MOTIVATION ACROSS CULTURES

1. 19/3/2003 1 MOTIVATION ACROSS CULTURES

2. 19/3/2003 2 The Nature of Motivation

3. 19/3/2003 3 Universalist Assumption The motivation process (not content) is universal People are motivated by the goals they value The specific content and goals are influenced by culture

4. 19/3/2003 4 Assumption of Content and Process Content Theories Explain work motivation in terms of what arouses, energizes, or initiates employee behavior Process Theories Explain how employee behavior is initiated, redirected, and halted

5. 19/3/2003 5 Maslow�s Hierarchy of Needs

6. 19/3/2003 6 Hierarchy-of-Needs Theory International Findings on Maslow�s Theory People throughout the world have needs similar to those described in the hierarchy Each country or geographic region appears to have its own need-satisfaction profile Limitations on the theory�s applicability May have to re-rank the needs A single hierarchy may not reflect subcultures within a given culture Theory is not sufficient alone for identifying motivational factors in international management

7. 19/3/2003 7 RONEN�S STUDY Does the grouping of work goals into clusters differ among nations? Do the interrelationships betweeen the various goals & the pattern of the goal clusters differ among nations? Are the clusters & goal interrelationships consonant with the two motivational models under consideration (intrinsic-extrinsic distinction 7 Maslow�s hierarchy of needs)? Rating of 14 work goals by employees of the national affiliates of a multinational electronic company in 5 different industrialized countries. All male, none of whom are in managerial positions. Results produced the Smallest Space Analysis maps for employees from Germany, Canada, the UK, France & Japan. (handouts). The location of the 14 goals on the diagram is determined by their similarities to each other, based on employee ratings.Rating of 14 work goals by employees of the national affiliates of a multinational electronic company in 5 different industrialized countries. All male, none of whom are in managerial positions. Results produced the Smallest Space Analysis maps for employees from Germany, Canada, the UK, France & Japan. (handouts). The location of the 14 goals on the diagram is determined by their similarities to each other, based on employee ratings.

8. 19/3/2003 8 UNIVERSALITY IN GOAL CLUSTERS? Are the structures of work-related value systems similar? Yes, for industrialized nations. Do the clusters present in the data fall within the intrinsic-extrinsic dichotomy & Maslow�s 5 fold categorization of need? How do these two conceptualizations intersect? For example, the workers group together job goals such as workihng area, work time, physical working conditions, fringe enefits, & job security. For all 5 countries, relationships with co-workers & supervisors generally appear as another cluster, with work challenge & opportunity for utilization of skills forming a third group. diagrams � for all countries, tgoals such as physical working ocnditions, work area, time, security, benefits & interpersonal relations with managers & co-workers clustered togheterh in one-half of the figures. Similarly, goals, such as opportunities for training, utilization of skills, autonomy, and challenge clustered in the other half. These goals may therefore be ordered from left to right along a continuum that represents the extrinsic-intrinsic dimension. But there are borderline cases, which do not fit in either place (opportunity for higher earnings, for example). Borderline cases do not fit in extrinsic or intrinsic. Maslow�s model � cluster much as one would predict from the Maslow conceptualization. The basic needs (area, time, security, benefits & pysical conditions) cluster in one group. Social needs (co-worker relations & relationships with the supervisor) cluster in antoher. Higher level needs, though clustered together, show a separation between self-esteem needs (recognition, opportunities for advancement) and self actualization needs (autonomy, challenge, and utilization of skills). Interrelationship of the clusters �- self-esteem and self-actualization needs are equally distant from social needs and further from the basic needs. It appears, then, that there is an order to the mappings of goals for all countries. At one extreme are basic physical and security goals; at the other are ego and self-actualization goals. extgrinsic aspects overlap significantly with Maslow�s basic needs, whereas intrinsic aspects subsume the higher-order needs of self-esteem and self-actualization. This parallels the division promoted by the hygiene motivator theory, which includes Maslow�s ego needs in the intrinsic aspects of work. For example, the workers group together job goals such as workihng area, work time, physical working conditions, fringe enefits, & job security. For all 5 countries, relationships with co-workers & supervisors generally appear as another cluster, with work challenge & opportunity for utilization of skills forming a third group. diagrams � for all countries, tgoals such as physical working ocnditions, work area, time, security, benefits & interpersonal relations with managers & co-workers clustered togheterh in one-half of the figures. Similarly, goals, such as opportunities for training, utilization of skills, autonomy, and challenge clustered in the other half. These goals may therefore be ordered from left to right along a continuum that represents the extrinsic-intrinsic dimension. But there are borderline cases, which do not fit in either place (opportunity for higher earnings, for example). Borderline cases do not fit in extrinsic or intrinsic. Maslow�s model � cluster much as one would predict from the Maslow conceptualization. The basic needs (area, time, security, benefits & pysical conditions) cluster in one group. Social needs (co-worker relations & relationships with the supervisor) cluster in antoher. Higher level needs, though clustered together, show a separation between self-esteem needs (recognition, opportunities for advancement) and self actualization needs (autonomy, challenge, and utilization of skills). Interrelationship of the clusters �- self-esteem and self-actualization needs are equally distant from social needs and further from the basic needs. It appears, then, that there is an order to the mappings of goals for all countries. At one extreme are basic physical and security goals; at the other are ego and self-actualization goals. extgrinsic aspects overlap significantly with Maslow�s basic needs, whereas intrinsic aspects subsume the higher-order needs of self-esteem and self-actualization. This parallels the division promoted by the hygiene motivator theory, which includes Maslow�s ego needs in the intrinsic aspects of work.

