Chapter 14

Motivation in Multinational
Companies

2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Learning Objectives (1 of 2)

Recognize
Recognize how
how people
people from
from different
different nations
nations perceive
perceive
the
the basic
basic functions
functions ofof working.
working.
Explain
Explain how
how people
people from
from different
different nations
nations view
view the
the
importance
importance ofof working.
working.
Understand
Understand how
how the
the national
national context
context affects
affects the
the basic
basic
processes
processes ofof work
work motivation.
motivation.
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Learning Objectives (2 of 2)

Apply
Apply common
common theories
theories ofof work
work motivation
motivation inin different
different
national
national contexts.
contexts.
Design
Design jobs
jobs for
for high
high motivational
motivational potential
potential inin different
different
national
national cultures.
cultures.

2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Work Values and

the Meaning of Work
Before
Before we
we can
can understand
understand how
how toto motivate
motivate or
or lead
lead
people
people from
from different
different national
national cultures,
cultures, we
we must
must have
have
some
some knowledge
knowledge about
about what
what work
work means
means toto people
people
from
from different
different societies.
societies.
Two
Two basic
basic questions
questions must
must be
be answered:
answered:
How
How important
important isis work
work inin peoples
peoples lives?
lives?
What
What do
do people
people value
value inin work?
work?
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

How Important is Work

in Peoples Lives? (1 of 2)
Work
Work Centrality
Centrality isis the
the degree
degree ofof importance
importance that
that work
work
has
has inin the
the life
life ofof an
an individual
individual atat aa given
given time,
time, as
as
compared
compared toto other
other activities
activities such
such as
as leisure
leisure and
and family.
family.
Higher
Higher levels
levels ofof work
work centrality
centrality are
are closely
closely
correlated
correlated with
with the
the average
average number
number ofof hours
hours worked
worked
per
per week.
week.
High
High levels
levels ofof work
work centrality
centrality may
may lead
lead toto dedicated
dedicated
workers
workers and
and effective
effective organizations.
organizations.
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

How Important is Work

in Peoples Lives? (2 of 2)
Work
Work Obligation
Obligation Norms
Norms are
are the
the degree
degree toto which
which work
work
isis seen
seen as
as an
an obligation
obligation or
or duty
duty inin aa society.
society.
These
These societies
societies are
are more
more likely
likely toto have
have individuals
individuals
adhering
adhering toto this
this norm
norm by
by working
working longer.
longer.
Many
Many ofof the
the emerging
emerging economies
economies show
show very
very high
high
levels
levels ofof work
work obligation
obligation norms.
norms.

2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Exhibit 14.1:
Levels of Work Obligation Norms
in Various Societies

2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

What Do People Value

in Work? (1 of 3)
Two
Two important
important work
work values
values are:
are:
People
People with
with Extrinsic
Extrinsic Work
Work Values
Values express
express aa
preference
preference for
for the
the security
security aspect
aspect ofof jobs
jobs such
such as
as
income,
income, job
job security,
security, and
and less
less demanding
demanding work.
work.
Those
Those with
with Intrinsic
Intrinsic Work
Work Values
Values express
express
preferences
preferences for
for openness
openness toto change,
change, the
the pursuit
pursuit ofof
autonomy,
autonomy, growth,
growth, creativity,
creativity, and
and the
the use
use ofof initiative
initiative
atat work.
work.
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Exhibit 14.2:
Preference: Extrinsic Work Values

2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Exhibit 14.3:
Preference: Intrinsic Work Values

2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Exhibit 14.4:
Importance Rankings of Work
Characteristics in Nine Countries

2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

What Do People Value

in Work? (2 of 3)
InIn some
some societies,
societies, work
work isis very
very central
central and
and absorbs
absorbs
much
much ofof aa persons
persons life.
life.
All
All people
people hope
hope toto receive
receive certain
certain benefits
benefits from
from work.
work.
Societies
Societies differ
differ inin the
the degree
degree toto which
which they
they regard
regard work
work
as
as an
an obligation
obligation toto society.
society.
Many
Many ofof the
the emerging
emerging economies
economies that
that value
value extrinsic
extrinsic
work
work values
values such
such as
as income
income and
and job
job security
security also
also
place
place high
high value
value on
on intrinsic
intrinsic work
work values.
values.
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

What Do People Value

in Work? (3 of 3)
The
The first
first key
key toto successful
successful motivational
motivational strategies
strategies inin
multinational
multinational companies
companies isis understanding
understanding the
the
differences
differences regarding
regarding how
how people
people view
view the
the functions
functions ofof
work,
work, work
work centrality,
centrality, and
and the
the priorities
priorities given
given toto
different
different job
job characteristics.
characteristics.

