated that
upper-level needs were of particular importance to them.
o Findings for select country clusters (Latin Europe, U.S./U.K., Nordic
Europe) indicated autonomy and self-actualization were the most
important and least satisfied needs for respondents.
Motivation Theory 14

THE HIERARCHY-OF-NEEDS THEORY

INTERNATIONAL FINDINGS
• Another study of East Asian managers in eight countries found autonomy
and self-actualization in most cases ranked high
• Some researchers have suggested modification of Maslow’s Western-
oriented hierarchy by re-ranking needs
 Asian culture emphasizes the needs of society
• So, a Chinese hierarchy of needs might have four levels ranked from
lowest to highest
 Belonging (social)
 Physiological
 Safety
 Self-actualization (in service of society)
Motivation Theory 15

COLLECTIVIST NEED HIERARCHY

Cross Cultural Motivation 16

 TOP-RANKING GOALS FOR PROFESSIONAL TECHNICAL

PERSONNEL FROM A LARGE VARIETY OF COUNTRIES
Cross Cultural Motivation 17

THE FOUR MOST IMPORTANT GOALS RANKED BY OCCUPATIONAL

GROUP AND RELATED TO THE NEED HIERARCHY
Cross Cultural Motivation 18

THE TWO-FACTOR THEORY OF

MOTIVATION
• The Hertzberg Theory
• A theory that identifies two sets of factors that influence job
satisfaction.
1. Motivators: Job content factors such as achievement, recognition,
responsibility, advancement, and the work itself. Only when motivators are
present will there be satisfaction.
2. Hygiene Factors: Job-context factors such as salary, interpersonal
relations, technical supervision, working conditions, and company policies
and administration. If hygiene factors aren’t taken care of there will be
dissatisfaction.
Cross Cultural Motivation 19

 HERZBERG’S TWO FACTOR THEORY

Motivation Theory 20

THE RELATIONSHIP BETWEEN MASLOW’S NEED HIERARCHY

AND HERZBERG’S TWO FACTOR THEORY
Motivation Theory 21

THE TWO-FACTOR THEORY OF MOTIVATION

INTERNATIONAL FINDINGS
• International findings on Hertzberg’s theory
 Research tends to support Herzberg’s theory
 Hines
• Surveyed 218 middle managers and 196 salaried employees in New
Zealand
• Found validity across occupational levels
 Similar study conducted among 178 Greek managers
• Overall theory held true
Cross Cultural Motivation 22

 MOTIVATION FACTORS IN ZAMBIA

Cross Cultural Motivation 23

SELECTED COUNTRIES HYGIENE AND MOTIVATION

Cross Cultural Motivation 24

THE RESULTS OF ADMINISTERING THE JOI TO FOUR CROSS-

CULTURAL GROUPS
Cross Cultural Motivation 25

ACHIEVEMENT MOTIVATION THEORY

• Achievement Motivation Theory
 Holds that individuals can have a need to get ahead, to attain success,
and to reach objectives.
• Profile of high achievers
 They like situations in which they take personal responsibility for finding
solutions to problems
 They tend to be moderate risk-takers rather than high or low risk-takers
 They want concrete feedback on performance
 They often tend to be loners and not team players
Cross Cultural Motivation 26

ACHIEVEMENT MOTIVATION THEORY

• To develop high achievement needs, individuals should
 Obtain feedback on performance and use the information to
channel efforts into areas where success is likely
 Emulate people who are successful achievers
 Develop an internal desire for success and challenges
 Daydream in positive terms by picturing self being successful
in the pursuit of important objectives
Cross Cultural Motivation 27

ACHIEVEMENT MOTIVATION THEORY

INTERNATIONAL FINDINGS
• Polish industrialists were high achievers
 Scoring 6.58 (U.S. managers’ scored an average 6.74)
• Some studies did not find a high need for achievement in Central European countries
 Average score for Czech managers was 3.32 – considerably lower than for U.S.
managers
• Achievement motivation theory must be modified to meet specific needs of local
culture
 Culture of many countries doesn’t support high achievement
 Anglo cultures and those rewarding entrepreneurial effort do support
achievement motivation and their human resources should probably be managed
accordingly
Cross Cultural Motivation 28

SELECTED COUNTRIES ON THE UNCERTAINTY-AVOIDANCE

AND MASCULINITY SCALES
Motivation Theory 29

 SELECT PROCESS THEORIES EQUITY

THEORY
• Equity Theory
• Focuses on how motivation is affected by people’s perception of how fairly
they are being treated.
 When people perceive they are treated equitably, it will have a positive
effect on their job satisfaction
 If people believe they aren’t being treated fairly (especially relative to
relevant others), they will be dissatisfied leading to negative effect on
job performance; they will attempt to restore equity
• While there is considerable support for the theory in the Western world,
support is mixed on an international basis
Motivation Theory 30

SELECT PROCESS THEORIES

INTERNATIONAL FINDINGS
•  International findings on equity theory
• Israeli kibbutz production unit, everyone treated same but managers
reported lower satisfaction levels than workers
• Managers perceived contributions greater than other groups in kibbutz
and felt under-compensated for value and effort.
• Employees in Asia and Middle East often readily accept inequitable
treatment in order to preserve group harmony
• Japanese men and women (and in Latin America) typically receive different
pay for doing same work; due to years of cultural conditioning women
may not feel treated inequitably
Cross Cultural Motivation 31