9. 19/3/2003 9 Herzberg�s Two Factor Theory Salary Technical Supervision Company Policies and Administration Interpersonal Relations Working Conditions Achievement Recognition Responsibility Advancement The Work Itself Introduction - Frederick Herzberg and his colleagues formulated the two-factor theory. Similar to Maslow's theory, Herzberg's has been a focus of attention in international human resource management research over the years. The two-factor theory is closely linked to the need hierarchy. The Herzberg Theory The Two-Factor Theory of Motivation - A theory that holds there are two sets of factors that influence job satisfaction: hygiene factors and motivators. Motivators - In the two-factor motivation theory, the job content factors which include achievement, recognition, responsibility, advancement, and the work itself. Hygiene Factors - In the two-factor motivation theory, job context variables that include salary, interpersonal relations, technical supervision, working conditions, and company policies and administration. Meaning of the Two-Factor Theory - According to the two-factor theory, if hygiene factors are not taken care of or are deficient, there will be dissatisfaction. Importantly, however, if hygiene factors are taken care of, there may be no dissatisfaction, but there also may not be satisfaction. Only by providing the motivators will there be satisfaction. In short, hygiene factors help to prevent dissatisfaction, but only motivators lead to satisfaction. Therefore, according to this theory, motivating human resources must include recognition, a chance to achieve and grow, advancement, and interesting work.Introduction - Frederick Herzberg and his colleagues formulated the two-factor theory. Similar to Maslow's theory, Herzberg's has been a focus of attention in international human resource management research over the years. The two-factor theory is closely linked to the need hierarchy. The Herzberg Theory The Two-Factor Theory of Motivation - A theory that holds there are two sets of factors that influence job satisfaction: hygiene factors and motivators. Motivators - In the two-factor motivation theory, the job content factors which include achievement, recognition, responsibility, advancement, and the work itself. Hygiene Factors - In the two-factor motivation theory, job context variables that include salary, interpersonal relations, technical supervision, working conditions, and company policies and administration. Meaning of the Two-Factor Theory - According to the two-factor theory, if hygiene factors are not taken care of or are deficient, there will be dissatisfaction. Importantly, however, if hygiene factors are taken care of, there may be no dissatisfaction, but there also may not be satisfaction. Only by providing the motivators will there be satisfaction. In short, hygiene factors help to prevent dissatisfaction, but only motivators lead to satisfaction. Therefore, according to this theory, motivating human resources must include recognition, a chance to achieve and grow, advancement, and interesting work.

