PRESENTATION BY: YOGITA(100804) ARUNA (100755)

Motivation is an important factor which encourages Persons to give their best performance and help in reaching enterprise goals.

A psychological process through which unsatisfied wants or needs lead to drives that are aimed at goals or incentives. The Basic Motivation Process
Unsatisfied need Drive toward goal to satisfy need Attainment of goal (need satisfaction)

The Universalist Assumption

The first assumption is that the motivation process is universal, that all people are motivated to pursue goals they valuewhat the work-motivation theorists call goals with high valence or preference The process is universal
Culture influences the specific content and goals pursued Motivation differs across cultures

 Content theories that explain work motivation in terms of what arouses, energizes, or initiates employee behavior. Process theories that explain work motivation by how employee behavior is initiated, redirected.

Content Theories
Maslows Hierarchy of Needs Herzbergs Two-Factor Theory Achievement theory

Process Theories
Expectancy Theory Equity Theory Goal Setting Theory

Maslows theory rests on a number of basic assumptions:

Lower-level needs must be satisfied before higher-level needs become motivators A need that is satisfied no longer serves as a motivator There are more ways to satisfy higher-level than there are ways to satisfy lower-level needs

International Findings: Haire study indicated all these needs were important to the respondents across cultures
International managers indicated the upper-level needs were of particular importance to them Findings for select country clusters (Latin Europe, United States/United Kingdom, and Nordic Europe) indicated autonomy and self-actualization were the most important and least satisfied needs for the respondents

Another study of managers in eight East Asian countries found that autonomy and self-actualization in most cases also ranked high

Hofstedes research indicates:

Self-actualization and esteem needs rank highest for professionals and managers

Security, earnings, benefits, and physical working conditions most important to low-level, unskilled workers
MNCs should focus on giving physical rewards to lowerlevel personnel and creating a climate of challenge, autonomy, the ability to use ones skills, and cooperation for middle- and upper-level personnel

Motivators Job-content factors such as achievement, recognition, responsibility, advancement, and the work itself

Hygiene Factors Job-context variables such as salary, interpersonal relations, technical supervision, working conditions, and company policies and administration

Hygiene Factors
Salary Technical supervision Company policies and administration

Motivators
Achievement Recognition Responsibility Advancement The work itself

Interpersonal relations
Working conditions

Hygiene factors help to prevent dissatisfaction thus the term hygiene as it is used in the health field Only motivators lead to satisfaction Efforts to motivate human resources must provide:
Recognition A chance to achieve and grow Advancement Interesting work

International findings:

Two categories of International findings relate to the two-factor theory:

One type of study consists of replications of Herzbergs research in a particular country

Do managers in country X give answers similar to those in Herzbergs original studies?

The others are cross-cultural studies focusing on job satisfaction

What factors cause job satisfaction and how do these responses differ from country to country?

Cross-cultural satisfaction studies

Motivators tend to be more important to job satisfaction than hygiene factors
For MBA candidates from four countries ranked hygiene factors at the bottom and motivators at the top For lower- and middle-management personnel attending management development courses in Canada, the United Kingdom, France, and Japan job content may be more important than job context

Characteristic profile of high achievers: They like situations in which they take personal responsibility for finding solutions to problems. Tend to be moderate risk-takers rather than high or low risk-takers. Want concrete feedback on their performance. Often tend to be loners, and not team players.

International Findings:

Achievement motivation theory must be modified to meet the specific needs of the local culture: The culture of many countries does not support high achievement Anglo cultures and those that reward entrepreneurial effort do support achievement motivation and their human resources should probably be managed accordingly

International Findings:
Employees in Asia and the Middle East often readily accept inequitable treatment in order to preserve group harmony
Men and women in Japan and Korea (and Latin America) typically receive different pay for doing the same work due to years of cultural conditioning women may not feel they are treated inequitably

Equity Theory

When people perceive they are being treated equitably it will have a positive effect on their job satisfaction If they believe they are not being treated fairly (especially in relation to relevant others) they will be dissatisfied which will have a negative effect on their job performance and they will strive to restore equity.

A process theory that focuses on how individuals go about setting goals and responding to them and the overall impact of this process on motivation Specific areas that are given attention in goal-setting theory include: The level of participation in setting goals Goal difficulty Goal specificity

The importance of objective

Timely feedback to progress toward goals

Unlike many theories of motivation, goal setting has been continually refined and developed There is considerable research evidence showing that employees perform extremely well when they are assigned specific and challenging goals that they have had a hand in setting Most of these studies have been conducted in the United States few have been carried out in other cultures

International Findings:

Norwegian employees shunned participation and preferred to have their union representatives work with management in determining work goals Researchers concluded that individual participation in goal setting was seen as inconsistent with the prevailing Norwegian philosophy of participation through union representatives

In the United States employee participation in setting goals is motivational it had no value for the Norwegian employees in this study

A process theory that postulates that motivation is influenced by a persons belief that
Effort will lead to performance Performance will lead to specific outcomes, and The outcomes will be of value to the individual

MOTIVATION( FORCE) =
VALENCE * EXPECTANCY * INSTRUMENTALITY

International Findings:
Expectancy theory predicts that high performance followed by high rewards will lead to high satisfaction

Does this theory have universal application?

Eden found some support for it while studying workers in Israel Matsui and colleagues found it could be successfully applied in Japan

Expectancy theory could be culture-bound international managers must be aware of this limitation in motivating human resources since expectancy theory is based on employees having considerable control over their environment (a condition that does not exist in many cultures)