卡伦国际企业管理第6版-(28)[51页]课件.ppt

1、Chapter 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 14Motivation in Multinational Companies 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a

2、publicly accessible website, in whole or in part. Learning Objectives (1 of 2) Recognize how people from different nations perceive the basic functions of working. Explain how people from different nations view the importance of working. Understand how the national context affects the basic processe

3、s of work motivation. 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objectives (2 of 2) Apply common theories of work motivation in different national contexts. Design jobs for high moti

4、vational potential in different national cultures. 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Work Values and the Meaning of Work Before we can understand how to motivate or lead people from d

5、ifferent national cultures, we must have some knowledge about what work means to people from different societies. Two basic questions must be answered: How important is work in peoples lives? What do people value in work? 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or dupl

6、icated, or posted to a publicly accessible website, in whole or in part. How Important is Work in Peoples Lives? (1 of 2) Work Centrality is the degree of importance that work has in the life of an individual at a given time, as compared to other activities such as leisure and family. Higher levels

7、of work centrality are closely correlated with the average number of hours worked per week. High levels of work centrality may lead to dedicated workers and effective organizations. 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessib

8、le website, in whole or in part. How Important is Work in Peoples Lives? (2 of 2) Work Obligation Norms are the degree to which work is seen as an obligation or duty in a society. These societies are more likely to have individuals adhering to this norm by working longer. Many of the emerging econom

9、ies show very high levels of work obligation norms. 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 14.1: Levels of Work Obligation Norms in Various Societies 2013 Cengage Learning. All Rig

10、hts Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. What Do People Value in Work? (1 of 3) Two important work values are: People with Extrinsic Work Values express a preference for the security aspect of jobs such as income, job se

11、curity, and less demanding work. Those with Intrinsic Work Values express preferences for openness to change, the pursuit of autonomy, growth, creativity, and the use of initiative at work. 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly

12、accessible website, in whole or in part. Exhibit 14.2: Preference: Extrinsic Work Values 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 14.3: Preference: Intrinsic Work Values 2013 Cengage

13、 Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 14.4: Importance Rankings of Work Characteristics in Nine Countries 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated,

14、 or posted to a publicly accessible website, in whole or in part. What Do People Value in Work? (2 of 3) In some societies, work is very central and absorbs much of a persons life. All people hope to receive certain benefits from work. Societies differ in the degree to which they regard work as an o

15、bligation to society. Many of the emerging economies that value extrinsic work values such as income and job security also place high value on intrinsic work values. 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in w

16、hole or in part. What Do People Value in Work? (3 of 3) The first key to successful motivational strategies in multinational companies is understanding the differences regarding how people view the functions of work, work centrality, and the priorities given to different job characteristics. 2013 Ce

17、ngage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Basic Work-Motivation Process (1 of 2) Motivation is a psychological process resulting in goal-directed behavior that satisfies human needs A Need is a

18、feeling of deficit or lacking that all people experience at some time. A Goal-directed Behavior is one that people use with the intention of satisfying a need. 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole o

19、r in part. The Basic Work-Motivation Process (2 of 2) Reinforcement means that the consequences that follow a persons behavior encourage the person to continue the behavior. Example: bonus pay to encourage behavior Punishment means that the consequences that follow a persons behavior discourage the

20、behavior. Example: docking pay to discourage behavior 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 14.5: The Basic Work Motivation Process and the National Context 2013 Cengage Learning.

21、 All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. National Context and Work Motivation Cultural values, norms & supporting social institutions influence the priority that people attach to work. Example: Early education in

22、 collectivist societies encourage people to develop a need to belong to groups. The national context influences reactions to goal-directed behaviors at work. Example: A Japanese worker who brags about his performance will be sanctioned by his work group. 2013 Cengage Learning. All Rights Reserved. M

23、ay not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Theories of Work Motivationin the Multinational Context (1 of 2) Managers can use work-motivation theories to develop systematic approaches to motivating employees. There are two basic types of

24、motivational theories: The Need Theory assumes that people are motivated to work because their jobs satisfy basic needs and higher-level needs. The Process Theory assumes that motivation arises from needs and values combined with an individuals beliefs regarding the work environment. 2013 Cengage Le

25、arning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Theories of Work Motivationin the Multinational Context (2 of 2) The Need Theories of motivation have the most international application. There are four need theori

26、es of motivation: Maslows Hierarchy of Needs ERG theory Motivator-hygiene theory Achievement motivation theory 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 14.6: Need Theories of Motivat