2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

The Basic
Work-Motivation Process (1 of 2)
Motivation
Motivation isis aa psychological
psychological process
process resulting
resulting inin goalgoaldirected
directed behavior
behavior that
that satisfies
satisfies human
human needs
needs
AANeed
Need isis aa feeling
feeling ofof deficit
deficit or
or lacking
lacking that
that all
all people
people
experience
experience atat some
some time.
time.
AAGoal-directed
Goal-directed Behavior
Behavior isis one
one that
that people
people use
use with
with
the
the intention
intention ofof satisfying
satisfying aa need.
need.

2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

The Basic
Work-Motivation Process (2 of 2)
Reinforcement
Reinforcement means
means that
that the
the consequences
consequences that
that
follow
follow aa persons
persons behavior
behavior encourage
encourage the
the person
person toto
continue
continue the
the behavior.
behavior.
Example:
Example: bonus
bonus pay
pay toto encourage
encourage behavior
behavior
Punishment
Punishment means
means that
that the
the consequences
consequences that
that follow
follow
aa persons
persons behavior
behavior discourage
discourage the
the behavior.
behavior.
Example:
Example: docking
docking pay
pay toto discourage
discourage behavior
behavior
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Exhibit 14.5:
The Basic Work Motivation Process
and the National Context

2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

National Context
and Work Motivation
Cultural
Cultural values,
values, norms
norms && supporting
supporting social
social institutions
institutions
influence
influence the
the priority
priority that
that people
people attach
attach toto work.
work.
Example:
Example: Early
Early education
education inin collectivist
collectivist societies
societies
encourage
encourage people
people toto develop
develop aa need
need toto belong
belong toto
groups.
groups.
The
The national
national context
context influences
influences reactions
reactions toto goalgoaldirected
directed behaviors
behaviors atat work.
work.
Example:
Example: AAJapanese
Japanese worker
worker who
who brags
brags about
about his
his
performance
performance will
will be
be sanctioned
sanctioned by
by his
his work
work group.
group.
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Theories of Work Motivation

in the Multinational Context
(1 of 2)

Managers
Managers can
can use
use work-motivation
work-motivation theories
theories toto develop
develop
systematic
systematic approaches
approaches toto motivating
motivating employees.
employees.
There
There are
are two
two basic
basic types
types ofof motivational
motivational theories:
theories:
The
The Need
NeedTheory
Theory assumes
assumes that
that people
people are
are motivated
motivated
toto work
work because
because their
their jobs
jobs satisfy
satisfy basic
basic needs
needs and
and
higher-level
higher-level needs.
needs.
The
The Process
ProcessTheory
Theory assumes
assumes that
that motivation
motivation arises
arises
from
from needs
needs and
and values
values combined
combined with
with an
an individuals
individuals
beliefs
beliefs regarding
regarding the
the work
work environment.
environment.
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Theories of Work Motivation

in the Multinational Context
(2 of 2)

The
The Need
NeedTheories
Theories ofof motivation
motivation have
have the
the most
most
international
international application.
application.
There
There are
are four
four need
need theories
theories ofof motivation:
motivation:
Maslows
Maslows Hierarchy
Hierarchy ofof Needs
Needs
ERG
ERG theory
theory
Motivator-hygiene
Motivator-hygiene theory
theory
Achievement
Achievement motivation
motivation theory
theory
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Exhibit 14.6:
Need Theories of Motivation

2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Maslows Hierarchy of Needs

(1 of 2)

Maslow
Maslow offered
offered the
the most
most famous
famous need
need theory,
theory, ranking
ranking
five
five basic
basic types
types ofof needs
needs (lowest
(lowest toto highest):
highest):
Physiological
Physiological (food,
(food, water,
water, basic
basic survival)
survival)
Security
Security (safety,
(safety, avoidance
avoidance ofof threats)
threats)
Affiliation
Affiliation (being
(being loved,
loved, having
having friends,
friends, groups)
groups)
Esteem
Esteem (respect,
(respect, recognition
recognition by
by others,
others, self-worth)
self-worth)
Self-actualization
Self-actualization (maximize
(maximize personal
personal achievement)
achievement)
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Maslows Hierarchy of Needs