10. 19/3/2003 10 VIEWS OF SATISFACTION/DISSATISFACTION

11. 19/3/2003 11 Two-Factor Theory of Motivation International Findings on Herzberg�s Theory Two-Factor Replications Research in New Zealand, Greece, Israel, and Zambia support the theory Cross-Cultural Job-Satisfaction Studies Results indicate that Herzberg-type motivators tend to be more important sources of job satisfaction than are hygienes Job content factors are more important than job context factors in motivating all levels of employees Two-Factor Replications - A number of research efforts have been undertaken to replicate the two-factor theory, and in the main, they support Herzberg's findings. Cross-Cultural Job-Satisfaction Studies - A number of cross-cultural studies related to job satisfaction also have been conducted in recent years. These comparisons show that Herzberg's-type motivators tend to be of more importance to job satisfaction than hygiene factors. Job Context Factors - In work motivation, those factors controlled by the organization, such as conditions, hours, earnings, security, benefits, and promotions. Job Content Factors - In work motivation, those factors internally controlled, such as responsibility, achievement, and the work itself. Two-Factor Replications - A number of research efforts have been undertaken to replicate the two-factor theory, and in the main, they support Herzberg's findings. Cross-Cultural Job-Satisfaction Studies - A number of cross-cultural studies related to job satisfaction also have been conducted in recent years. These comparisons show that Herzberg's-type motivators tend to be of more importance to job satisfaction than hygiene factors. Job Context Factors - In work motivation, those factors controlled by the organization, such as conditions, hours, earnings, security, benefits, and promotions. Job Content Factors - In work motivation, those factors internally controlled, such as responsibility, achievement, and the work itself.

12. 19/3/2003 12 Maslow Vs. Herzberg

13. 19/3/2003 13 Achievement Motivation Theory Background Theory holds that individuals can have a need to get ahead, to attain success and to reach objectives People who have strong a achievement need: Want personal responsibility for solving problems Tend to moderate risk takers Want concrete feedback about their performance Achievement motivation is learned and, therefore, can be developed Theory has shortcomings Measurement issues Does not explain need for achievement in cultures where individual accomplishment is not valued Introduction - Besides the needs-hierarchy and two-factor theories of work motivation, the achievement motivation theory has been given a relatively great amount of attention in the international arena. Achievement theory actually has been applied to the actual practice of management more than the others, and it has been the focus of some interesting international research. The Background of Achievement Motivation Theory Achievement Motivation Theory - A theory which holds that individuals can have a need to get ahead to attain success and to reach objectives. The theory is associated with the work of David McCelland. Introduction - Besides the needs-hierarchy and two-factor theories of work motivation, the achievement motivation theory has been given a relatively great amount of attention in the international arena. Achievement theory actually has been applied to the actual practice of management more than the others, and it has been the focus of some interesting international research. The Background of Achievement Motivation Theory Achievement Motivation Theory - A theory which holds that individuals can have a need to get ahead to attain success and to reach objectives. The theory is associated with the work of David McCelland.

14. 19/3/2003 14 Achievement Motivation

15. 19/3/2003 15 ACHIEVEMENT MOTIVATION THEORY: INTERNATIONAL FINDINGS Because the achievement need is learned, it is largely determined by the prevailing culture Achievement need is not universal and may change over time For example, achievement motivation is taking root in China Achievement motivation training programs have been successful in developing countries, e.g. India Cultures of Anglo countries and those that reward entrepreneurial effort support achievement motivation International Findings on Achievement Motivation Theory - A number of international researchers have investigated the role and importance of high achievement needs in human resource management. One study, discussed under the two-factory theory, used the JOI scale and found that achievement or a sense of accomplishment ranked as the second most important work-related variable. Cultural Impact - The examples provided in the textbook show that there is considerable cultural impact on achievement motivation theory. The text talks about the fact that the two most important cultural dimensions identified by Hofstede best describe high-achieving societies: low uncertainty avoicdance & moderate to high masculinity. International Findings on Achievement Motivation Theory - A number of international researchers have investigated the role and importance of high achievement needs in human resource management. One study, discussed under the two-factory theory, used the JOI scale and found that achievement or a sense of accomplishment ranked as the second most important work-related variable. Cultural Impact - The examples provided in the textbook show that there is considerable cultural impact on achievement motivation theory. The text talks about the fact that the two most important cultural dimensions identified by Hofstede best describe high-achieving societies: low uncertainty avoicdance & moderate to high masculinity.

