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Running head: MOTIVATION 3.0 - DOES IT WORK IN CHINA?
Motivation 3.0 - does it work in China?
Andrew Man Joe Ma
Regent University
MOTIVATION 3.0 - DOES IT WORK IN CHINA? 2
Abstract
Studies on motivations in the workplace lately have attracted much research focus lately,
particularly on intrinsic motivations (Lepper & Henderlong, 2000). In the globalized world that
we are living in now, an apparent question to ask is if intrinsic motivation, or Motivation 3.0 as
Pink (2009) has termed it, can work universally across different cultures, that are very different
from America and Western Europe where most of these studies have originated from. This
article attempts to address this question, and analyzes the applicability of intrinsic motivators in
the Chinese culture context. This paper posits that Motivation 3.0 should still work in China, but
leaders need to carefully consider the culture and age demographic as moderating factors for the
effectiveness of Motivation 3.0 among Chinese employees. Paternalistic leadership style that has
been widely used in Chinese leaders typically grants less autonomy to the followers and focuses
more on the correction of mistakes. Leaders in China also tend to rely mainly on extrinsic
incentives such as financial rewards, rather than trying to improve intrinsic drives among their
workers (Benz, 2005). Furthermore, China is currently going through rapid economic growth,
and the influence of a more materialistic culture that emphasizes financial success is influencing
the mindset of the workforce in China. This paper examines the subcultures in different
generations in China, and argues that Motivation 3.0 has higher tendency to work better in the
“Post 80” generations (those that were born after 1980) than the older generations in China.
MOTIVATION 3.0 - DOES IT WORK IN CHINA? 3
Motivation 3.0 - does it work in China?
The holy grail of leadership in organizations is that all employees are self-motivated to do
their work, and the leaders are left with nothing to do but to hit the golf course. How can
organizations get there? The secret, as Pink in his latest book Drive depicted, is in “Motivation
3.0”. Despite the trendy term, Motivation 3.0 is mainly referring to “intrinsic motivation” that
has been a key topic in psychology research for the past three decades.
In the history of research on motivation, researchers in the first half of the 20th century
have been focusing on externally imposed instrumental contingencies (Lepper & Henderlong,
2000). These researchers illustrated that using the “carrot and stick” approach, or so called
extrinsic motivators, animals like rats and pigeons could be taught to perform different tricks in
order to obtain food, water, or relief from pain. Beginning in the second half of the 20th century,
however, the research focuses have shifted to focus on so called intrinsic motivators. Since then,
there has been an abundance of academic research on intrinsic motivation. In his latest book
called Drive, Pink summarized many academic studies on motivation, and he used the terms
Motivation 1.0, 2.0, and 3.0 to delineate extrinsic and intrinsic motivation. Motivation 1.0
concerns about basic survival. In the workplace context, it is simply related to keeping the job
and avoiding being fired. Motivation 2.0 was built around external rewards and punishments.
This works fine, but its effectiveness is confined to routine tasks such as blue-collar work and
short-term effectiveness. Organizations that emphasize creativity and autonomy in the 20th
century work are confronting new challenges that are not compatible with the Motivation 1.0 and
2.0 techniques. Motivation 3.0, which emphasizes autonomy, mastery, and purpose/meaning of
the work, is found to more effective instead. Yet these intrinsic motivators, as Pink pointed out,
have not been wildly practiced in real life management today.
MOTIVATION 3.0 - DOES IT WORK IN CHINA? 4
In today’s globalized world, an apparent question is if Motivation 3.0 could work equally
well in different cultural contexts, especially in those that are considerably different than the
western culture in which most studies were done. For example, some authors such as Gallo
(2008) and Leung (2008) expressed doubts on the applicability of western-centric motivation
techniques in Chinese society.
This article analyzes the applicability of Motivation 3.0 in current Chinese culture. It
looks at the traditional Chinese culture and contemporary Chinese culture, highlighting the
different criteria for management to consider when applying Motivation 3.0 onto Chinese
employees.