(2 of 2)

People
People first
first seek
seek toto satisfy
satisfy lower
lower needs,
needs, then
then higher
higher
ones.
ones.
Once
Once aa lower
lower need
need isis satisfied,
satisfied, itit no
no longer
longer motivates.
motivates.
Example:
Example: IfIf your
your base
base pay
pay isis adequate
adequate for
for survival,
survival, itit
no
no longer
longer has
has motivational
motivational value.
value.
Then
Then other
other characteristics
characteristics ofof the
the work
work situation
situation
become
become motivational,
motivational, such
such as
as working
working inin teams
teams toto
meet
meet affiliation
affiliation needs.
needs.
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Alderfers ERG Theory

Alderfers
Alderfers simplified
simplified hierarchy
hierarchy ofof three
three needs
needs includes
includes
existence
existence needs,
needs, relatedness
relatedness needs,
needs, && growth
growth needs.
needs.
InIn ERG
ERG theory,
theory, frustration
frustration ofof aa need
need motivates
motivates behavior
behavior
toto satisfy
satisfy the
the need.
need.
AAperson
person who
who cannot
cannot satisfy
satisfy aa higher
higher need
need will
will seek
seek toto
satisfy
satisfy lower-level
lower-level needs.
needs.
Example:
Example: IfIf the
the satisfaction
satisfaction ofof growth
growth needs
needs isis
impossible
impossible on
on the
the job,
job, relational
relational needs
needs become
become the
the
prime
prime motivator.
motivator.
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Motivator-Hygiene Theory
The
The Motivator-Hygiene
Motivator-HygieneTheory
Theory assumes
assumes that
that aa job
job has
has
two
two characteristics:
characteristics: motivators
motivators and
and hygiene
hygiene factors.
factors.
Motivating
Motivating Factors
Factors are
are the
the characteristics
characteristics ofof jobs
jobs that
that
allow
allow people
people toto fulfill
fulfill higher-level
higher-level needs.
needs.
Example:
Example: aa challenging
challenging job
job for
for achievement
achievement
Hygiene
Hygiene Factors
Factors are
are characteristics
characteristics ofof jobs
jobs that
that allow
allow
people
people toto fulfill
fulfill lower-level
lower-level needs.
needs.
Example:
Example: good
good benefits
benefits and
and working
working conditions
conditions that
that
satisfy
satisfy security
security needs.
needs.
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Achievement-Motivation Theory
Achievement-Motivation
Achievement-MotivationTheory
Theory suggests
suggests that
that only
only
some
some people
people (10%
(10% inin U.S.)have
U.S.)have the
the need
need toto win
win inin
competitive
competitive situations
situations or
or toto exceed
exceed aa standard
standard ofof
excellence.
excellence.
High
High achievement-motivated
achievement-motivated people
people set
set their
their own
own
goals
goals and
and seek
seek challenging
challenging situations,
situations, but
but avoid
avoid those
those
that
that are
are too
too difficult.
difficult.
High
High achievers
achievers desire
desire immediate
immediate feedback
feedback so
so that
that they
they
know
know how
how they
they are
are performing
performing atat each
each step.
step.
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Needs and the National Context

Work
Work related
related needs
needs may
may be
be grouped
grouped inin ways
ways that
that
match
match broad
broad groups
groups proposed
proposed by
by Need
Need theories.
theories.
People
People from
from different
different nations
nations do
do not
not give
give the
the same
same
priorities
priorities toto the
the needs
needs that
that might
might be
be satisfied
satisfied atat work.
work.
Even
Even with
with similar
similar needs,
needs, they
they may
may not
not give
give the
the same
same
level
level ofof importance
importance ofof satisfying
satisfying these
these needs.
needs.
Multinational
Multinational managers
managers can
can use
use need
need satisfaction
satisfaction as
as aa
motivational
motivational tool
tool ifif they
they take
take into
into account
account the
the particular
particular
needs
needs that
that people
people inin that
that nation
nation seek.
seek.
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Exhibit 14.7: Rankings of the

