You’re not from around here, are you?

1. Motivating Cross-Culturally You’re not from around here, are you?

2. A country’s cultural values, history, and economic stage of development need to be considered when trying to determine what motivates its employees the cultural motivation puzzle

3. Individualism – Collectivism • Emphasis on group vs. individual interests • Power Distance [low vs. high] • Degree to which hierarchy, rank, status differentials are respected and accepted • Masculinity – Femininity • Tendency to value traditionally “masculine” traits such as competition, assertiveness, status vs. more “feminine” traits such as sensitivity, concern for relationships, harmony Cultural values that shape motivation

4. The importance of intrinsic vs. extrinsic motivators (defined by U.S. views) may differ across cultures What is considered an intrinsic motivator may differ across cultures Intrinsic & extrinsic motivation

5. Higher order needs ‘look’ different depending on culture • In collectivist cultures, higher order aspects of esteem and self-actualization are based on one’s service to and achievement in the name of others, not the self

6. In collectivist society (e.g., China, Peru, Thailand) motivation is largely interpersonal and based on relationships • Emphasis placed on family and belonging to unit • Belonging to unit defines one’s status • Accountability is to the unit • Motivation internalized through concept of “moral encouragement” Individualism vs. collectivism

7. In collectivist society (e.g., China, Peru, Thailand) motivation is largely interpersonal and based on relationships • Compensation, bonuses established in regards to unit • Equality in rewards stressed and sought, not equity Individualism vs. collectivism

8. Cultural values will shape the degree to which employees perceive inequity, as well as the how they choose to react to inequity Equity theory implications

9. Employees from countries characterized by high power distance tend to not notice inequity as much, or accept it more as the norm (e.g., Japan; Korea; Latin America) Employees from countries characterized bycollectivism and harmony (e.g., China, Saudi Arabia) will avoid comparisons with others, and use themselves as the equity referent Equity perceptions

10. Employees from countries characterized by entitlement norm tend to be more equity sensitive and expect to be given more by their employing organization (e.g., Netherlands) Employees from countries characterized by obligation norm tend to be less equity and expect to be given less and give more to their employing organization (e.g., U.S.) Equity perceptions

11. Work Centrality: the degree to which the job is a central part of someone’s life and a source of their identity employees from cultures with strong work centrality norm tend to be more intrinsically motivated to work for the sake of the work and the organization Findings of the meaning of work (MOW) international research team

12. Work Centrality: the degree to which the job is a central part of someone’s life and a source of their identity employees from cultures with strong work centrality norm tend to be more intrinsically motivated to work for the sake of the work and the organization Findings of the meaning of work (MOW) international research team

13. Motivational pattern within a country may differ depending on cultural norms, values Japan: • Female employees report extrinsic factors (pay, job security, interpersonal relations, supervisor fairness) more motivating • Male employees report intrinsic factors (e.g., autonomy, achievement) more motivating

14. “…Expectancy theory is anchored in the premise that employees can control the environment, expression of preferences is tolerated, and changes in behavior are expected.” (Luthans & Hodgetts, 2001) In countries that traditionally have an external locus of control orientation, Expectancy theory may not be useful for understanding motivation Expectancy theory

15. U.S. theory of motivation that states individual-based goals that employees can participate in setting will be motivating Goal-setting theory

16. Country with collectivist orientation? Country with high power distance orientation?

17. In collectivist settings (e.g., Japan, China), do not single out individual employees for rewards or recognition In collectivist settings, ‘social’ rewards are more highly valued (e.g., business luncheon event) than in individualistic cultures In high power distance settings (e.g., Thailand, Greece), expectation that rewards will be based on status, experience, seniority unlike low power distance settings where based on skills, ability, contribution Cultural implications for reward practices

18. Really….the stick??? The carrot or the stick In many Chinese corporations humiliation is considered a legitimate and effective form of motivation to use among their employees regardless of rank