Motivation Across CulturesSlide 2Slide 3The Nature of MotivationSlide 5Slide 6The Hierarchy-of-Needs TheoryMaslow’s Need HierarchySlide 9Slide 10Slide 11Top-Ranking Goals for Professional Technical Personnel from a Large Variety of CountriesSlide 13Slide 14Four Most Important Goals Ranked by Occupational GroupSlide 16The Two-Factor Theory of MotivationHerzberg’s Two-Factor TheorySlide 19Slide 20Views of Satisfaction/DissatisfactionSlide 22Slide 23Slide 24Slide 25Motivation Factors in ZambiaJOI Results in Four Cross-Cultural GroupsAchievement Motivation TheorySlide 29Slide 30Selected Countries on the Uncertainty-Avoidance and Masculinity ScalesSlide 32Select Process TheoriesSlide 34Slide 35Slide 36Slide 37Slide 38Slide 39Slide 40Motivation Applied Job Design, Work Centrality, and RewardsCultural DimensionsSlide 43Slide 44Slide 45Slide 46Slide 47Slide 48Slide 49Slide 50Slide 51Slide 52Slide 53Slide 54Slide 55Slide 56CaseChapter12Motivation Across CulturesThe specific objectives of this chapter are:1. DEFINE motivation, and explain it as a psychological process.2. EXAMINE the hierarchy-of-needs, two-factor, and achievement motivation theories, and assess their value to international human resource management.Chapter12Motivation Across CulturesThe specific objectives of this chapter are:3. DISCUSS how an understanding of employee satisfaction can be useful in human resource management throughout the world.4. EXAMINE the value of process theories in motivating employees worldwide.Chapter12Motivation Across Cultures5. RELATE the importance of job design, work centrality, and rewards to understanding how to motivate employees in an international context. The specific objectives of this chapter are:4MotivationA psychological process through which unsatisfied wants or needs lead to drives that are aimed at goals or incentives.The Nature of MotivationThe Basic Motivation ProcessThe Basic Motivation ProcessMcGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.Adapted from Figure Figure 12–1: The Basic Motivation ProcessUnsatisfied needDrive toward goal to satisfy needAttainment of goal (need satisfaction)5The Nature of MotivationThe Universalist AssumptionThe first assumption is that the motivation process is universal, that all people are motivated to pursue goals they value—what the work-motivation theorists call goals with “high valence” or “preference” The process is universalCulture influences the specific content and goals pursuedMotivation differs across cultures6The Nature of MotivationThe Assumption of Content and ProcessContent Theories of MotivationTheories that explain work motivation in terms of what arouses, energizes, or initiates employee behavior.Process Theories of MotivationTheories that explain work motivation by how employee behavior is initiated, redirected, and halted.7The Hierarchy-of-Needs TheoryThe Maslow TheoryMaslow’s theory rests on a number of basic assumptions:Lower-level needs must be satisfied before higher-level needs become motivatorsA need that is satisfied no longer serves as a motivatorThere are more ways to satisfy higher-level than there are ways to satisfy lower-level needs8Self-ActualizationNeedsEsteem NeedsSocial NeedsSafety NeedsPhysiological NeedsBasic physical needs for water, food, clothing, and shelter.Desires for security, stability, and the absence of pain.Desires to interact and affiliate with others and to feel wanted by others.Needs for power and status.Desires to reach one’s full potential, to become every thing one is capable of becoming as a human being.Maslow’s Need HierarchyMaslow’s Need HierarchyMcGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.Adapted from Figure 12–2: Maslow’s Need HierarchySelf-ActualizationNeedsEsteem NeedsSocial NeedsSafety NeedsPhysiological Needs9The Hierarchy-of-Needs TheoryInternational Findings on Maslow’s TheoryWith some minor modification researchers examined the need satisfaction and need importance of the four highest-level needs in the Maslow hierarchEsteem needs were divided into two groups: Esteem – including needs for self-esteem and prestigeAutonomy – including desires for authority and opportunities for independent thought and action10The Hierarchy-of-Needs TheoryInternational Findings on Maslow’s TheoryThe Haire study indicated all these needs were important to the respondents across culturesInternational managers (not rank-and-file employees) indicated the upper-level needs were of particular importance to themFindings for select country clusters (Latin Europe, United States/United Kingdom, and Nordic Europe) indicated autonomy and self-actualization were the most important and least satisfied needs for the respondentsAnother study of managers in eight East Asian countries found that autonomy and self-actualization in most cases also ranked high11The Hierarchy-of-Needs TheoryInternational Findings on Maslow’s TheorySome researchers have suggested modifying Maslow’s “Western-oriented” hierarchy by reranking the needs Asian cultures emphasize the needs of societyChinese hierarchy of needs might have four levels ranked from lowest to highest: Belonging (social)PhysiologicalSafetySelf-actualization (in the service of society)12Top-Ranking Goals for Professional Technical Personnel Top-Ranking Goals for Professional Technical Personnel from a Large Variety of Countriesfrom a Large Variety of CountriesAdapted from Table 12–1: Top-Ranking Goals for Professional Technical Personnel from a Large Variety of Countries13Top-Ranking Goals for Professional Technical Personnel Top-Ranking Goals for Professional Technical Personnel from a Large Variety of Countriesfrom a Large Variety of CountriesAdapted from Table 12–1: Top-Ranking Goals for Professional Technical Personnel from a Large Variety of Countries14The Hierarchy-of-Needs TheoryInternational Findings on Maslow’s TheoryHofstede’s research indicates:Self-actualization and esteem needs rank highest for professionals and managersSecurity, earnings, benefits, and physical working conditions are most important to low-level, unskilled workersJob categories and levels may have a dramatic effect on motivation and may well offset cultural considerationsMNCs should focus most heavily on giving physical rewards to lower-level personnel and on creating a climate where