Importance of Job-Related Sources of
Need Satisfaction for Seven Countries

2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Exhibit 14.8:
Hofstedes Dimensions of National
Culture and Motivators at Work

2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Applying Need Theories in

Multinational Settings
Identify
Identify the
the basic
basic functions
functions ofof work
work inin the
the national
national or
or
local
local culture.
culture.
Identify
Identify the
the needs
needs considered
considered most
most important
important by
by
workers
workers inin the
the national
national or
or local
local culture.
culture.
Note
Note that
that sources
sources ofof need
need fulfillment
fulfillment may
may differ
differ for
for the
the
same
same needs.
needs.
Understand
Understand the
the limitations
limitations ofof available
available jobs
jobs toto satisfy
satisfy
needs.
needs.
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Process and Reinforcement

Theories of Motivation:
Expectancy Theory
Expectancy
ExpectancyTheory
Theory isis aa view
view ofof motivation
motivation that
that isis more
more
complex
complex than
than simple
simple need
need satisfaction:
satisfaction:
Work
Work motivation
motivation isis aa function
function not
not only
only ofof aa persons
persons
needs
needs or
or values,
values, but
but also
also ofof the
the persons
persons beliefs
beliefs
regarding
regarding what
what happens
happens ifif you
you work
work hard.
hard.
Motivation
Motivation includes
includes aa persons
persons desire
desire toto satisfy
satisfy
needs,
needs, but
but the
the level
level ofof motivation
motivation also
also depends
depends on
on
the
the persons
persons belief
belief regarding
regarding how
how much
much -- or
or ifif -- his
his
efforts
efforts will
will eventually
eventually satisfy
satisfy his
his needs.
needs.
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Expectancy Theory Equation

Three
Three factors
factors make
make up
up Expectancy
Expectancy Theory:
Theory:
Expectancy:
Expectancy: an
an individuals
individuals belief
belief that
that his
his or
or her
her
effort
effort will
will lead
lead toto some
some result
result
Valence:
Valence: the
the value
value attached
attached toto the
the outcome
outcome ofof
efforts
efforts
Instrumentality:
Instrumentality: the
the links
links between
between early
early and
and later
later
results
results ofof the
the work
work effort
effort
Motivation
Motivation == Expectancy
Expectancy xx Valence
Valence xx Instrumentality
Instrumentality
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Applying Expectancy Theory

in Multinational Settings
There
There are
are two
two key
key issues:
issues:
Identify
Identify which
which outcomes
outcomes people
people value
value inin aa particular
particular
national
national or
or cultural
cultural setting;
setting; the
the multinational
multinational
manager
manager must
must find
find and
and use
use rewards
rewards with
with positive
positive
valance
valance for
for employees.
employees.
Find
Find culturally
culturally appropriate
appropriate ways
ways toto convince
convince
employees
employees that
that their
their efforts
efforts will
will lead
lead toto desirable
desirable
ends.
ends.
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Equity Theory
Equity
EquityTheory
Theory focuses
focuses on
on the
the fairness
fairness that
that people
people
perceive
perceive inin the
the rewards
rewards that
that they
they receive
receive for
for their
their
efforts
efforts atat work.
work.
People
People have
have no
no absolute
absolute standards
standards for
for fairness
fairness
regarding
regarding their
their efforts,
efforts, but
but also
also compare
compare themselves
themselves toto
others.
others.
Example:
Example: IfIf two
two people
people have
have the
the same
same job
job and
and
experience,
experience, but
but not
not the
the same
same pay,
pay, one
one isis inin
overpayment
overpayment equity,
equity, and
and the
the other
other inin underpayment.
underpayment.
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Applying Equity Theory in

Multinational Settings
Three
Three principles
principles ofof allocating
allocating rewards,
rewards, depending
depending on
on
cultural
cultural settings:
settings:
Equity
Equity norms
norms prevail
prevail inin individualistic
individualistic cultures
cultures
Equality
Equality norms
norms prevail
prevail over
over equity
equity norms
norms inin
collectivist
collectivist cultures.
cultures.
The
The principle
principle ofof need
need may
may prevail
prevail over
over equity
equity inin
certain
certain conditions.
conditions.
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Exhibit 14.9:
Rewards from Peers for Contributions
to a Student Group Project

