1. Motivation

2. 1- Describe the practices that Lincoln Electric uses to motivate employees. What are some of the consequences of these practices for employees and the company?
Lincoln pratictices are essentialy based on the income. They are ready to pay more their employees if they work better. For exemple, everyone can earn up twice is regular income if the profits of the company are good and the worker involved on his work. Moreover the company doesn’t make a lot for the employees (no perks) but they give a lot of money

3. 2- Discuss the motivational system at Lincoln Electric, using each of the need theories of motivation. What does each theory say about the motivational practices at Lincoln Electric and which theory works best for explaining employees’ motivation?
With Lincoln, we are located between the belongingness and the self esteem need of the pyramid. In fact, we have to notice that Lincoln's strategy is to provide his employee the best wage possible. They expect on the other hand the employee to be involved on the production process.
Regarding Alderfer's ERG theory we are located on the relatedness step : by giving more money to its employees, Lincoln expect a better relationship between the managers and the followers and a kind of feeling to belong to the company.
To finish, regarding Herzberg's theory, Lincoln expect to grow the motivation and satisfaction by putting wages (HYGIENE OR MAINTENANCE factor) at the top of the pyramid. This tool help the company developping the motivation factors

4. 3- Consider the motivational system at Lincoln Electric in terms of the process theories of motivation. What does each theory say about the company’s motivational practices? In other words, can we understand the system and its effectiveness in terms of expectancy theory, equity theory, and goal setting theory?
There are 3 main theories of motivation. Let us study the motivational strategy of lincoln in each.
Expectancy theory: Knowing that he will be rewarded on merit, Lincoln's employee has every interest to change his behavior to become very productive. Lincoln offers a good retribution and change your behavior to reach it is a good motivation, it follows the expectancy theory.
Equity theory: Lincoln's strategy does not forward the equity. Each employee must give his best to be rewarded consequently. Obviously, the better workers earn more.
Goal setting theory: Give the best of oneself can be considered as a goal, but in terms of numbers, it's hard to establish in a business like Lincoln. Set a goal is not compatible with a results-dependant income job, because you always need to be maximally effective.

5. 4- Some have said that the methods of motivation used at Lincoln Electric should be used by all organizations to motivate their employees. Do you believe this to be true? Explain your reasoning.
Of course, this motivational system can't be applied to all companies. In fact, we can note that different there are 3 main criterias for the non-adaptibility of this motivational practice in others companies:
Culture: Some countries have culture that considers being paid based on performance is considered immoral. However, some types of job are concerne (eg: doorstep selling)
Legal environment: In other countries, laws do simply not allow this aggressive motivational strategy.
Sector: wages based on results can't be applied in some working areas where it is difficult to measure the employee performance.

6. 5- Comment on the cross-cultural limitations of Lincoln Electric’s motivational system. How do the theories of work motivation help us to understand why the company’s incentive program did not work in Germany but does work in North America and Australia? What does this tell us about the cross-cultural limitations of the theories of motivation?
According to American way of life, American dream and all this typical culture based on meritocracy it is not astonish that Lincoln’s model work in North America and also Australia
Nevertheless, this way of thinking is kind of the opposite of German culture above all in the business; Germany have one of the most important trade union rate in the world. Moreover, quality of life matters more than money in Germany
Based on this experience we can make a link with Hofstede studies which determine 5 limitations in cross cultural management:
Power distance index
Individualism
Uncertainty
Masculinity
Time orientation
Indeed Hofstede show how difficult it is to work in cross cultural team due to difference of perception by each culture related to this previous points.

7. 6- What can other organizations learn about motivation from Lincoln Electric? What do you recommend that organizations do to motivate employees based on your knowledge of the Lincoln Electric motivational system and on your understanding of motivation?
Organizations can learn about Lincoln’s model in a way that motivate worker does not depend only of advantages offer or degree of insurance supply but over all is about supply them what they need in accordance with your main objectives.
For instance, to arouse motivation in a technological company try to supply a innovative workplace focus on employees happiness, because it leads to creativity and creativity is your main Key Success Factor