27、ion 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Maslows Hierarchy of Needs (1 of 2) Maslow offered the most famous need theory, ranking five basic types of needs (lowest to highest): Physiologi

28、cal (food, water, basic survival) Security (safety, avoidance of threats) Affiliation (being loved, having friends, groups) Esteem (respect, recognition by others, self-worth) Self-actualization (maximize personal achievement) 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or

29、 duplicated, or posted to a publicly accessible website, in whole or in part. Maslows Hierarchy of Needs (2 of 2) People first seek to satisfy lower needs, then higher ones. Once a lower need is satisfied, it no longer motivates. Example: If your base pay is adequate for survival, it no longer has m

30、otivational value. Then other characteristics of the work situation become motivational, such as working in teams to meet affiliation needs. 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Alderfer

31、s ERG Theory Alderfers simplified hierarchy of three needs includes existence needs, relatedness needs, & growth needs. In ERG theory, frustration of a need motivates behavior to satisfy the need. A person who cannot satisfy a higher need will seek to satisfy lower-level needs. Example: If the satis

32、faction of growth needs is impossible on the job, relational needs become the prime motivator. 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Motivator-Hygiene Theory The Motivator-Hygiene Theory

33、assumes that a job has two characteristics: motivators and hygiene factors. Motivating Factors are the characteristics of jobs that allow people to fulfill higher-level needs. Example: a challenging job for achievement Hygiene Factors are characteristics of jobs that allow people to fulfill lower-le

34、vel needs. Example: good benefits and working conditions that satisfy security needs. 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Achievement-Motivation Theory Achievement-Motivation Theory sug

35、gests that only some people (10% in U.S.)have the need to win in competitive situations or to exceed a standard of excellence. High achievement-motivated people set their own goals and seek challenging situations, but avoid those that are too difficult. High achievers desire immediate feedback so th

36、at they know how they are performing at each step. 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Needs and the National Context Work related needs may be “grouped” in ways that match broad groups

37、 proposed by Need theories. People from different nations do not give the same priorities to the needs that might be satisfied at work. Even with similar needs, they may not give the same level of importance of satisfying these needs. Multinational managers can use need satisfaction as a motivationa

38、l tool if they take into account the particular needs that people in that nation seek. 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 14.7: Rankings of the Importance of Job-Related Source

39、s of Need Satisfaction for Seven Countries 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 14.8: Hofstedes Dimensions of National Culture and Motivators at Work 2013 Cengage Learning. All R

40、ights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Applying Need Theories in Multinational Settings Identify the basic functions of work in the national or local culture. Identify the needs considered most important by workers i

41、n the national or local culture. Note that sources of need fulfillment may differ for the same needs. Understand the limitations of available jobs to satisfy needs. 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in wh

42、ole or in part. Process and Reinforcement Theories of Motivation: Expectancy Theory Expectancy Theory is a view of motivation that is more complex than simple need satisfaction: Work motivation is a function not only of a persons needs or values, but also of the persons beliefs regarding what happen

43、s if you work hard. Motivation includes a persons desire to satisfy needs, but the level of motivation also depends on the persons belief regarding how much - or if - his efforts will eventually satisfy his needs. 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated,

44、or posted to a publicly accessible website, in whole or in part. Expectancy Theory Equation Three factors make up Expectancy Theory: Expectancy: an individuals belief that his or her effort will lead to some result Valence: the value attached to the outcome of efforts Instrumentality: the links betw

45、een early and later results of the work effort Motivation = Expectancy x Valence x Instrumentality 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Applying Expectancy Theory in Multinational Settin

46、gs There are two key issues: Identify which outcomes people value in a particular national or cultural setting; the multinational manager must find and use rewards with positive valance for employees. Find culturally appropriate ways to convince employees that their efforts will lead to desirable en

47、ds. 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Equity Theory Equity Theory focuses on the fairness that people perceive in the rewards that they receive for their efforts at work. People have

48、no absolute standards for fairness regarding their efforts, but also compare themselves to others. Example: If two people have the same job and experience, but not the same pay, one is in overpayment equity, and the other in underpayment. 2013 Cengage Learning. All Rights Reserved. May not be scanne

49、d, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Applying Equity Theory in Multinational Settings Three principles of allocating rewards, depending on cultural settings: Equity norms prevail in individualistic cultures Equality norms prevail over equity norms

50、 in collectivist cultures. The principle of need may prevail over equity in certain conditions. 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 14.9: Rewards from Peers for Contributions to