16. 19/3/2003 16 Select Process Theories Equity Theory Focuses on how motivation is affected by people�s perception of how fairly they are being treated Research in western work groups supports the theory Support for the theory is mixed in international studies Goal-Setting Theory Focuses on how individuals go about setting goals and responding to them and the overall impact of this process on motivation Theory has received limited support, especially in collectivist settings and cultures

17. 19/3/2003 17 Select Process Theories Expectancy Theory Postulates that motivation is influenced by a person�s belief that effort will lead to performance, performance will lead to specific outcomes, and that these outcomes are valued by the individual Theory appears to be culture bound Best able to explain motivation in cultures where the locus of control is high

18. 19/3/2003 18 Job Design United States Low Uncertainty Avoidance Weak Power Distance High Masculinity High Individualism Job Design - A job's content, the methods that are used on the job, and the way the job relates to others in the organization. Quality of Work Life: The Impact of Culture - Quality of work life (QWL) is not the same throughout the world. For example, assembly line employees in Japan will work at a rapid pace for hours and have very little control over their work activities. In Sweden, assembly line employees work at a more relaxed pace and have a great deal of control over their work activities. Sociotechnical Job Designs - Job designs that blend the personnel and the technology. The objective of these designs is to integrate new technology into the workplace so that workers accept and use these developments to increase overall productivity. Job Design - A job's content, the methods that are used on the job, and the way the job relates to others in the organization. Quality of Work Life: The Impact of Culture - Quality of work life (QWL) is not the same throughout the world. For example, assembly line employees in Japan will work at a rapid pace for hours and have very little control over their work activities. In Sweden, assembly line employees work at a more relaxed pace and have a great deal of control over their work activities. Sociotechnical Job Designs - Job designs that blend the personnel and the technology. The objective of these designs is to integrate new technology into the workplace so that workers accept and use these developments to increase overall productivity.

19. 19/3/2003 19 WORK CENTRALITY Definition: the importance of work in an individual�s life relative to other areas of interest Variables: Value of work Job satisfaction? Work Centrality - The importance of work in an individual's life relative to other areas of interest. Value of Work - Although work is an important part of the lifestyles of most people, there still are a large number of misconceptions. For example, one reason that Japanese work such long hours is that the cost of living is very high and hourly employees cannot afford to pass up the opportunity for extra money. Job Satisfaction - In addition to the implications that value of work has for motivating human resources across cultures, another interesting contrast is job satisfaction. For example, one current study has revealed that Japanese office workers may be less satisfied with their jobs than their U.S., Canadian, and EU counterparts are. Karoshi - Overwork or job burnout, in Japanese. Job Satisfaction - In addition to the implications that value of work has for motivating human resources across cultures, another interesting contrast is job satisfaction. For example, one current study has revealed that Japanese office workers may be less satisfied with their jobs than their U.S., Canadian, and EU counterparts are. Karoshi - Overwork or job burnout, in Japanese. Motivation and Culture - Finally, it is critical to keep in mind that effective motivation is also grounded in a sound understanding of culture. The way in which a manager motivates employees in one culture is often different from that which will be used in another culture. Work Centrality - The importance of work in an individual's life relative to other areas of interest. Value of Work - Although work is an important part of the lifestyles of most people, there still are a large number of misconceptions. For example, one reason that Japanese work such long hours is that the cost of living is very high and hourly employees cannot afford to pass up the opportunity for extra money. Job Satisfaction - In addition to the implications that value of work has for motivating human resources across cultures, another interesting contrast is job satisfaction. For example, one current study has revealed that Japanese office workers may be less satisfied with their jobs than their U.S., Canadian, and EU counterparts are. Karoshi - Overwork or job burnout, in Japanese. Job Satisfaction - In addition to the implications that value of work has for motivating human resources across cultures, another interesting contrast is job satisfaction. For example, one current study has revealed that Japanese office workers may be less satisfied with their jobs than their U.S., Canadian, and EU counterparts are. Karoshi - Overwork or job burnout, in Japanese. Motivation and Culture - Finally, it is critical to keep in mind that effective motivation is also grounded in a sound understanding of culture. The way in which a manager motivates employees in one culture is often different from that which will be used in another culture.