2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Goal Setting Theory

Goal-Setting
Goal-SettingTheory
Theory assumes
assumes that
that people
people want
want toto
achieve
achieve goals;
goals; the
the existence
existence ofof aa goal
goal isis motivating.
motivating.
To
To motivate,
motivate, follow
follow the
the principles
principles ofof goal
goal setting:
setting:
Set
Set clear
clear and
and specific
specific goals.
goals.
Assign
Assign difficult
difficult but
but achievable
achievable goals.
goals.
Increase
Increase employee
employee acceptance
acceptance ofof goals.
goals.
Provide
Provide incentives
incentives toto achieve
achieve goals.
goals.
Give
Give feedback
feedback on
on goal
goal attainment.
attainment.
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Applying Goal-Setting Theory

in Multinational Settings

Goal-Setting
Goal-Setting works
works toto some
some degree,
degree, anywhere.
anywhere.
Cultural
Cultural expectations
expectations vary
vary re
re who
who sets
sets goals,
goals, and
and itit isis
better
better toto set
set goals
goals for
for groups
groups or
or individuals.
individuals.
InIn individualistic
individualistic cultures,
cultures, setting
setting individual
individual goals
goals may
may
be
be more
more effective
effective than
than group
group goals.
goals.
InIn collectivist
collectivist cultures,
cultures, workers
workers will
will want
want toto participate
participate
inin goal-setting;
goal-setting; participation
participation may
may have
have aa greater
greater
chance
chance ofof enhancing
enhancing workers
workerscommitment
commitment toto the
the goal.
goal.
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Exhibit 14.10:
Cultural Effects on Performance by the
Degree of Participation in Goal Setting

2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Reinforcement Theory
Reinforcement
ReinforcementTheory
Theory focuses
focuses on
on operant
operant
conditioning,
conditioning, aa model
model which
which proposes
proposes that
that behavior
behavior isis
aa function
function ofof its
its consequences.
consequences.
IfIf aa pleasurable
pleasurable consequence
consequence follows
follows certain
certain
behavior,
behavior, the
the behavior
behavior continues.
continues. (positive
(positive
reinforcement)
reinforcement)
IfIf aa negative
negative consequence
consequence follows
follows certain
certain behavior,
behavior,
the
the behavior
behavior stops.
stops. (negative
(negative reinforcement)
reinforcement)
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Exhibit 14.11:
Examples of Operant-Conditioning
Process and Types of Consequences

2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Applying Reinforcement Theory

in Multinational Settings
For
For observable
observable behaviors,
behaviors, most
most U.S.
U.S. studies
studies suggest
suggest
that
that positive
positive reinforcement
reinforcement works.
works.
The
The difficulty
difficulty isis inin identifying
identifying appropriate
appropriate rewards
rewards as
as
reinforcers
reinforcers toto aa diverse
diverse group.
group.
The
The national
national context
context defines
defines acceptable
acceptable and
and legitimate
legitimate
rewards.
rewards.
Germany:
Germany: pay
pay and
and benefits
benefits not
not available
available as
as rewards
rewards
Japan:
Japan: Public
Public praise
praise may
may be
be embarrassing.
embarrassing.
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Key Points
in Multinational Applications of
Process/Reinforcement Theories
Expectancy
ExpectancyTheory:
Theory:The
The key
key isis toto identify
identify nationally
nationally
appropriate
appropriate rewards
rewards that
that have
have positive
positive valence.
valence.
Equity
EquityTheory:
Theory:Assess
Assess the
the meaning
meaning and
and principle
principle ofof
equity
equity inin the
the national
national context.
context.
Goal-setting
Goal-settingTheory:
Theory: Should
Should goals
goals be
be group/individual?
group/individual?
Should
Should workers/leaders
workers/leaders participate
participate inin goal
goal setting?
setting?
Reinforcement
ReinforcementTheory:
Theory:The
The institutional
institutional environment
environment
and
and what
what people
people value
value will
will affect
affect the
the types
types ofof available
available
rewards
rewards inin aa society.
society.
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Motivation and Job Design:

A U.S. Perspective
AAU.S.
U.S. approach:
approach: The
The Job-Characteristics
Job-Characteristics Model
Model
The
The most
most popular
popular U.S.
U.S. approach
approach isis the
the Job
Job
Characteristics
Characteristics Model:
Model: Work
Work isis more
more motivating
motivating
when
when managers
managers enrich
enrich core
core job
job characteristics,
characteristics, as
as
by
by increasing
increasing number
number ofof skills
skills aa job
job requires.
requires.

