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WHY DO PEOPLE WORK? F Meaning of Work study F Three major functions of work – Providing needed income – Interesting activity – Contact with other people F Emphasis differs by country
Citation preview
INTRODUCTIONINTRODUCTION
Multinational managers need to Multinational managers need to motivate international employeesmotivate international employees
Need to understandNeed to understand–Why do people work?Why do people work?–What do people value in What do people value in
work?work?
WHY DO PEOPLE WORK?WHY DO PEOPLE WORK?
Meaning of Work studyMeaning of Work studyThree major functions of workThree major functions of work–Providing needed incomeProviding needed income–Interesting activityInteresting activity–Contact with other peopleContact with other people
Emphasis differs by countryEmphasis differs by country
EXHIBIT 13-1 RATINGS OF EXHIBIT 13-1 RATINGS OF MAJOR FUNCTIONS OF WORKMAJOR FUNCTIONS OF WORK
0 10 20 30 40 50
Points out of 100
Japan
Germany
Belgium
Britian
U.S.A.
Israel
Netherlands
Provides needed income Interesting and SatisfyingContact with people
WORK CENTRALITYWORK CENTRALITYWork versus other activitiesWork versus other activitiesHigher levels of work centrality Higher levels of work centrality
also match average number of also match average number of hours worked per weekhours worked per week
High levels of work centrality High levels of work centrality may lead to dedicated workersmay lead to dedicated workers
EXHIBIT 13-2 DIFFERENCES EXHIBIT 13-2 DIFFERENCES IN WORK CENTRALITYIN WORK CENTRALITY
0 0.5 1 1.5 2
Work Centrality
Britian
Netherlands
U.S.A.
Japan
IMPORTANCE OF WORKIMPORTANCE OF WORKWhat do people hope to achieve What do people hope to achieve
from working? from working? –Interesting work (#1)Interesting work (#1)–Good payGood pay–Job securityJob security–Good interpersonal relationshipsGood interpersonal relationships
U.S.A.1. Interesting Work2. Pay3. Job Security4. Fit with Job
Germany1. Pay2. Fit with Job3. InterestingWork
Britain1. InterestingWork2. Pay3. Job Security
Israel1. Fit with Job2. Relations withPeople3. Pay
Japan1. Fit with Job2. InterestingWork3. Autonomy
Netherlands1. Autonomy2. InterestingWork3. Relationshipswith People
Belgium1. InterestingWork2. Pay3. Job Security
EX 13.3 MAJOR WORK GOALSEX 13.3 MAJOR WORK GOALS
CONCLUSIONS: MOW STUDYCONCLUSIONS: MOW STUDYWork centrality Work centrality Benefits from work and money Benefits from work and money
alone is not enough alone is not enough Priorities given to work goals Priorities given to work goals
similar but emphasis different similar but emphasis different
WORK MOTIVATION AND THE WORK MOTIVATION AND THE NATIONAL CONTEXT NATIONAL CONTEXT
THE BASIC WORK THE BASIC WORK MOTIVATION PROCESSMOTIVATION PROCESS
Motivation: psychological process Motivation: psychological process that results in goal-directed that results in goal-directed behavior that satisfy human needsbehavior that satisfy human needs
Needs: a feeling of deficit Needs: a feeling of deficit Work satisfies many needs - e.g., Work satisfies many needs - e.g.,
food and shelterfood and shelter
Motivation includes more than Motivation includes more than satisfying needssatisfying needs
Reactions to behaviors Reactions to behaviors –Reinforcement Reinforcement –PunishmentPunishment
SEE EXHIBIT 13-4 FOR SEE EXHIBIT 13-4 FOR THE BASIC WORK THE BASIC WORK
MOTIVATION PROCESS AND MOTIVATION PROCESS AND THE NATIONAL CONTEXT THE NATIONAL CONTEXT
National Context(Culture and
Social Institutions)
IndividualWork
Motivation
Unsatisfied Needs
Goal-DirectedBehavior to
Satisfy Needs
Reinforcement orPunishment
Defines theImportance of
Different Needs
Defines LegitimateBehaviors of Work
Defines What isRewarded or
Punished and How
Continue or StopBehaviors; Stay
or Leave theOrganization
Defines Relationshipwith Organization
NATIONAL CONTEXT AND NATIONAL CONTEXT AND WORK MOTIVATIONWORK MOTIVATION
Culture and supporting Culture and supporting institutions institutions –Influence the priority people Influence the priority people
attach to workattach to work–Influence reactions to goal-Influence reactions to goal-
directed behaviors at workdirected behaviors at work
THEORIES OF WORK THEORIES OF WORK MOTIVATION IN THE MOTIVATION IN THE
MULTINATIONAL CONTEXT MULTINATIONAL CONTEXT Two basic types of motivation Two basic types of motivation
theories:theories:–Need theoriesNeed theories–Process theoriesProcess theories
Applications to multinational Applications to multinational context followcontext follow
NEED THEORIESNEED THEORIESAssume that work can satisfy basic Assume that work can satisfy basic
humanhumanFour popular need theories: Four popular need theories:
Maslow’s hierarchy of needs, ERG Maslow’s hierarchy of needs, ERG theory, Motivator-Hygiene theory, theory, Motivator-Hygiene theory, and Achievement Motivation theoryand Achievement Motivation theory
MASLOW'S HIERARCHY OF MASLOW'S HIERARCHY OF NEEDSNEEDS
Basic needs: physiological, Basic needs: physiological, security, affiliation, esteem, and security, affiliation, esteem, and self-actualizationself-actualization
A hierarchyA hierarchyOnce one need is satisfied, it no Once one need is satisfied, it no
longer motivateslonger motivates
ALDERFER'S ERG THEORYALDERFER'S ERG THEORYSimplified hierarchy: growth needs, Simplified hierarchy: growth needs,
relatedness needs, and existence relatedness needs, and existence needsneeds
Frustration motivates behavior to Frustration motivates behavior to satisfy the needsatisfy the need
People seek to satisfy higher and People seek to satisfy higher and lower level needslower level needs
MOTIVATOR-HYGIENE MOTIVATOR-HYGIENE THEORYTHEORY
Job content = motivating factorsJob content = motivating factorsJob context = hygiene factorsJob context = hygiene factorsOnly job content factors truly Only job content factors truly
motivatingmotivating
ACHIEVEMENT MOTIVATION ACHIEVEMENT MOTIVATION THEORYTHEORY
Three key needs: achievement, Three key needs: achievement, affiliation, and poweraffiliation, and power
High achievement people have: High achievement people have: needs to win and to set own goals needs to win and to set own goals and seek challenging situationsand seek challenging situations
NEEDS AND THE NATIONAL NEEDS AND THE NATIONAL CONTEXT CONTEXT
Need priorities differ by countryNeed priorities differ by countryEven with similar ranks, level of Even with similar ranks, level of
importance differs by countryimportance differs by country
APPLYING NEED THEORIES IN APPLYING NEED THEORIES IN MULTINATIONAL SETTINGS MULTINATIONAL SETTINGS Identify:Identify:–Basic functions of workBasic functions of work–Needs considered most importantNeeds considered most important
Sources of need fulfillmentSources of need fulfillmentKnow available jobs to satisfy needsKnow available jobs to satisfy needs
PROCESS THEORIES OF PROCESS THEORIES OF MOTIVATIONMOTIVATION
Three major theories: expectancy Three major theories: expectancy theory, equity theory, and goal theory, equity theory, and goal setting theory setting theory
More complex than need theoriesMore complex than need theories–Relate individual beliefs regarding Relate individual beliefs regarding
effort, outcomes, and performanceeffort, outcomes, and performance
EXPECTANCY THEORYEXPECTANCY THEORY
Motivation = Expectancy X Motivation = Expectancy X Valence X InstrumentalityValence X Instrumentality
APPLYING EXPECTANCY APPLYING EXPECTANCY THEORY IN MULTINATIONAL THEORY IN MULTINATIONAL
SETTINGSSETTINGSIdentify valued outcomes of Identify valued outcomes of
workworkUse culturally appropriate ways Use culturally appropriate ways
to convince employees that their to convince employees that their efforts will lead to desirable endsefforts will lead to desirable ends
EQUITY THEORYEQUITY THEORY
Fairness in the input/output Fairness in the input/output equation equation
Relative rewards vis-a-vis inputs Relative rewards vis-a-vis inputs leads to:leads to:–Reduced or increased Reduced or increased
contribution to organizationcontribution to organization
APPLYING EQUITY THEORY IN APPLYING EQUITY THEORY IN MULTINATIONAL SETTINGSMULTINATIONAL SETTINGS
Equity norms varyEquity norms varyPrinciples of allocating rewards: Principles of allocating rewards: –Contributions - prevail in individualistic Contributions - prevail in individualistic
culturescultures–Equality - more likely in collectivist Equality - more likely in collectivist
culturescultures–Need - more likely in collectivist Need - more likely in collectivist
culturescultures
GOAL SETTING THEORYGOAL SETTING THEORYPremise: People want to achieve Premise: People want to achieve
goals goals Effective Goals:Effective Goals:–Clear, specific, and difficult Clear, specific, and difficult
but achievablebut achievable
For Goals setting to work, managers For Goals setting to work, managers must:must:–Increase employee acceptance of Increase employee acceptance of
goalsgoals–Provide incentives to achieve goals Provide incentives to achieve goals –Give feedback on goal attainmentGive feedback on goal attainment
APPLYING GOAL SETTING APPLYING GOAL SETTING THEORY IN MULTINATIONAL THEORY IN MULTINATIONAL
SETTINGSSETTINGSGoal setting works to some Goal setting works to some
degree regardless of location degree regardless of location Cultural expectations vary - Cultural expectations vary -
managers must know:managers must know:–Is it better to set goals for Is it better to set goals for
groups or for individuals?groups or for individuals?