20. 19/3/2003 20 COMPARING COUNTRIES

21. 19/3/2003 21 MISPERCEPTIONS Value of Work Misconceptions of Japanese workers Work long hours because cost of living is high Workers accomplish far less in a business day Workers not given lifetime employment Job Satisfaction Misconceptions of Japanese workers Workers less satisfied than that of U.S. and EU Workers are less committed to organizations

22. 19/3/2003 22 THE WORLD OF BUSINESS REVISITED What are some of the things that successful MNCs do to effectively motivate their Japanese employees? What are some of the things that they do in effectively motivating their European employees, specifically German workers? How important is culture as a factor in the motivation equation? What are some of the things that successful MNC�s do to effectively motivate their Japanese employees? Answer: There are a number of answers that can be given to this question. Some of these include financial rewards that are group-oriented, recognition (again, group focused) for good work, creation of work climate in which individuals and groups are not embarrassed for poor work performance, and the opportunity for each person to contribute and show that he or she is not lazy. 2.What are some of the things that they do in effectively motivating their European employees, specifically German workers? Answer: As in the first question, there are a number of responses that can be given to this question. These include lifestyle, leisure time so that workers can enjoy themselves away from the job, security, fringe benefits, and, in some cases, the opportunity to get ahead. In addition, it is important to remember that some senior-level managers in Germany have �golden parachutes�. So it is inaccurate to say that money is not a motivator, especially at the upper levels of the organization. 3.How important is culture as a factor in the motivation equation? Answer: The research reported in the chapter reveals that culture is indeed a key factor in the motivation equation. What works in one country often has little, if any, motivational value in another. For example, U.S. managers and employees, many of whom have high individualism, like individual incentive plans that reward performance. In addition to salary, they are interested in bonuses and long-term compensation such as stock options that can be exercised at predetermined times in the future. Conversely, Japanese managers and employees tend to prefer group-oriented rewards, and European personnel place a fairly high importance on lifestyle and are as interested in what happens off the job as they are in what happens on the job. This is particularly true of workers in the Scandinavian countries. At the same time, these conclusions are only generalizations and there are subgroups within each of these cultures that are motivated in other ways. For example, in Japan there are high achieving workers who prefer individual incentive payment plans, and in the U.S. there are employees who are risk aversive and for them group gain sharing plans, benefits, and job security are more important than wage increases.What are some of the things that successful MNC�s do to effectively motivate their Japanese employees? Answer: There are a number of answers that can be given to this question. Some of these include financial rewards that are group-oriented, recognition (again, group focused) for good work, creation of work climate in which individuals and groups are not embarrassed for poor work performance, and the opportunity for each person to contribute and show that he or she is not lazy. 2.What are some of the things that they do in effectively motivating their European employees, specifically German workers? Answer: As in the first question, there are a number of responses that can be given to this question. These include lifestyle, leisure time so that workers can enjoy themselves away from the job, security, fringe benefits, and, in some cases, the opportunity to get ahead. In addition, it is important to remember that some senior-level managers in Germany have �golden parachutes�. So it is inaccurate to say that money is not a motivator, especially at the upper levels of the organization. 3.How important is culture as a factor in the motivation equation? Answer: The research reported in the chapter reveals that culture is indeed a key factor in the motivation equation. What works in one country often has little, if any, motivational value in another. For example, U.S. managers and employees, many of whom have high individualism, like individual incentive plans that reward performance. In addition to salary, they are interested in bonuses and long-term compensation such as stock options that can be exercised at predetermined times in the future. Conversely, Japanese managers and employees tend to prefer group-oriented rewards, and European personnel place a fairly high importance on lifestyle and are as interested in what happens off the job as they are in what happens on the job. This is particularly true of workers in the Scandinavian countries. At the same time, these conclusions are only generalizations and there are subgroups within each of these cultures that are motivated in other ways. For example, in Japan there are high achieving workers who prefer individual incentive payment plans, and in the U.S. there are employees who are risk aversive and for them group gain sharing plans, benefits, and job security are more important than wage increases.