MOTIVATION 3.0 - DOES IT WORK IN CHINA? 5
Overview of an Intrinsic and Extrinsic Motivation model
The term “motivate” comes from the Latin word movere, movement or to move (Johnson,
2007; Steers et al., 2004). Motivation can be defined as the “energizing force that steers people
toward desired end states” (Borgida & Mobilio, 2000, p. 347). Lepper and Henderlong (2000)
summarized most academic literatures on motivation recently into four basic propositions:
1. Non-contingent extrinsic rewards are less likely to produce detrimental effects
and more likely to produce beneficial effects on later intrinsic motivation than
otherwise identical rewards that are contingent on task engagement or task
completion (and under some conditions, on task performance).
2. Unexpected extrinsic rewards are less likely to produce negative and more likely
to produce positive effects on intrinsic motivation than otherwise identical
rewards that are expected.
3. Extrinsic rewards that are intangible (e.g., diffuse, implicit, social, verbal) are less
likely to produce adverse effects and more likely to produce facilitative effects
than otherwise comparable rewards that are more tangible.
4. Rewards that provide salient evidence of one's competence or ability at an activity
will have more positive (or less negative) effects on intrinsic motivation than will
rewards that do not provide such information (p.262).
Based on these academic research findings, Pink (2009) illustrated why the traditional
“carrot and stick” motivators do not work well in today’s society. These "if then"
reward/punishment systems can work, but under very limited conditions such as when the work
is repetitive and the performance is measured primarily on efficiency alone. Further more,
research indicates that these contingency rewards, contrary to the common sense, can extinguish
MOTIVATION 3.0 - DOES IT WORK IN CHINA? 6
intrinsic motivation, diminish performance, limit creativity, and discourage good behavior. Over-
emphasis on the use of extrinsic motivators can even encourage unethical behavior, create
addictions, and foster short-term thinking. Pink (2009) then introduced three key elements for
Motivation 3.0:
1) Autonomy - to have control over our lives and destiny.
2) Mastery - to learn to master the tasks we are good at.
3) Purpose - to "buy in" to the bigger meaning of the roles and tasks.
Pink then illustrated these concepts by citing a few examples in leading companies such
as Google's “20 percent time”, in which employees work on projects of their choosing one day
each week, and Best Buy's “Results Only Work Environment”, in which employees can work
whenever and however they choose. Emphasizing innovation and creativity in the company
culture, these companies are starting to demonstrate growing endorsement for the Motivation 3.0
approach in their practices.
MOTIVATION 3.0 - DOES IT WORK IN CHINA? 7
Motivation in Chinese culture
According to Chen & Lee (2008), Chinese culture is one of the more complicated
cultures in the world, largely due to its long history and the intertwining of many schools of
thoughts over the past five thousand years. Furthermore, modern China in the past 60 years has
been going through rapid changes in terms of culture and personal value systems. Latest research
suggests that while these new generations of leaders are not totally forsaking their Confucian
roots, the new generations of corporate leaders are more individualistic and more likely to act
independently to pursue financial success(Chiu & Luk 2002). Thus, they may be viewed as
"cross-verging" their Eastern and Western influences.
In order to understand the dynamic of the culture in modern China, one has to separately
examine traditional Chinese culture as well as contemporary Chinese culture.
Traditional Chinese culture
Among the various philosophies and religions that have shaped beliefs and values in Chinese
people, Confucianism has probably exerted the greatest influence. The thoughts of the great Chinese
scholar Confucius (Kongzi 孔子, 551-479 B.C.) have been influential not only in China, but also in
other Asian societies like Hong Kong, Singapore, South Korea, Taiwan, and Japan.
Confucius emphasized virtue as the goal, benevolence, human-heartedness, and the role
model of the leader being one who walked the talk. He used the term “gentleman” (chün tzu 君
子) to refer to a virtuous person with a strong moral character. Virtues are far more important
than material possessions. As Confucius puts it, “The gentleman seeks neither a full belly nor a
comfortable home. He is quick in action but cautious in speech. He goes to men possessed of the
Way to have himself put right. Such a man can be described as eager to learn” (1:14)
MOTIVATION 3.0 - DOES IT WORK IN CHINA? 8
(Confucius, 1992, p.7). The goal of the gentleman according to Chinese culture, therefore, should be
virtue (te 德) that is intrinsic, and not profit (li 利) that is extrinsic in nature..
