卡伦国际企业管理第6版-(28)课件

14MotivationinMultinationalCompanies14MotivationinMultinationalLearningObjectives(1of2)Recognizehowpeoplefromdifferentnationsperceivethebasicfunctionsofworking.Explainhowpeoplefromdifferentnationsviewtheimportanceofworking.Understandhowthenationalcontextaffectsthebasicprocessesofworkmotivation.LearningObjectives(1of2)LearningObjectives(2of2)Applycommontheoriesofworkmotivationindifferentnationalcontexts.Designjobsforhighmotivationalpotentialindifferentnationalcultures.LearningObjectives(2of2)WorkValuesand

theMeaningofWorkBeforewecanunderstandhowtomotivateorleadpeoplefromdifferentnationalcultures,wemusthavesomeknowledgeaboutwhatworkmeanstopeoplefromdifferentsocieties.Twobasicquestionsmustbeanswered:Howimportantisworkinpeople’slives?Whatdopeoplevalueinwork?WorkValuesand

theMeaningoHowImportantisWork

inPeople’sLives?(1of2)WorkCentralityisthedegreeofimportancethatworkhasinthelifeofanindividualatagiventime,ascomparedtootheractivitiessuchasleisureandfamily.Higherlevelsofworkcentralityarecloselycorrelatedwiththeaveragenumberofhoursworkedperweek.Highlevelsofworkcentralitymayleadtodedicatedworkersandeffectiveorganizations.HowImportantisWork

inPeopHowImportantisWork

inPeople’sLives?(2of2)WorkObligationNormsarethedegreetowhichworkisseenasanobligationordutyinasociety.Thesesocietiesaremorelikelytohaveindividualsadheringtothisnormbyworkinglonger.Manyoftheemergingeconomiesshowveryhighlevelsofworkobligationnorms.HowImportantisWork

inPeopExhibit14.1:

LevelsofWorkObligationNormsinVariousSocietiesExhibit14.1:

LevelsofWorkWhatDoPeopleValue

inWork?(1of3)Twoimportantworkvaluesare:PeoplewithExtrinsicWorkValuesexpressapreferenceforthesecurityaspectofjobssuchasincome,jobsecurity,andlessdemandingwork.ThosewithIntrinsicWorkValuesexpresspreferencesforopennesstochange,thepursuitofautonomy,growth,creativity,andtheuseofinitiativeatwork.WhatDoPeopleValue

inWork?Exhibit14.2:

Preference:ExtrinsicWorkValuesExhibit14.2:

Preference:ExtExhibit14.3:

Preference:IntrinsicWorkValuesExhibit14.3:

Preference:IntExhibit14.4:

ImportanceRankingsofWorkCharacteristicsinNineCountriesExhibit14.4:

ImportanceRankWhatDoPeopleValue

inWork?(2of3)Insomesocieties,workisverycentralandabsorbsmuchofaperson’slife.Allpeoplehopetoreceivecertainbenefitsfromwork.Societiesdifferinthedegreetowhichtheyregardworkasanobligationtosociety.Manyoftheemergingeconomiesthatvalueextrinsicworkvaluessuchasincomeandjobsecurityalsoplacehighvalueonintrinsicworkvalues.WhatDoPeopleValue

inWork?WhatDoPeopleValue

inWork?(3of3)Thefirstkeytosuccessfulmotivationalstrategiesinmultinationalcompaniesisunderstandingthedifferencesregardinghowpeopleviewthefunctionsofwork,workcentrality,andtheprioritiesgiventodifferentjobcharacteristics.WhatDoPeopleValue

inWork?TheBasic

Work-MotivationProcess(1of2)Motivationisapsychologicalprocessresultingingoal-directedbehaviorthatsatisfieshumanneedsANeedisafeelingofdeficitorlackingthatallpeopleexperienceatsometime.AGoal-directedBehaviorisonethatpeopleusewiththeintentionofsatisfyinganeed.TheBasic

Work-MotivationProTheBasic

Work-MotivationProcess(2of2)Reinforcementmeansthattheconsequencesthatfollowaperson’sbehaviorencouragethepersontocontinuethebehavior.Example:bonuspaytoencouragebehaviorPunishmentmeansthattheconsequencesthatfollowaperson’sbehaviordiscouragethebehavior.Example:dockingpaytodiscouragebehaviorTheBasic