23. 19/3/2003 23 IN THE INTERNATIONAL SPOTLIGHT: SINGAPORE

24. 19/3/2003 24 QUESTIONS Based on the information in this case, determine the specific things that seem to motivate human resources in Singapore. Would knowledge of the achievement motive be of any value to the expatriate managers who are assigned to the Singapore operation? If you were using Figure 13-5 to help explain how to effectively motivate the Singapore human resources, what conclusions could you draw that would help provide guidelines for the Madruga management team? Based on the information in this case, determine the specific things that seem to motivate human resources in Singapore. The information in the case is similar to that presented in Table 13-5. Growth, achievement, and responsibility rank high on the list; pay, recognition, and security rank low. The human resources in both the U.S. and Singapore seem interested in the opportunity to do meaningful work, achieve, use their abilities and talents, and accept responsibility for their actions. These and other things that relate to job content were at the top of the list. Would knowledge of the achievement motive be of any value to the expatriate managers who are assigned to the Singapore operation? Answer: Knowledge of the achievement motive certainly would be of value to managers being assigned to Singapore. The reason is simple; the research shows that the workers in Singapore have a need for achievement. A good example is provided by the information addressed in the above question and presented in Table 13-6. A second, and supportive, reason is the reference in the case to the fact that Singaporeans have weak uncertainty avoidance. They are not afraid to take chances and make decisions in the face of incomplete information. This is what those with a relatively high need for achievement tend to do. In general, however, Americans tend to be somewhat more conservative than this and are unlikely to be such big risk takers. Nevertheless, the conclusion is an important one because most Asian nations are typified by low uncertainty avoidance. As noted in the chapter, the reason for this apparent discrepancy may well be the colonization of the area by the British and the implanting of Anglo values in the region : This question is a continuation of the above discussion. Figure 13-5 shows clearly that in Singapore (Sin in the Figure If you were using Figure 13-5 to help explain how to effectively motivate the Singapore human resources, what conclusions could you draw that would help provide guidelines for the Madruga management team? Answer) there is low uncertainty avoidance. People do not rely on or need a great number of formal rules and regulations to guide them. The figure also shows that the people have a moderately high concern for the quality of their work life. Remember from an earlier chapter that QWL concepts are most important in the Scandinavian countries. (Notice how far to the left these countries are on Figure 13-5.) Singapore is more to the left than the U.S. This means that in general the workers may welcome increased responsibility for work outcomes, a chance to participate in decision-making and help implement necessary changes, and the opportunity to get feedback on how well they are doing so that they can make the necessary corrections or changes.Based on the information in this case, determine the specific things that seem to motivate human resources in Singapore. The information in the case is similar to that presented in Table 13-5. Growth, achievement, and responsibility rank high on the list; pay, recognition, and security rank low. The human resources in both the U.S. and Singapore seem interested in the opportunity to do meaningful work, achieve, use their abilities and talents, and accept responsibility for their actions. These and other things that relate to job content were at the top of the list. Would knowledge of the achievement motive be of any value to the expatriate managers who are assigned to the Singapore operation? Answer: Knowledge of the achievement motive certainly would be of value to managers being assigned to Singapore. The reason is simple; the research shows that the workers in Singapore have a need for achievement. A good example is provided by the information addressed in the above question and presented in Table 13-6. A second, and supportive, reason is the reference in the case to the fact that Singaporeans have weak uncertainty avoidance. They are not afraid to take chances and make decisions in the face of incomplete information. This is what those with a relatively high need for achievement tend to do. In general, however, Americans tend to be somewhat more conservative than this and are unlikely to be such big risk takers. Nevertheless, the conclusion is an important one because most Asian nations are typified by low uncertainty avoidance. As noted in the chapter, the reason for this apparent discrepancy may well be the colonization of the area by the British and the implanting of Anglo values in the region : This question is a continuation of the above discussion. Figure 13-5 shows clearly that in Singapore (Sin in the Figure If you were using Figure 13-5 to help explain how to effectively motivate the Singapore human resources, what conclusions could you draw that would help provide guidelines for the Madruga management team? Answer) there is low uncertainty avoidance. People do not rely on or need a great number of formal rules and regulations to guide them. The figure also shows that the people have a moderately high concern for the quality of their work life. Remember from an earlier chapter that QWL concepts are most important in the Scandinavian countries. (Notice how far to the left these countries are on Figure 13-5.) Singapore is more to the left than the U.S. This means that in general the workers may welcome increased responsibility for work outcomes, a chance to participate in decision-making and help implement necessary changes, and the opportunity to get feedback on how well they are doing so that they can make the necessary corrections or changes.