2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

The Job-Characteristics Model

Three
Three critical
critical psychological
psychological states
states are
are motivating:
motivating:
AAperson
person must
must believe
believe that
that his
his or
or her
her job
job isis
meaningful.
meaningful.
AAperson
person must
must believe
believe that
that he
he or
or she
she isis responsible
responsible
or
or accountable
accountable for
for the
the outcome
outcome ofof work.
work.
AAperson
person must
must understand
understand how
how well
well he
he or
or she
she has
has
performed.
performed.
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Core Characteristics of Job

The
The core
core job
job characteristics
characteristics that
that lead
lead toto motivating
motivating
psychological
psychological states
states are:
are:
Skill
Skill variety
variety
Task
Task identity
identity
Task
Task significance
significance
Autonomy
Autonomy
Feedback
Feedback
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Exhibit 14.12:
A Motivating Job in
the Job-Characteristics Model

2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Motivation and Job Design:

A European Perspective
The
The Sociotechnical
Sociotechnical Systems
Systems (STS)
(STS) approach
approach attempts
attempts
toto mesh
mesh both
both modern
modern technology
technology and
and the
the social
social needs
needs
ofof workers,
workers, but
but does
does not
not consider
consider them
them as
as individuals.
individuals.
Uses
Uses an
an Autonomous
Autonomous Work
Work Group:
Group: AAteam
team or
or unit
unit that
that
has
has nearly
nearly complete
complete responsibility
responsibility for
for aa particular
particular task.
task.
The
The STS
STS approach
approach builds
builds into
into aa job
job many
many ofof the
the same
same
motivational
motivational job
job characteristics,
characteristics, but
but the
the teams
teams task,
task,
not
not individual
individual tasks,
tasks, become
become the
the focus
focus ofof enrichment.
enrichment.
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Choosing Job-Enrichment
Techniques
in Multinational Settings (1 of 2)
Experts
Experts recommend:
recommend:
aa team
team focus
focus on
on job
job enrichment
enrichment inin collectivist
collectivist
cultures
cultures (Japan)
(Japan)
an
an individual
individual focus
focus inin individualistic
individualistic cultures
cultures (US)
(US)
InIn individualistic
individualistic cultures,
cultures, performance
performance drops
drops with
with the
the
use
use ofof teams.
teams.
Social
Social Loafing:
Loafing: People
People expend
expend less
less effort
effort when
when they
they
work
work inin groups.
groups.
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Choosing Job-Enrichment
Techniques
in Multinational Settings (2 of 2)
Why
Why Social
Social Loafing
Loafing inin individualistic
individualistic cultures?
cultures?
People
People do
do not
not feel
feel responsible
responsible for
for group
group outcomes.
outcomes.
They
They believe
believe the
the group
group will
will take
take up
up the
the slack.
slack.
They
They give
give their
their own
own work
work and
and interests
interests priority
priority over
over
those
those ofof the
the group.
group.

2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Exhibit 14.13:
Comparing the Performance of
Chinese, U.S., and Israeli Managers
Working Alone and in Groups

2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Summary
Motivating
Motivatingworkers
workersinindiverse
diversecultural
culturalsettings
settingsisisaaconstant
constant
challenge
challengefor
formultinational
multinationalmanagers.
managers.
Chapter
Chapter14
14addresses
addressesseveral
severalmotivational
motivationalissues
issuesand
and
examines
examinesthe
thedifferences
differencesininhow
howpeople
peopleview
viewwork
workaspects.
aspects.
Chapter
Chapter14
14reviews
reviewsbasic
basicprocesses
processesand
andclassic
classictheories
theoriesofof
motivation.
motivation.
Each
Eachmultinational
multinationalmust
mustfind
findways
waystotomotivate
motivatetheir
theirworkers,
workers,
appreciating
appreciatingsubtleties
subtletiesininapplying
applyingtheories
theoriestotodifferent
different
nations.
nations.
2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.