The key characterizations of traditional Chinese culture are its high collectivism and
power distance as pinpointed by the research from Hofstede (2001). Appendix A illustrates the
Hofstede cultural dimensions for China and USA (Hofstede, 2009). Many Chinese indigenous
concepts, such as face, harmony, guanxi (interpersonal connections), renqin (compassion), and
paternalistic leadership, can be traced back to these two broad cultural dimensions that are
different in the American culture. Gallo (2008) described a story in his book “Business
Leadership in China” that illustrated the issue in using a Western management approach in
China. In one of his MBA classes, a Chinese student challenged the validity of Western
motivation techniques in Chinese context (p.ix). The student observed that it is typically not the
Chinese employee’s expectation for managers to motivate them in Chinese culture. Gallo pointed
out that many Chinese managers tend to give negative motivation to the employee because of the
state-owned enterprise mentality that was the predominant organizational structure in the early
part of the modern China (p.139). The Chinese managers are more interested in looking upward
at the Communist Party rather than downward at the employees. These Chinese managers
understand that the Party has a much greater influence on their future than the success of their
workforce. Thus, their focus on employees is more complicated than just getting them motivated.
Rather, managers are interested in getting them to have the right political attitude.
In older Chinese organizational culture, rather than rewarding employees with
motivational incentives, the focus was on not making mistakes, and when mistakes were made,
the leaders tended to punish people publicly. Praising people openly has not been a practice as
Confucius’s teaching emphasizes the virtue of humbleness and the importance of “staying in the
MOTIVATION 3.0 - DOES IT WORK IN CHINA? 9
middle.” As a result of the influence of Confucianism, Chinese leaders also tend to practice a
more paternal style of leadership. For example, parents in traditional Chinese culture tend to be
focusing more on mistake corrections than praising their children. This tradition in the family has
been passing on across generations and to the business world.
The change in Chinese culture in modern China
The economic prosperity of China started in the 1980s due to the economic reform led by
Deng Xiaoping. Leung (2008) pinpointed that the current social norms and institutional
characteristics in China have been heavily driven by the notion of materialistic achievement.
The use of materialistic achievement to delineate contemporary China is consistent with
Abramson and Inglehart’s (1995) observation that industrializing nations tend to exhibit
materialism in their value profile. China’s hyper economic growth has propelled living standards
upward rapidly, and many people are well aware of and may have tasted the economic
progression. Many Chinese now crave for wealth and status, and are willing to “compromise” in
order to be rich and powerful, somehow overriding the traditional virtues setup by Confucius. It
seems ironic that during the Cultural Revolution that was merely less than twenty years ago,
being wealthy was seen as a sin. A drastic change in the social norm about money has taken
place in China, and materialism is now widely accepted as the culture norm (Abramson &
Inglehart, 1995; Fang, 2006).
Given the pervasiveness of materialism in contemporary China, Leung (2008) pointed out
that many management practices based on primarily intrinsic motivation may not work too well.
Management practices such as participative management, empowerment, job enrichment,
knowledge management, and total quality management require a high degree of intrinsic
motivation for them to be effective. If employees are mostly concerned with extrinsic rewards,
MOTIVATION 3.0 - DOES IT WORK IN CHINA? 10
they are likely to be lukewarm about these intrinsic-motivation-centric practices. To make these
management practices work, managers need to think of some way to link them with incentives.
The Postmodern influence that affects the Gen Y/Z ( the “Post 80/90” in China)
Under such strong economic growth, a considerable portion of the population in China,
especially those in the coastal cities like Shanghai, Beijing, and Guangzhou, have been moving
up Maslow's hierarchy of need (Maslow, 1953). According to Maslow’s model, the more
affluent members of society that need not to worry about basic needs anymore are in general
more motivated by higher level needs, such as esteem and self-actualization. The mass media in
China is referring to the Chinese generation that was born after 1980 as the “Post 80
generations” (roughly equivalent to Gen Y and Z in America). Their culture is very different than
the culture of the previous generations in China. Most of the Post 80 generations are raised in
relatively affluent environments without enduring too much hardship. Also, they have been
influenced by a similar postmodern culture that plagued the west. To some extent, the
postmodern culture emphasizes autonomy and meaning-seeking personal journey. The Post 80
generations in China are influenced by the postmodern culture. They are exposed to the same
online content/TV/Hollywood films that are available in the West. While some contents and
media tools like Youtube, Facebook and Twitter are restricted in China due to government
censorship, there are many copycats in China that Chinese youths can use locally. For examples,
China has Renren that is similar to Facebook, and t.sina.cn that is similar to Twitter.
