Cross cultural management 5e by cullen CH14

Chapter 14 Motivation in Multinational Companies © 2011 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 •• Know Know how how people people from from different different nations nations perceive perceive the the basic basic functions functions ofof working working •• Know Know 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 © 2011 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 •• Be Be able able toto apply apply common common theories theories ofof work work motivation motivation inin different different national national context context •• Be Be able able toto design design jobs jobs for for high high motivational motivational potential potential inin different different national national cultures cultures © 2011 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 in Multinationals •• Multinational Multinational managers managers must must understand understand how how toto motivate motivate international international employees employees •• Multinationals Multinationals face face an an array array ofof challenges challenges toto motivate motivate aa workforce workforce inin the the face face ofof aa rapidly rapidly changing changing labor labor market market © 2011 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 People’s Lives? •• Work Work centrality: centrality: overall overall value value ofof work work inin aa person’s person’s life life Work Work 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 match match 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 © 2011 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: Differences in Work Centrality in Seven Countries © 2011 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 People’s Lives? •• Work Work obligation obligation norms norms Societies Societies that that have have high high work work obligation obligation norms norms expect expect their their citizens citizens toto view view work work as as an an obligation obligation or or aa duty duty 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 © 2011 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: Levels of Work Obligations in Various Societies © 2011 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? •• Extrinsic Extrinsic work work values: values: individuals individuals express express preference preference for for security security from from their their jobs jobs with with such such aspects aspects as as income, income, job job security, security, and and less less demanding demanding work work •• 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 © 2011 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: Extrinsic Work Values for Selected Countries © 2011 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 Goal setting setting works works toto some some degree, degree, regardless regardless ofof location location •• Cultural Cultural expectations expectations vary—managers vary—managers must must know know IsIs itit better better toto set set goals goals for for groups groups or or for for individuals? individuals? © 2011 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: Cultural Effects on Performance by the Degree of Participation in Goal Setting © 2011 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 •• Operant Operant conditioning: conditioning: model model proposes proposes that that behavior behavior isis aa function function ofof its its consequences consequences •• Positive Positive reinforcement—response reinforcement—response with with rewarding rewarding consequence consequence Pleasurable Pleasurable consequence consequence == behavior behavior continues continues •• Punishment—negative Punishment—negative consequence consequence Unpleasant Unpleasant consequence consequence == behavior behavior stops stops © 2011 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: Management Examples of Operant-Conditioning Process and Types of Consequences © 2011 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 •• •• Positive Positive reinforcement reinforcement works works Difficulty Difficulty isis inin identifying identifying appropriate appropriate rewards rewards as as reinforcers reinforcers •• National National context context defines defines acceptable acceptable and and legitimate legitimate rewards rewards © 2011 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 14.14: Effects of Positive Reinforcement and Types of Rewards in a Russian Cotton Mill © 2011 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Multinational Applications of Process/Reinforcement Theories •• Expectancy Expectancy theory: theory: key key isis identifying identifying nationally nationally appropriate appropriate rewards rewards that that have have positive positive valence valence •• Equity Equity theory: theory: assess assess meaning meaning and and principle principle ofof equity equity inin national national context context •• Goal-setting Goal-setting theory: theory: should should goals goals be be assigned assigned toto groups groups or or individuals? individuals? •• Reinforcement Reinforcement theory: theory: what what people people value value atat work work will will influence influence the the types types ofof reinforcers reinforcers that that can can be be used used © 2011 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: U.S Perspectives •• The The job-characteristic job-characteristic model model approach approach Work Work isis more more motivating motivating when when managers managers enrich enrich core core job job characteristics, characteristics, such such as as by by increasing increasing number number ofof skills skills aa job job requires requires © 2011 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Job-Characteristics Model •• Three Three critical critical psychological psychological states states as as 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 © 2011 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 •• •• •• •• •• Skill Skill variety variety Task Task identity identity Task Task significance significance Autonomy Autonomy Feedback Feedback © 2011 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 14.15: A Motivating Job in the Job-Characteristics Model © 2011 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: European Perspective •• Sociotechnical Sociotechnical systems systems (STS) (STS) approach: approach: focuses focuses on on designing designing motivating motivating jobs jobs by by blending blending the the social social system system with with different different technologies technologies •• Autonomous Autonomous work work group: group: team team or or unit unit that that has has nearly nearly complete complete responsibility responsibility for for aa particular particular task task •• Team’s Team’s task task rather rather than than individual individual task task isis focus focus ofof job job enrichment enrichment © 2011 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 •• Distinction Distinction between between individualistic individualistic and and collectivist collectivist cultures cultures should should determine determine the the choice choice ofof job-enrichment job-enrichment U.S.—individual U.S.—individual Japan—team Japan—team •• Social Social loafing: loafing: term term used used when when people people expend expend less less effort effort when when they they work work inin groups groups © 2011 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 14.16: Comparing the Performance of Chinese, U.S., and Israeli Managers Working Alone and in Groups © 2011 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Conclusion •• Motivating Motivatingworkers workersinindiverse diversecultural culturalsettings settingsisisaaconstant constant challenge challengefor formultinational multinationalmanagers managers •• Chapter Chapteraddresses addressesseveral severalimportant importantissues issuesrelated relatedtoto motivation motivation •• Chapter Chapterfirst firstexamines examinesbasic basicdifferences differencesininhow howpeople peopleview view various variouswork workaspects aspects •• Chapter Chapterreviews reviewsbasic basicprocesses processesand andclassic classictheories theoriesofof motivation motivation •• Each Eachmultinational multinationalmust mustfind findways waystotomotivate motivatetheir theirworkers workerstoto stay staycompetitive competitive © 2011 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part ... likely likely toto have have individuals individuals adhering adhering toto this this norm norm by by working working longer longer © 2011 Cengage Learning All Rights Reserved May not be scanned,... 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 •• Sources