EX 13.9 CULTURAL EFFECTS ON EX 13.9 CULTURAL EFFECTS ON GOAL SETTINGGOAL SETTING
0 5 10 15 20Performance
Assigned
Representative
Participative
Deg
ree
of P
artic
ipat
ion
U.S.Kibbutz IsareliUrban Israeli
REINFORCEMENT THEORYREINFORCEMENT THEORYBehavior is a function of its Behavior is a function of its
consequences consequences Pleasurable consequence = behavior Pleasurable consequence = behavior
continuescontinuesUnpleasant consequence = behavior Unpleasant consequence = behavior
stopsstopsReinforcement, extinction, and Reinforcement, extinction, and
punishmentpunishment
APPLYING REINFORCEMENT APPLYING REINFORCEMENT THEORY IN MULTINATIONAL THEORY IN MULTINATIONAL
SETTINGSSETTINGSPositive reinforcementPositive reinforcementIdentify appropriate rewards as Identify appropriate rewards as
reinforcers reinforcers National context defines National context defines
acceptable/legitimate rewards acceptable/legitimate rewards
MOTIVATION AND JOB MOTIVATION AND JOB DESIGN: U.S. AND DESIGN: U.S. AND
EUROPEAN PERSPECTIVESEUROPEAN PERSPECTIVES
Focus on nature of jobsFocus on nature of jobsPsychological effects of tasks on Psychological effects of tasks on
workersworkers
A U.S. APPROACH: THE JOB A U.S. APPROACH: THE JOB CHARACTERISTICS MODELCHARACTERISTICS MODEL
See Exhibit 13.12 nextSee Exhibit 13.12 next
Characteristicsof a Job
Skills andabilities;
Opportunity tosee a whole
piece of work;Job effects
others
Freedom tochoose goals
and schedules
Feedback ontask
completionand quality
Worker FeelsResponsible
for Outcomes
CriticalPsychological
States
Work andPersonal
Outcomes
Job isMeaningful
Worker KnowsResults from
Efforts
Job SatisfiesGrowth Needs
Job is HighlyMotivating
Job is HighlySatisfying
High WorkQuantity andQuality
A EUROPEAN APPROACH: A EUROPEAN APPROACH: SOCIOTECHNICAL SYSTEMSSOCIOTECHNICAL SYSTEMS
Technology and the social needs Technology and the social needs of workersof workers
The autonomous work groupThe autonomous work groupTeam tasks the focus job Team tasks the focus job
enrichmentenrichment
CHOOSING JOB ENRICHMENT CHOOSING JOB ENRICHMENT TECHNIQUES IN TECHNIQUES IN
MULTINATIONAL SETTINGSMULTINATIONAL SETTINGSDistinction between Distinction between
individualistic and collectivist individualistic and collectivist cultures should determine the cultures should determine the choice of job-enrichmentchoice of job-enrichment–U.S. individual approachU.S. individual approach–European group approachEuropean group approach
PROBLMES OF TEAM WORK IN PROBLMES OF TEAM WORK IN INDIVIDUALISTIC CULTURESINDIVIDUALISTIC CULTURES
Social loafing Social loafing No responsibility for group No responsibility for group
outcomesoutcomesIndividual work/interests have Individual work/interests have
priority over group'spriority over group's
CONCLUSIONSCONCLUSIONS
Motivating the multinational Motivating the multinational workforce: a constant challengeworkforce: a constant challenge
Motivation theories not culture Motivation theories not culture freefree
Application requires knowledge Application requires knowledge of national contextof national context