Under the influence of postmodernism, the Post 80 generations want more than just
economic prosperity. They are seeking meaning in life in their own ways. The massive Sichuan
earthquake in 2008 started the volunteering movements among the Post 80 in China. Thousands
of young people volunteered their time to go to the ruined cities to rebuild and help the ones in
MOTIVATION 3.0 - DOES IT WORK IN CHINA? 11
need. The volunteering movement continued with the Beijing Olympic in 2008 and Shanghai
World Expo in 2010. These young people, who served in these volunteering services, are
entering into the workforce and are trying to find meaning and purpose in their work. With the
influence of the media exposure from the West, they also enjoy more autonomy and prefer more
freedom in their lives.
Different Demographic Cohort in China
As depicted above, there are significant different cultural forces that have been shaping
China in the past decades. Different demographics in China are experiencing different cultural
forces that have shaped their belief and values during their upbringings. It is therefore necessary
to look at different demographic cohort separately. The following categorization is based on the
analysis from Egri and Ralston (2004) regarding the generation cohort in China.
Modern China begins in 1911 after the collapse of the Qing Dynasty. Starting off the
modern era, the Republican Era (1911-49) was a period characterized by poverty, natural
disasters, wars, invasions, political and economic instability. Chinese Communist Party, founded
by Mao Zedong, came to power after the Second World War and Civil War in 1945-49. Under
the Communist regime, Confucianism, which emphasizes the virtues of benevolence, propriety,
social hierarchy, and commitment, was deemed to be the key corrupting factors in Chinese
culture (Egri and Ralston, 2004).
During the Consolidation Era (1950-1965), the Chinese Communist Party sought to
replace Confucianism with Marxist-Leninist ideology to establish a new communal order that
placed the State and the Communist Party above traditional thinking. At the same time, China
cut most Western ties in China except USSR during that period. The centralized industrialization
and agrarian reform efforts were not effective, and many people were still living in poverty.
MOTIVATION 3.0 - DOES IT WORK IN CHINA? 12
During the latter part of the Consolidation Era (1961-1965), the rising influence of the more
moderate leadership of Deng Xiaoping bought some economic reform that loosened up the tight
centralized control in the society (Vohra, 2000) .
Due to the political struggle in the Communist Party, Mao started the Great Cultural
Revolution (1966-1976). This further attacked Confucianism and Western cultural influence in
order to go back to Communist ideology. During this chaotic period, the Cultural Revolution
further depressed traditional education. Economic reformation was actively suppressed so as to
try to create a classless society that valued equality, conformity, and self-sacrifice. Because of
this radical and disruptive revolution that turned the society upside down, this period was a
period of extreme poverty. This chaotic period started to end by the reinstatement of Deng
Xiaoping as vice premier in 1972. Mao Zedong’s death in 1976 signaled the end of China’s
Cultural Revolution.
The second coming of Deng Xiaoping and his modern policies marked the beginning of
the Social Reform Era (1978 to present). Under his reformation, individual achievement,
materialism, economic efficiency, and entrepreneurship were encouraged again. Deng also
enacted the “Open Door” policy that allowed Western capitalistic ideologies to influence in
Chinese business and education. Although social reforms have brought Confucius back into
official favor, Chinese youth who have grown up during the Social Reform Era have been
described as individualistic, materialistic, hedonistic, and entrepreneurial (Egri and Ralston,
2004).
Lately, the term Post-80s (八零後) emerged in literature and media in China, referring to
the generations that were born between 1980 to 1989 in the urban cities of Mainland China
(Stanat, 2006). The Post-80s are experiencing the “Little Emperor Syndrome” due to Mainland
MOTIVATION 3.0 - DOES IT WORK IN CHINA? 13
China’s one-child policy (Stanat, 2006). Growing up after the harsh period in early part of
modern China, this generation has been characterized by its optimism for the future, newfound
excitement for consumerism and entrepreneurship and acceptance of its historic role in
transforming modern China into an economic superpower. This next generation of Chinese is
also distinguished by their increased access to the Internet, MP3 players, computers, and mobile
phones that is on par with the same generation in the West (Stanat, 2006).