Work-MotivationProExhibit14.5:

TheBasicWorkMotivationProcessandtheNationalContextExhibit14.5:

TheBasicWorkNationalContext

andWorkMotivationCulturalvalues,norms&supportingsocialinstitutionsinfluencetheprioritythatpeopleattachtowork.Example:Earlyeducationincollectivistsocietiesencouragepeopletodevelopaneedtobelongtogroups.Thenationalcontextinfluencesreactionstogoal-directedbehaviorsatwork.Example:AJapaneseworkerwhobragsabouthisperformancewillbesanctionedbyhisworkgroup.NationalContext

andWorkMotTheoriesofWorkMotivation

intheMultinationalContext

(1of2)Managerscanusework-motivationtheoriestodevelopsystematicapproachestomotivatingemployees.Therearetwobasictypesofmotivationaltheories:TheNeedTheoryassumesthatpeoplearemotivatedtoworkbecausetheirjobssatisfybasicneedsandhigher-levelneeds.TheProcessTheoryassumesthatmotivationarisesfromneedsandvaluescombinedwithanindividual’sbeliefsregardingtheworkenvironment.TheoriesofWorkMotivation

inTheoriesofWorkMotivation

intheMultinationalContext

(2of2)TheNeedTheoriesofmotivationhavethemostinternationalapplication.Therearefourneedtheoriesofmotivation:Maslow’sHierarchyofNeedsERGtheoryMotivator-hygienetheoryAchievementmotivationtheoryTheoriesofWorkMotivation

inExhibit14.6:

NeedTheoriesofMotivationExhibit14.6:

NeedTheoriesoMaslow’sHierarchyofNeeds(1of2)Maslowofferedthemostfamousneedtheory,rankingfivebasictypesofneeds(lowesttohighest):Physiological(food,water,basicsurvival)Security(safety,avoidanceofthreats)Affiliation(beingloved,havingfriends,groups)Esteem(respect,recognitionbyothers,self-worth)Self-actualization(maximizepersonalachievement)Maslow’sHierarchyofNeedsMaslow’sHierarchyofNeeds(2of2)Peoplefirstseektosatisfylowerneeds,thenhigherones.Oncealowerneedissatisfied,itnolongermotivates.Example:Ifyourbasepayisadequateforsurvival,itnolongerhasmotivationalvalue.Thenothercharacteristicsoftheworksituationbecomemotivational,suchasworkinginteamstomeetaffiliationneeds.Maslow’sHierarchyofNeedsAlderfer’sERGTheoryAlderfer’ssimplifiedhierarchyofthreeneedsincludesexistenceneeds,relatednessneeds,&growthneeds.InERGtheory,frustrationofaneedmotivatesbehaviortosatisfytheneed.Apersonwhocannotsatisfyahigherneedwillseektosatisfylower-levelneeds.Example:Ifthesatisfactionofgrowthneedsisimpossibleonthejob,relationalneedsbecometheprimemotivator.Alderfer’sERGTheoryAlderfer’Motivator-HygieneTheoryTheMotivator-HygieneTheoryassumesthatajobhastwocharacteristics:motivatorsandhygienefactors.MotivatingFactorsarethecharacteristicsofjobsthatallowpeopletofulfillhigher-levelneeds.Example:achallengingjobforachievementHygieneFactorsarecharacteristicsofjobsthatallowpeopletofulfilllower-levelneeds.Example:goodbenefitsandworkingconditionsthatsatisfysecurityneeds.Motivator-HygieneTheoryTheMoAchievement-MotivationTheoryAchievement-MotivationTheorysuggeststhatonlysomepeople(10%inU.S.)havetheneedtowinincompetitivesituationsortoexceedastandardofexcellence.Highachievement-motivatedpeoplesettheirowngoalsandseekchallengingsituations,butavoidthosethataretoodifficult.Highachieversdesireimmediatefeedbacksothattheyknowhowtheyareperformingateachstep.Achievement-MotivationTheoryANeedsandtheNationalContextWorkrelatedneedsmaybe“grouped”inwaysthatmatchbroadgroupsproposedbyNeedtheories.Peoplefromdifferentnationsdonotgivethesameprioritiestotheneedsthatmightbesatisfiedatwork.Evenwithsimilarneeds,theymaynotgivethesamelevelofimportanceofsatisfyingtheseneeds.Multinationalmanagerscanuseneedsatisfactionasamotivationaltooliftheytakeintoaccounttheparticularneedsthatpeopleinthatnationseek.NeedsandtheNationalContextExhibit14.7:RankingsoftheImportanceofJob-RelatedSourcesofNeedSatisfactionforSevenCountriesExhibit14.7:RankingsoftheExhibit14.8:

Hofstede’sDimensionsofNationalCultureandMotivatorsatWorkExhibit14.8:

Hofstede’sDimeApplyingNeedTheoriesinMultinationalSettingsIdentifythebasicfunctionsofworkinthenationalorlocalculture.Identifytheneedsconsideredmostimportantbyworkersinthenationalorlocalculture.Notethatsourcesofneedfulfillmentmaydifferforthesameneeds.Understandthelimitationsofavailablejobstosatisfyneeds.ApplyingNeedTheoriesinMultProcessandReinforcementTheoriesofMotivation:ExpectancyTheoryExpectancyTheoryisaviewofmotivationthatismorecomplexthansimpleneedsatisfaction:Workmotivationisafunctionnotonlyofaperson’sneedsorvalues,butalsooftheperson’sbeliefsregardingwhathappensifyouworkhard.Motivationincludesaperson’sdesiretosatisfyneeds,butthelevelofmotivationalsodependsontheperson’sbeliefregardinghowmuch-orif-hiseffortswilleventuallysatisfyhisneeds.ProcessandReinforcementTheoExpectancyTheoryEquationThreefactorsmakeupExpectancyTheory:Expectancy:anindividual’sbeliefthathisorhereffortwillleadtosomeresultValence:thevalueattachedtotheoutcomeofeffortsInstrumentality:thelinksbetweenearlyandlaterresultsoftheworkeffortMotivation=ExpectancyxValencexInstrumentalityExpectancyTheoryEquationThreApplyingExpectancyTheoryinMultinationalSettingsTherearetwokeyissues:Identifywhichoutcomespeoplevalueinaparticularnationalorculturalsetting;themultinationalmanagermustfindanduserewardswithpositivevalanceforemployees.Findculturallyappropriatewaystoconvinceemployeesthattheireffortswillleadtodesirableends.ApplyingExpectancyTheoryinEquityTheoryEquityTheoryfocusesonthefairnessthatpeopleperceiveintherewardsthattheyreceivefortheireffortsatwork.Peoplehavenoabsolutestandardsforfairnessregardingtheirefforts,butalsocomparethemselvestoothers.Example:Iftwopeoplehavethesamejobandexperience,butnotthesamepay,oneisinoverpaymentequity,andtheotherinunderpayment.EquityTheoryEquityTheoryfocApplyingEquityTheoryinMultinationalSettingsThreeprinciplesofallocatingrewards,dependingonculturalsettings:EquitynormsprevailinindividualisticculturesEqualitynormsprevailoverequitynormsincollectivistcultures.Theprincipleofneedmayprevailoverequityincertainconditions.ApplyingEquityTheoryinMultExhibit14.9:

RewardsfromPeersforContributionstoaStudentGroupProjectExhibit14.9:

RewardsfromPeGoalSettingTheoryGoal-SettingTheoryassumesthatpeoplewanttoachievegoals;theexistenceofagoalismotivating.Tomotivate,followtheprinciplesofgoalsetting:Setclearandspecificgoals.Assigndifficultbutachievablegoals.Increaseemployeeacceptanceofgoals.Provideincentivestoachievegoals.Givefeedbackongoalattainment.GoalSettingTheoryGoal-SettinApplyingGoal-SettingTheoryinMultinationalSettingsGoal-Settingworkstosomedegree,anywhere.Culturalexpectationsvaryrewhosetsgoals,anditisbettertosetgoalsforgroupsorindividuals.Inindividualisticcultures,settingindividualgoalsmaybemoreeffectivethangroupgoals.Incollectivistcultures,workerswillwanttoparticipateingoal-setting;participationmayhaveagreaterchanceofenhancingworkers’commitmenttothegoal.ApplyingGoal-SettingTheoryiExhibit14.10:

CulturalEffectsonPerformancebytheDegreeofParticipationinGoalSettingExhibit14.10:

CulturalEffecReinforcementTheoryReinforcementTheoryfocusesonoperantconditioning,amodelwhichproposesthatbehaviorisafunctionofitsconsequences.Ifapleasurableconsequencefollowscertainbehavior,thebehaviorcontinues.(positivereinforcement)Ifanegativeconsequencefollowscertainbehavior,thebehaviorstops.(negativereinforcement)ReinforcementTheoryReinforcemExhibit14.11:

ExamplesofOperant-ConditioningProcessandTypesofConsequencesExhibit14.11:

ExamplesofOpApplyingReinforcementTheory

inMultinationalSettingsForobservablebehaviors,mostU.S.studiessuggestthatpositivereinforcementworks.Thedifficultyisinidentifyingappropriaterewardsasreinforcerstoadiversegroup.Thenationalcontextdefinesacceptableandlegitimaterewards.Germany:payandbenefitsnotavailableasrewardsJapan:Publicpraisemaybeembarrassing.ApplyingReinforcementTheoryKeyPoints

inMultinationalApplicationsofProcess/ReinforcementTheoriesExpectancyTheory:Thekeyistoidentifynationallyappropriaterewardsthathavepositivevalence.EquityTheory:Assessthemeaningandprincipleofequityinthenationalcontext.Goal-settingTheory:Shouldgoalsbegroup/individual?Shouldworkers/leadersparticipateingoalsetting?ReinforcementTheory:Theinstitutionalenvironmentandwhatpeoplevaluewillaffectthetypesofavailablerewardsinasociety.KeyPoints

inMultinationalAMotivationandJobDesign:

AU.S.PerspectiveAU.S.approach:TheJob-CharacteristicsModelThemostpopularU.S.approachistheJobCharacteristicsModel:Workismoremotivatingwhenmanagersenrichcorejobcharacteristics,asbyincreasingnumberofskillsajobrequires.MotivationandJobDesign:

ATheJob-CharacteristicsModelThreecriticalpsychologicalstatesaremotivating:Apersonmustbelievethathisorherjobismeaningful.Apersonmustbelievethatheorsheisresponsibleoraccountablefortheoutcomeofwork.Apersonmustunderstandhowwellheorshehasperformed.TheJob-CharacteristicsModelTCoreCharacteristicsofJob

Thecorejobcharacteristicsthatleadtomotivatingpsychologicalstatesare:SkillvarietyTaskidentityTasksignificanceAutonomyFeedbackCoreCharacteristicsofJob

TExhibit14.12:

AMotivatingJobin

theJob-CharacteristicsModelExhibit14.12:

AMotivatingJMotivationandJobDesign:

AEuropeanPerspectiveTheSociotechnicalSystems(STS)approachattemptstomeshbothmoderntechnologyandthesocialneedsofworkers,butdoesnotconsiderthemasindividuals.UsesanAutonomousWorkGroup:Ateamorunitthathasnearlycompleteresponsibilityforaparticulartask.TheSTSapproachbuildsintoajobmanyofthesamemotivationaljobcharacteristics,buttheteam’stask,notindividualtasks,becomethefocusofenrichment.MotivationandJobDesign:

AChoosingJob-EnrichmentTechniques

inMultinationalSettings(1of2)Expertsrecommend:ateamfocusonjobenrichmentincollectivistcultures(Japan)anindividualfocusinindividualisticcultures(US)Inindividualisticcultures,performancedropswiththeuseofteams.SocialLoafing:Peopleexpendlesseffortwhentheyworkingroups.ChoosingJob-EnrichmentTechniChoosingJob-EnrichmentTechniques

inMultinationalSettings(2of2)WhySocialLoafinginindividualisticcultures?Peopledonotfeelresponsibleforgroupoutcomes.Theybelievethegroupwilltakeuptheslack.Theygivetheirownworkandinterestspriorityoverthoseofthegroup.ChoosingJob-EnrichmentTechniExhibit14.13:

ComparingthePerformanceofChinese,U.S.,andIsraeliManagersWorkingAloneandinGroupsExhibit14.13:

ComparingtheSummaryMotivatingworkersindiverseculturalsettingsisaconstantchallengeformultinationalmanagers.Chapter14addressesseveralmotivationalissuesandexaminesthedifferencesinhowpeopleviewworkaspects.Chapter14reviewsbasicprocessesandclassictheoriesofmotivation.Eachmultinationalmustfindwaystomotivatetheirworkers,appreciatingsubtletiesinapplyingtheoriestodifferentnations.SummaryMotivatingworkersind14MotivationinMultinationalCompanies14MotivationinMultinationalLearningObjectives(1of2)Recognizehowpeoplefromdifferentnationsperceivethebasicfunctionsofworking.Explainhowpeoplefromdifferentnationsviewtheimportanceofworking.Understandhowthenationalcontextaffectsthebasicprocessesofworkmotivation.LearningObjectives(1of2)LearningObjectives(2of2)Applycommontheoriesofworkmotivationindifferentnationalcontexts.Designjobsforhighmotivationalpotentialindifferentnationalcultures.LearningObjectives(2of2)WorkValuesand

theMeaningofWorkBeforewecanunderstandhowtomotivateorleadpeoplefromdifferentnationalcultures,wemusthavesomeknowledgeaboutwhatworkmeanstopeoplefromdifferentsocieties.Twobasicquestionsmustbeanswered:Howimportantisworkinpeople’slives?Whatdopeoplevalueinwork?WorkValuesand

theMeaningoHowImportantisWork

inPeople’sLives?(1of2)WorkCentralityisthedegreeofimportancethatworkhasinthelifeofanindividualatagiventime,ascomparedtootheractivitiessuchasleisureandfamily.Higherlevelsofworkcentralityarecloselycorrelatedwiththeaveragenumberofhoursworkedperweek.Highlevelsofworkcentralitymayleadtodedicatedworkersandeffectiveorganizations.HowImportantisWork

inPeopHowImportantisWork

inPeople’sLives?(2of2)WorkObligationNormsarethedegreetowhichworkisseenasanobligationordutyinasociety.Thesesocietiesaremorelikelytohaveindividualsadheringtothisnormbyworkinglonger.Manyoftheemergingeconomiesshowveryhighlevelsofworkobligationnorms.HowImportantisWork

inPeopExhibit14.1:

LevelsofWorkObligationNormsinVariousSocietiesExhibit14.1:

LevelsofWorkWhatDoPeopleValue

inWork?(1of3)Twoimportantworkvaluesare:PeoplewithExtrinsicWorkValuesexpressapreferenceforthesecurityaspectofjobssuchasincome,jobsecurity,andlessdemandingwork.ThosewithIntrinsicWorkValuesexpresspreferencesforopennesstochange,thepursuitofautonomy,growth,creativity,andtheuseofinitiativeatwork.WhatDoPeopleValue

inWork?Exhibit14.2:

Preference:ExtrinsicWorkValuesExhibit14.2:

Preference:ExtExhibit14.3:

Preference:IntrinsicWorkValuesExhibit14.3:

Preference:IntExhibit14.4:

ImportanceRankingsofWorkCharacteristicsinNineCountriesExhibit14.4:

ImportanceRankWhatDoPeopleValue

inWork?(2of3)Insomesocieties,workisverycentralandabsorbsmuchofaperson’slife.Allpeoplehopetoreceivecertainbenefitsfromwork.Societiesdifferinthedegreetowhichtheyregardworkasanobligationtosociety.Manyoftheemergingeconomiesthatvalueextrinsicworkvaluessuchasincomeandjobsecurityalsoplacehighvalueonintrinsicworkvalues.WhatDoPeopleValue

inWork?WhatDoPeopleValue

inWork?(3of3)Thefirstkeytosuccessfulmotivationalstrategiesinmultinationalcompaniesisunderstandingthedifferencesregardinghowpeopleviewthefunctionsofwork,workcentrality,andtheprioritiesgiventodifferentjobcharacteristics.WhatDoPeopleValue

inWork?TheBasic

Work-MotivationProcess(1of2)Motivationisapsychologicalprocessresultingingoal-directedbehaviorthatsatisfieshumanneedsANeedisafeelingofdeficitorlackingthatallpeopleexperienceatsometime.AGoal-directedBehaviorisonethatpeopleusewiththeintentionofsatisfyinganeed.TheBasic