25. 19/3/2003 25 YOU BE THE INTERNATIONAL CONSULTANT: MOTIVATION IS THE KEY

26. 19/3/2003 26 QUESTIONS In motivating the personnel in London & Tokyo, would the company find that the basic hierarchical needs of the workers were the same? Why or why not? How could an understanding of the two-factor theory of motivation be of value in motivating the personnel at both these locations? Would hygiene factors be more important to one of these groups than to the other? Would there be any difference in terms of the importance of motivators? Using Figure 13-5 as a point of reference, what recommendations would you make regarding how to motivate the personnel in London? In Tokyo? Are there any significant differences between the two? If so, what are they? 1.In motivating the personnel in London and Tokyo, would the company find that the basic hierarchical needs of the workers were the same? Why or why not? Answer: The hierarchy needs of the Japanese and the British are surprisingly similar except for the need for autonomy. The British have a greater need for autonomy or independence than the Japanese. While the needs are similar, the reported satisfaction of them is not. The British report much more satisfaction of the security and social needs than the Japanese. In contrast, the Japanese report more satisfaction with the fulfillment of autonomy and self-actualization needs than the British. The British were least satisfied with these last two needs. The company will need to address this when planning strategy. 2.How could an understanding of the two-factor theory of motivation be of value in motivating the personnel at both these locations? Would hygiene factors be more important to one of these groups than to the other? Would there be any difference in terms of the importance of motivators? Answer: Understanding of Herzberg's two-factor theory of motivation could be of value in motivating employees. Knowing whether job content or job context are more important to the people could have a strong bearing on motivation. The data from the Kanungo and Wright study show that job content is more important than job context. The job content is the internally mediated factors such as achievement, responsibility, independence, and the work itself. Hygiene factors would not be important to either the British or Japanese. To improve performance, changes in the work itself are likely to be more valued than changes in the organization. Job enrichment programs where people design their own goals and tasks and which downplay rules and structure are more likely to motivate. Both the British and the Japanese value job content, but the British value it more than the Japanese. 3.Using Figure 13-5 as a point of reference, what recommendations would you make regarding how to motivate the personnel in London? In Tokyo? Are there any significant differences between the two? If so, what are they? Answer: The achievement motivation levels differ between the two countries. While both countries have moderate to high masculinity dimensions (where money and physical assets are important), they do differ in the dimension of uncertainty avoidance. The British have low uncertainty avoidance -- they're not afraid to take risks or to live with ambiguity. This is the profile for countries that are high achievers. On the other hand, the Japanese are very high in uncertainty avoidance -- they are motivated by security. This firm can formulate a human resources strategy in England that helps them meet their high need for achievement. Give them personal responsibility to find solutions to problems. Give them concrete feedback on their performance because they like to know how they are doing. In Japan, the firm needs to either change the situation or adjust to it. If they decide to change the situation, they must design jobs to fit the needs of the people. Because the Japanese are high in the masculinity dimension, they may do very well with achievement motivation training.1.In motivating the personnel in London and Tokyo, would the company find that the basic hierarchical needs of the workers were the same? Why or why not? Answer: The hierarchy needs of the Japanese and the British are surprisingly similar except for the need for autonomy. The British have a greater need for autonomy or independence than the Japanese. While the needs are similar, the reported satisfaction of them is not. The British report much more satisfaction of the security and social needs than the Japanese. In contrast, the Japanese report more satisfaction with the fulfillment of autonomy and self-actualization needs than the British. The British were least satisfied with these last two needs. The company will need to address this when planning strategy. 2.How could an understanding of the two-factor theory of motivation be of value in motivating the personnel at both these locations? Would hygiene factors be more important to one of these groups than to the other? Would there be any difference in terms of the importance of motivators? Answer: Understanding of Herzberg's two-factor theory of motivation could be of value in motivating employees. Knowing whether job content or job context are more important to the people could have a strong bearing on motivation. The data from the Kanungo and Wright study show that job content is more important than job context. The job content is the internally mediated factors such as achievement, responsibility, independence, and the work itself. Hygiene factors would not be important to either the British or Japanese. To improve performance, changes in the work itself are likely to be more valued than changes in the organization. Job enrichment programs where people design their own goals and tasks and which downplay rules and structure are more likely to motivate. Both the British and the Japanese value job content, but the British value it more than the Japanese. 3.Using Figure 13-5 as a point of reference, what recommendations would you make regarding how to motivate the personnel in London? In Tokyo? Are there any significant differences between the two? If so, what are they? Answer: The achievement motivation levels differ between the two countries. While both countries have moderate to high masculinity dimensions (where money and physical assets are important), they do differ in the dimension of uncertainty avoidance. The British have low uncertainty avoidance -- they're not afraid to take risks or to live with ambiguity. This is the profile for countries that are high achievers. On the other hand, the Japanese are very high in uncertainty avoidance -- they are motivated by security. This firm can formulate a human resources strategy in England that helps them meet their high need for achievement. Give them personal responsibility to find solutions to problems. Give them concrete feedback on their performance because they like to know how they are doing. In Japan, the firm needs to either change the situation or adjust to it. If they decide to change the situation, they must design jobs to fit the needs of the people. Because the Japanese are high in the masculinity dimension, they may do very well with achievement motivation training.

