1、Chapter 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.14Motivation in Multinational Companies 2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly a
2、ccessible website,in whole or in part.Learning Objectives(1 of 2)Recognize how people from different nations perceive the basic functions of working.Explain how people from different nations view the importance of working.Understand how the national context affects the basic processes of work motiva
3、tion.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 common theories of work motivation in different national contexts.Design jobs for high motivational potential in diff
4、erent national 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 we can understand how to motivate or lead people from different national cultures,we mus
5、t have some knowledge about what work means to people from different societies.Two basic questions must be answered:How important is work in peoples lives?What do people value in work?2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly accessible
6、 website,in whole or in part.How Important is Work in Peoples Lives?(1 of 2)Work Centrality is the degree of importance that work has in the life of an individual at a given time,as compared to other activities such as leisure and family.Higher levels of work centrality are closely correlated with t
7、he average number of hours worked per week.High levels of work centrality may lead to dedicated workers and effective 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 i
8、n Peoples Lives?(2 of 2)Work Obligation Norms are the degree to which work is seen as an obligation or duty in a society.These societies are more likely to have individuals adhering to this norm by working longer.Many of the emerging economies show very high levels of work obligation norms.2013 Ceng
9、age 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 p
10、ublicly accessible website,in whole or in part.What Do People Value in Work?(1 of 3)Two important work values are:People with Extrinsic Work Values express a preference for the security aspect of jobs such as income,job security,and less demanding work.Those with Intrinsic Work Values express prefer
11、ences for openness to change,the pursuit of autonomy,growth,creativity,and the use of initiative 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.Exhibit 14.2:Preference:Extrinsic Work Values 2013
12、 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 accessi
13、ble 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)In some soc
14、ieties,work is very central and absorbs much of a persons life.All people hope to receive certain benefits from work.Societies differ in the degree to which they regard work as an obligation to society.Many of the emerging economies that value extrinsic work values such as income and job security al
15、so place high value on 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.What Do People Value in Work?(3 of 3)The first key to successful motivational strategies in multinational comp
16、anies is understanding the differences regarding how people view the functions of work,work centrality,and the priorities given to different job 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
17、 part.The Basic Work-Motivation Process(1 of 2)Motivation is a psychological process resulting in goal-directed behavior that satisfies human needs A Need is a feeling of deficit or lacking that all people experience at some time.A Goal-directed Behavior is one that people use with the intention of
18、satisfying a 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 means that the consequences that follow a persons behavior encourage the person to
19、 continue the behavior.Example:bonus pay to encourage behavior Punishment means that the consequences that follow a persons behavior discourage the behavior.Example:docking pay to discourage behavior 2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a pub
20、licly 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 C
21、ultural values,norms&supporting social institutions influence the priority that people attach to work.Example:Early education in collectivist societies encourage people to develop a need to belong to groups.The national context influences reactions to goal-directed behaviors at work.Example:A Japane
22、se worker who brags about his performance will be sanctioned by his work 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 Motivationin the Multinational Context(1 of 2)Managers can
23、use work-motivation theories to develop systematic approaches to motivating employees.There are two basic types of motivational theories:The Need Theory assumes that people are motivated to work because their jobs satisfy basic needs and higher-level needs.The Process Theory assumes that motivation
24、arises from needs and values combined with an individuals beliefs regarding the work 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 Motivationin the Multinational Context(2
25、of 2)The Need Theories of motivation have the most international application.There are four need theories of motivation:Maslows Hierarchy of Needs ERG theory Motivator-hygiene theory Achievement motivation theory 2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or po
26、sted 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 offered the mo
27、st famous need theory,ranking five basic types of needs(lowest to highest):Physiological(food,water,basic survival)Security(safety,avoidance of threats)Affiliation(being loved,having friends,groups)Esteem(respect,recognition by others,self-worth)Self-actualization(maximize personal achievement)2013
28、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 first seek to satisfy lower needs,then higher ones.Once a lower need is satisfied,it no longer motivates.Example:If yo
29、ur base pay is adequate for survival,it no longer has motivational value.Then other characteristics of the work situation become motivational,such as working in teams to meet affiliation needs.2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly a
30、ccessible website,in whole or in part.Alderfers ERG Theory Alderfers simplified hierarchy of three needs includes existence needs,relatedness needs,&growth needs.In ERG theory,frustration of a need motivates behavior to satisfy the need.A person who cannot satisfy a higher need will seek to satisfy
31、lower-level needs.Example:If the satisfaction of growth needs is impossible on the job,relational needs become the prime 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
32、 The Motivator-Hygiene Theory assumes that a job has two characteristics:motivators and hygiene factors.Motivating Factors are the characteristics of jobs that allow people to fulfill higher-level needs.Example:a challenging job for achievement Hygiene Factors are characteristics of jobs that allow
33、people to fulfill lower-level needs.Example:good benefits and working conditions that satisfy security 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-Moti
34、vation Theory suggests that only some people(10%in U.S.)have the need to win in competitive situations or to exceed a standard of excellence.High achievement-motivated people set their own goals and seek challenging situations,but avoid those that are too difficult.High achievers desire immediate fe
35、edback so that they know how they are performing at each 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 related needs may be“grouped”in ways that match broad gro
36、ups proposed by Need theories.People from different nations do not give the same priorities to the needs that might be satisfied at work.Even with similar needs,they may not give the same level of importance of satisfying these needs.Multinational managers can use need satisfaction as a motivational
37、 tool if they take into account the particular needs that people in that nation 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
38、 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.Ma
39、y 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 the basic functions of work in the national or local culture.Identify the needs considered most important by workers in the national or local
40、 culture.Note that sources of need fulfillment may differ for the same needs.Understand the limitations of available jobs to satisfy 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 Rein
41、forcement Theories of Motivation:Expectancy Theory Expectancy Theory is a view of motivation that is more complex than simple need satisfaction:Work motivation is a function not only of a persons needs or values,but also of the persons beliefs regarding what happens if you work hard.Motivation inclu
42、des a persons desire to satisfy needs,but the level of motivation also depends on the persons belief regarding how much-or if-his efforts will eventually satisfy his needs.2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly accessible website,in
43、whole or in part.Expectancy Theory Equation Three factors make up Expectancy Theory:Expectancy:an individuals belief that his or her effort will lead to some result Valence:the value attached to the outcome of efforts Instrumentality:the links between early and later results of the work effort Motiv
44、ation=Expectancy x Valence x 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 are two key issues:Identify which outcomes people v
45、alue in a particular national or cultural setting;the multinational manager must find and use rewards with positive valance for employees.Find culturally appropriate ways to convince employees that their efforts will lead to desirable ends.2013 Cengage Learning.All Rights Reserved.May not be scanned
46、,copied or duplicated,or posted to a publicly accessible website,in whole or in part.Equity Theory Equity Theory focuses on the fairness that people perceive in the rewards that they receive for their efforts at work.People have no absolute standards for fairness regarding their efforts,but also com
47、pare themselves to others.Example:If two people have the same job and experience,but not the same pay,one is in overpayment equity,and the other in 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
48、 part.Applying Equity Theory in Multinational Settings Three principles of allocating rewards,depending on cultural settings:Equity norms prevail in individualistic cultures Equality norms prevail over equity norms in collectivist cultures.The principle of need may prevail over equity in certain con
49、ditions.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
50、 duplicated,or posted to a publicly accessible website,in whole or in part.Goal Setting Theory Goal-Setting Theory assumes that people want to achieve goals;the existence of a goal is motivating.To motivate,follow the principles of goal setting:Set clear and specific goals.Assign difficult but achie