Work-MotivationProTheBasic

Work-MotivationProcess(2of2)Reinforcementmeansthattheconsequencesthatfollowaperson’sbehaviorencouragethepersontocontinuethebehavior.Example:bonuspaytoencouragebehaviorPunishmentmeansthattheconsequencesthatfollowaperson’sbehaviordiscouragethebehavior.Example:dockingpaytodiscouragebehaviorTheBasic

Work-MotivationProExhibit14.5:

TheBasicWorkMotivationProcessandtheNationalContextExhibit14.5:

TheBasicWorkNationalContext

andWorkMotivationCulturalvalues,norms&supportingsocialinstitutionsinfluencetheprioritythatpeopleattachtowork.Example:Earlyeducationincollectivistsocietiesencouragepeopletodevelopaneedtobelongtogroups.Thenationalcontextinfluencesreactionstogoal-directedbehaviorsatwork.Example:AJapaneseworkerwhobragsabouthisperformancewillbesanctionedbyhisworkgroup.NationalContext

andWorkMotTheoriesofWorkMotivation

intheMultinationalContext

(1of2)Managerscanusework-motivationtheoriestodevelopsystematicapproachestomotivatingemployees.Therearetwobasictypesofmotivationaltheories:TheNeedTheoryassumesthatpeoplearemotivatedtoworkbecausetheirjobssatisfybasicneedsandhigher-levelneeds.TheProcessTheoryassumesthatmotivationarisesfromneedsandvaluescombinedwithanindividual’sbeliefsregardingtheworkenvironment.TheoriesofWorkMotivation

inTheoriesofWorkMotivation

intheMultinationalContext

(2of2)TheNeedTheoriesofmotivationhavethemostinternationalapplication.Therearefourneedtheoriesofmotivation:Maslow’sHierarchyofNeedsERGtheoryMotivator-hygienetheoryAchievementmotivationtheoryTheoriesofWorkMotivation

inExhibit14.6:

NeedTheoriesofMotivationExhibit14.6:

NeedTheoriesoMaslow’sHierarchyofNeeds(1of2)Maslowofferedthemostfamousneedtheory,rankingfivebasictypesofneeds(lowesttohighest):Physiological(food,water,basicsurvival)Security(safety,avoidanceofthreats)Affiliation(beingloved,havingfriends,groups)Esteem(respect,recognitionbyothers,self-worth)Self-actualization(maximizepersonalachievement)Maslow’sHierarchyofNeedsMaslow’sHierarchyofNeeds(2of2)Peoplefirstseektosatisfylowerneeds,thenhigherones.Oncealowerneedissatisfied,itnolongermotivates.Example:Ifyourbasepayisadequateforsurvival,itnolongerhasmotivationalvalue.Thenothercharacteristicsoftheworksituationbecomemotivational,suchasworkinginteamstomeetaffiliationneeds.Maslow’sHierarchyofNeedsAlderfer’sERGTheoryAlderfer’ssimplifiedhierarchyofthreeneedsincludesexistenceneeds,relatednessneeds,&growthneeds.InERGtheory,frustrationofaneedmotivatesbehaviortosatisfytheneed.Apersonwhocannotsatisfyahigherneedwillseektosatisfylower-levelneeds.Example:Ifthesatisfactionofgrowthneedsisimpossibleonthejob,relationalneedsbecometheprimemotivator.Alderfer’sERGTheoryAlderfer’Motivator-HygieneTheoryTheMotivator-HygieneTheoryassumesthatajobhastwocharacteristics:motivatorsandhygienefactors.MotivatingFactorsarethecharacteristicsofjobsthatallowpeopletofulfillhigher-levelneeds.Example:achallengingjobforachievementHygieneFactorsarecharacteristicsofjobsthatallowpeopletofulfilllower-levelneeds.Example:goodbenefitsandworkingconditionsthatsatisfysecurityneeds.Motivator-HygieneTheoryTheMoAchievement-MotivationTheoryAchievement-MotivationTheorysuggeststhatonlysomepeople(10%inU.S.)havetheneedtowinincompetitivesituationsortoexceedastandardofexcellence.Highachievement-motivatedpeoplesettheirowngoalsandseekchallengingsituations,butavoidthosethataretoodifficult.Highachieversdesireimmediatefeedbacksothattheyknowhowtheyareperformingateachstep.Achievement-MotivationTheoryANeedsandtheNationalContextWorkrelatedneedsmaybe“grouped”inwaysthatmatchbroadgroupsproposedbyNeedtheories.Peoplefromdifferentnationsdonotgivethesameprioritiestotheneedsthatmightbesatisfiedatwork.Evenwithsimilarneeds,theymaynotgivethesamelevelofimportanceofsatisfyingtheseneeds.Multinationalmanagerscanuseneedsatisfactionasamotivationaltooliftheytakeintoaccounttheparticularneedsthatpeopleinthatnationseek.NeedsandtheNationalContextExhibit14.7:RankingsoftheImportanceofJob-RelatedSourcesofNeedSatisfactionforSevenCountriesExhibit14.7:RankingsoftheExhibit14.8:

Hofstede’sDimensionsofNationalCultureandMotivatorsatWorkExhibit14.8:

Hofstede’sDimeApplyingNeedTheoriesinMultinationalSettingsIdentifythebasicfunctionsofworkinthenationalorlocalculture.Identifytheneedsconsideredmostimportantbyworkersinthenationalorlocalculture.Notethatsourcesofneedfulfillmentmaydifferforthesameneeds.Understandthelimitationsofavailablejobstosatisfyneeds.ApplyingNeedTheoriesinMultProcessandReinforcementTheoriesofMotivation:ExpectancyTheoryExpectancyTheoryisaviewofmotivationthatismorecomplexthansimpleneedsatisfaction:Workmotivationisafunctionnotonlyofaperson’sneedsorvalues,butalsooftheperson’sbeliefsregardingwhathappensifyouworkhard.Motivationincludesaperson’sdesiretosatisfyneeds,butthelevelofmotivationalsodependsontheperson’sbeliefregardinghowmuch-orif-hiseffortswilleventuallysatisfyhisneeds.ProcessandReinforcementTheoExpectancyTheoryEquationThreefactorsmakeupExpectancyTheory:Expectancy:anindividual’sbeliefthathisorhereffortwillleadtosomeresultValence:thevalueattachedtotheoutcomeofeffortsInstrumentality:thelinksbetweenearlyandlaterresultsoftheworkeffortMotivation=ExpectancyxValencexInstrumentalityExpectancyTheoryEquationThreApplyingExpectancyTheoryinMultinationalSettingsTherearetwokeyissues:Identifywhichoutcomespeoplevalueinaparticularnationalorculturalsetting;themultinationalmanagermustfindanduserewardswithpositivevalanceforemployees.Findculturallyappropriatewaystoconvinceemployeesthattheireffortswillleadtodesirableends.ApplyingExpectancyTheoryinEquityTheoryEquityTheoryfocusesonthefairnessthatpeopleperceiveintherewardsthattheyreceivefortheireffortsatwork.Peoplehavenoabsolutestandardsforfairnessregardingtheirefforts,butalsocomparethemselvestoothers.Example:Iftwopeoplehavethesamejobandexperience,butnotthesamepay,oneisinoverpaymentequity,andtheotherinunderpayment.EquityTheoryEquityTheoryfocApplyingEquityTheoryinMultinationalSettingsThreeprinciplesofallocatingrewards,dependingonculturalsettings:EquitynormsprevailinindividualisticculturesEqualitynormsprevailoverequitynormsincollectivistcultures.Theprincipleofneedmayprevailoverequityincertainconditions.ApplyingEquityTheoryinMultExhibit14.9:

Rewardsfrom