27. 19/3/2003 27 CHIBA INTERNATIONAL INC.

28. 19/3/2003 28 QUESTIONS Of all the information that Ken & John hae learned at Chiba International, what human resources ideas do you think were the most important? Why? What will be the greatest challenges in implementi9ng what they have learned at Chiba back at their manufacturing plant? If you were in charge of operations a the manufacturing plan, which of the ideas from Chiba would you implement first? Choose three & give your reasoning. Of all the information that Ken and John have learned at Chiba International, what human resources ideas do you think were the most important? Why? Answer: The human resource issues impacting Chiba are people related functions. Management demonstrates a concern of employee welfare and job security. The human resources manager wanted to create employee trust, treat them in a fair and consistent manner, and wanted a no layoff policy. He believed this would lead to increased morale and productivity of employees, training costs involved in transforming very �green� workers were well worth it, finally a human resource issue of two job classes having two pay grades for the companies employees. Promotions within and on the job training activities are an end result. Teams are utilized and group leaders spearhead the operation, and promotion to supervisor can be a reality. 2.What will be the greatest challenges in implementing what they have learned at Chiba back at their manufacturing plant? Answer: The greatest challenge management has learned at Chiba is the need to plan for change. Management has learned to work with employees in an attempt to gain their commitment to the job and company. A division manager must learn to be cost effective and cut costs wherever economically feasible as to manpower, inventory, and machine utilization. Cost-cutting is a continuous process where improvement is an important objective to be pursued by a manager at Chiba. 3.If you were in charge of operations at the manufacturing plant, which ideas from Chiba would you implement first? Choose three and give your reasoning. Answer: As an operating manager, effectiveness and efficiency is an important objective. Quality applications emphasizing defects is an important mandate. A manager must focus on continuous improvement of economies of scale and employee commitment to achieve desired objectives. Finally an open communications policy should be initiated to promote trust and respect.Of all the information that Ken and John have learned at Chiba International, what human resources ideas do you think were the most important? Why? Answer: The human resource issues impacting Chiba are people related functions. Management demonstrates a concern of employee welfare and job security. The human resources manager wanted to create employee trust, treat them in a fair and consistent manner, and wanted a no layoff policy. He believed this would lead to increased morale and productivity of employees, training costs involved in transforming very �green� workers were well worth it, finally a human resource issue of two job classes having two pay grades for the companies employees. Promotions within and on the job training activities are an end result. Teams are utilized and group leaders spearhead the operation, and promotion to supervisor can be a reality. 2.What will be the greatest challenges in implementing what they have learned at Chiba back at their manufacturing plant? Answer: The greatest challenge management has learned at Chiba is the need to plan for change. Management has learned to work with employees in an attempt to gain their commitment to the job and company. A division manager must learn to be cost effective and cut costs wherever economically feasible as to manpower, inventory, and machine utilization. Cost-cutting is a continuous process where improvement is an important objective to be pursued by a manager at Chiba. 3.If you were in charge of operations at the manufacturing plant, which ideas from Chiba would you implement first? Choose three and give your reasoning. Answer: As an operating manager, effectiveness and efficiency is an important objective. Quality applications emphasizing defects is an important mandate. A manager must focus on continuous improvement of economies of scale and employee commitment to achieve desired objectives. Finally an open communications policy should be initiated to promote trust and respect.

29. 19/3/2003 29 ASSIGNMENT FOR 24/3/2003 TOPIC: Leadership Across Cultures Chapter 14 Class Activities Integrative Case: Can this Man Save Chrysler? Pp. 543-548 Text exercises: Germany, p. 439 & An Offer from Down Under, p. 440 Prime minister from 1969-1974Prime minister from 1969-1974