Table 1 compares the different generation cohort in China with the western generation
cohort system.
Table 1
Different Generation Cohort in China and the West
The Applicability of Motivation 3.0 in China
Gallo (2008) gave some advice to Western managers who are dealing with Chinese staff.
Chinese generation
cohort
Year of
birth
Western generation
cohort
Year of birth
Republican 1930-1950 Silent Generation <1945
Consolidation 1951-1960 Baby Boomer 1946-1964
Cultural Revolution 1961-1970 Generation X 1965-1981
Social Reform 1971-1975
Post 80 1980-1989 Generation Y 1982-2000
Post 90 1990-1999
MOTIVATION 3.0 - DOES IT WORK IN CHINA? 14
• See each staff differently; what motivates is different in each case. Different
generations see motivations differently. It all depends on generation, personality,
gender, and background.
• Motivation 3.0 based on guanxi- centric culture needs to have patience to
cultivate the trust first before applying intrinsic motivators such as promoting
purpose/meaning in the job.
• Overcome initial suspicions from employees. Motivation 3.0 is new to China. It
requires time to be accepted. As more and more Post 80s enter into the workforce,
understanding Motivation 3.0 and localizing the practice in China is important.
• Because of Deng’s successful economic reform in the 80’s, the Chinese culture
has been shifting to more pragmatism and materialism. The Gen X in China,
therefore, was shaped to put financial reward as one of the most important
motivators.
What Gallo highlighted above is essentially a balanced treatment of Motivation 2.0 and
Motivation 3.0 in China. Along the same line, DeVoe & Iyengar (2004) found that Asian
managers are found to be exhibiting a balanced view of intrinsic and extrinsic motivators. The
Asian managers are found to perceive their subordinates as equally motivated by intrinsic and
extrinsic factors (2004).
One way to view the above balanced approach is applying different dosage of Motivation
2.0 and 3.0 depending on the generations of leaders and followers. Table 2 illustrates different
scenarios for different generations of managers to consider when they try to apply Motivation 2.0
and 3.0 in their teams.
MOTIVATION 3.0 - DOES IT WORK IN CHINA? 15
Table 2
The application of Motivation in different generations in China
Baby Boomer as
employee
Gen X (Post 70) as
employee
Gen Y (Post 80/90) as
employee
Baby Boomer as
manager
Traditional paternal style
leadership are expected
BB managers need to
apply a balance of
Motivation 2.0 +
Motivation 3.0
BB managers need to
adapt towards more
Motivation 3.0
Gen X (Post 70) as
manager
Rare in China, but Gen X
managers need to respect
their older staff who are
not used to Motivation 3.0
techniques
Gen X managers need
to apply a balance of
Motivation 2.0 +
Motivation 3.0
Need to adapt towards
more Motivation 3.0
Gen Y (Post 80/90) as
manager
Rare in China, but Gen Y
managers need to respect
their older staff who are
not used to Motivation 3.0
techniques
Rare in China, but Gen
Y managers need to
respect their older staff
that are more motivates
by Motivation 2.0
Motivation 3.0
MOTIVATION 3.0 - DOES IT WORK IN CHINA? 16
Conclusion
The study of motivation has been attracting much research in the past decades. Yet
research in motivation in the cross-cultural context is only just starting to become the focus lately
(Lepper & Henderlong, 2000). Among the different cultures in the world, the Chinese culture is
an interesting one, as it is very different than that in the West. Indeed, they are very different
when the historic root of Chinese culture is examined. Leaders, therefore, need to be careful in
applying western management techniques onto Chinese employees, particularly onto the older
generations in China. However, the view of all western management techniques simply does not
work in China is too simplistic. As we are marching towards the globalized world, the new Post
80 generations in China who grew up affluently in the cities like Shanghai and Beijing are not
too different than the Gen Y and generations in the west. This paper outlines a framework for
leaders to consider when they are applying different motivation approaches to the followers.
MOTIVATION 3.0 - DOES IT WORK IN CHINA? 17
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Appendix A : Hofstede Cultural Dimension for N. America and China (Hofstede, 2009).