INDIVIDUALISTIC AND COLLECTIVIST APPROACHES TO

EQUITY MODEL
Cross Cultural Motivation 32

SELECT PROCESS THEORIES GOAL-

SETTING THEORY
• Goal Setting Theory
 Focuses on how individuals set goals and respond to them and the
overall impact of this process on motivation.
• Specific areas given attention in this theory
 Level of participation in goal setting
 Goal difficulty
 Goal specificity
 Importance of objective
 Timely feedback to progress toward goals
 Cross Cultural Motivation 33

SELECT PROCESS THEORIES GOAL-SETTING THEORY

INTERNATIONAL FINDINGS
•  International
Findings on goal setting theory
 Norwegian employees shunned participation and preferred to have union
representatives work with management to determine work goals
 Individual participation in goal setting was inconsistent with the prevailing
Norwegian philosophy of participation through a union rep
 In the U.S., employee participation in goal setting is motivational; no value
for Norwegian employees in this study
Motivation Theory 34

SELECT PROCESS THEORIES

EXPECTANCY THEORY
• Expectancy Theory
• A process theory that 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
 High performance followed by high rewards will lead to high
satisfaction
Cross Cultural Motivation 35

SELECT PROCESS THEORIES

INTERNATIONAL FINDINGS
• International findings on expectancy theory
 Eden found some support for the theory while studying
workers in an Israeli kibbutz
 Matsui and colleagues found it could be successfully applied
in Japan
• The theory seems culture-bound
 It is based on employees having considerable control over
their environment (which does not exist in many cultures)
Cross Cultural Motivation 36

MOTIVATION APPLIED: JOB DESIGN,

WORK CENTRALITY, AND REWARDS
• Job Design
• A 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) is not the same throughout the world
• Assembly-line workers in Japan work at a rapid pace for hours and have little control
over their work activities
• Assembly-line workers in Sweden work at more relaxed pace and have a great deal of
control over work activities
• U.S. assembly-line workers typically work somewhere in between – at a pace less
demanding than Japan’s but more structured than Sweden’s
• QWL may be directly related to culture of the country
Cross Cultural Motivation 37

CULTURAL DIMENSIONS IN JAPAN, SWEDEN, AND THE

UNITED STATES
Cross Cultural Motivation 38

MOTIVATION APPLIED: JOB DESIGN,

WORK CENTRALITY, AND REWARDS
• Socio-Technical Job Designs
 Job designs that blend personnel and technology.
• The objective of these designs is to integrate new technology into the
workplace so workers accept and use it to increase overall productivity
 New technology often requires people learn new methods and in some
cases work faster
 Employee resistance is common
 Some firms introduced sociotechnical designs for better blending of
personnel and technology without sacrificing efficiency
Cross Cultural Motivation 39

MOTIVATION APPLIED: JOB DESIGN,

WORK CENTRALITY, AND REWARDS
• Work Centrality
The importance of work in an individual’s life relative to other areas of
interest.
• Can provide important insights into how to motivate human resources in
different cultures
 Japan has highest level of work centrality
 Israel has moderately high levels
 U.S. and Belgium have average levels
 The Netherlands and Germany have moderately low levels
 Britain has low levels
Cross Cultural Motivation 40

MOTIVATION APPLIED: JOB DESIGN,

WORK CENTRALITY, AND REWARDS
• Value of Work
• Work is an important part of people’s lives in the U.S. and Japan
 Americans and Japanese work long hours because the cost of living is
high
 Most Japanese managers expect salaried employees who aren’t paid
extra to stay late at work; overtime has become a requirement of the
job
 Recent evidence exists that Japanese workers may do far less work in
business day than outsiders would suspect
Cross Cultural Motivation 41

MOTIVATION APPLIED: JOB DESIGN,

WORK CENTRALITY, AND REWARDS
• Value of Work
• There is a growing interest in the impact of overwork on employees
 In Japan, one-third of the working-age population suffers from chronic
fatigue
 The Japanese prime minister’s office found the majority of those
surveyed complained of
 Chronic exhaustion
 Emotional stress
 Abusive conditions in workplace
 Karoshi (“overwork” or “job burnout”) is now recognized as a real social
problem
Cross Cultural Motvation 42

VALUE OF WORK
Cross Cultural Motivation 43

REWARD SYSTEMS
MANAGERS EVERYWHERE USE
REWARDS TO MOTIVATE PERSONNEL
• However, significant differences
exist between reward systems
that work best in one country
and those that are most effective
in another.
 Many cultures base
compensation on group
membership
• Workers in many countries
motivated by things other than
financial rewards
Cross Cultural Motivation 44

 INCENTIVES AND CULTURE

• The use of financial incentives to motivate employees is very common
 But, culture influences the types of incentives that are considered to be
important
• Financial incentive systems vary
 Individual incentive-based pay systems in which workers paid
directly for output
 Systems in which employees earn individual bonuses based on
organizational performance goals
Cross Cultural Motivation 45

REVIEW AND DISCUSS

• Do people throughout the world have needs similar to
those described in Maslow’s need hierarchy?
• Is Herzberg’s two-factor theory universally applicable to
human resource management, or is its value limited to
Anglo countries?
• In managing operations in Europe, which process
theory– equity, goal-setting, or expectancy – would be
of most value to an American manager? Why?
THANK YOU
Dr. Ramila Devi
[Link]@[Link]