2. INTRODUCTION F Multinational managers need to motivate international employees F Need to understand – Why do people work? – What do people value in work?

3. 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

4. EXHIBIT 13-1 RATINGS OF MAJOR FUNCTIONS OF WORK

5. WORK CENTRALITY F Work versus other activities F Higher levels of work centrality also match average number of hours worked per week F High levels of work centrality may lead to dedicated workers

6. EXHIBIT 13-2 DIFFERENCES IN WORK CENTRALITY

7. IMPORTANCE OF WORK F What do people hope to achieve from working? – Interesting work (#1) – Good pay – Job security – Good interpersonal relationships

8. EX 13.3 MAJOR WORK GOALS

9. CONCLUSIONS: MOW STUDY F Work centrality F Benefits from work and money alone is not enough F Priorities given to work goals similar but emphasis different

10. WORK MOTIVATION AND THE NATIONAL CONTEXT

11. THE BASIC WORK MOTIVATION PROCESS F Motivation: psychological process that results in goal- directed behavior that satisfy human needs F Needs: a feeling of deficit F Work satisfies many needs - e.g., food and shelter

12. F Motivation includes more than satisfying needs F Reactions to behaviors – Reinforcement – Punishment

13. SEE EXHIBIT 13-4 FOR THE BASIC WORK MOTIVATION PROCESS AND THE NATIONAL CONTEXT

15. NATIONAL CONTEXT AND WORK MOTIVATION F Culture and supporting institutions – Influence the priority people attach to work – Influence reactions to goal- directed behaviors at work

16. THEORIES OF WORK MOTIVATION IN THE MULTINATIONAL CONTEXT F Two basic types of motivation theories: – Need theories – Process theories F Applications to multinational context follow

17. NEED THEORIES F Assume that work can satisfy basic human F Four popular need theories: Maslow’s hierarchy of needs, ERG theory, Motivator-Hygiene theory, and Achievement Motivation theory

18. MASLOW'S HIERARCHY OF NEEDS F Basic needs: physiological, security, affiliation, esteem, and self-actualization F A hierarchy F Once one need is satisfied, it no longer motivates

19. ALDERFER'S ERG THEORY F Simplified hierarchy: growth needs, relatedness needs, and existence needs F Frustration motivates behavior to satisfy the need F People seek to satisfy higher and lower level needs

20. MOTIVATOR-HYGIENE THEORY F Job content = motivating factors F Job context = hygiene factors F Only job content factors truly motivating

21. ACHIEVEMENT MOTIVATION THEORY F Three key needs: achievement, affiliation, and power F High achievement people have: needs to win and to set own goals and seek challenging situations

22. NEEDS AND THE NATIONAL CONTEXT F Need priorities differ by country F Even with similar ranks, level of importance differs by country

23. APPLYING NEED THEORIES IN MULTINATIONAL SETTINGS F Identify: – Basic functions of work – Needs considered most important F Sources of need fulfillment F Know available jobs to satisfy needs

24. PROCESS THEORIES OF MOTIVATION F Three major theories: expectancy theory, equity theory, and goal setting theory F More complex than need theories – Relate individual beliefs regarding effort, outcomes, and performance

25. EXPECTANCY THEORY F Motivation = Expectancy X Valence X Instrumentality

26. APPLYING EXPECTANCY THEORY IN MULTINATIONAL SETTINGS F Identify valued outcomes of work F Use culturally appropriate ways to convince employees that their efforts will lead to desirable ends

27. EQUITY THEORY F Fairness in the input/output equation F Relative rewards vis-a-vis inputs leads to: – Reduced or increased contribution to organization

28. APPLYING EQUITY THEORY IN MULTINATIONAL SETTINGS F Equity norms vary F Principles of allocating rewards: – Contributions - prevail in individualistic cultures – Equality - more likely in collectivist cultures – Need - more likely in collectivist cultures

29. GOAL SETTING THEORY F Premise: People want to achieve goals F Effective Goals: – Clear, specific, and difficult but achievable

30. F For Goals setting to work, managers must: – Increase employee acceptance of goals – Provide incentives to achieve goals – Give feedback on goal attainment

31. APPLYING GOAL SETTING THEORY IN MULTINATIONAL SETTINGS F Goal setting works to some degree regardless of location F Cultural expectations vary - managers must know: – Is it better to set goals for groups or for individuals?

32. EX 13.9 CULTURAL EFFECTS ON GOAL SETTING

33. REINFORCEMENT THEORY F Behavior is a function of its consequences F Pleasurable consequence = behavior continues F Unpleasant consequence = behavior stops F Reinforcement, extinction, and punishment

34. APPLYING REINFORCEMENT THEORY IN MULTINATIONAL SETTINGS F Positive reinforcement F Identify appropriate rewards as reinforcers F National context defines acceptable/legitimate rewards

35. MOTIVATION AND JOB DESIGN: U.S. AND EUROPEAN PERSPECTIVES F Focus on nature of jobs F Psychological effects of tasks on workers

36. A U.S. APPROACH: THE JOB CHARACTERISTICS MODEL F See Exhibit 13.12 next

38. A EUROPEAN APPROACH: SOCIOTECHNICAL SYSTEMS F Technology and the social needs of workers F The autonomous work group F Team tasks the focus job enrichment

39. CHOOSING JOB ENRICHMENT TECHNIQUES IN MULTINATIONAL SETTINGS F Distinction between individualistic and collectivist cultures should determine the choice of job-enrichment – U.S. individual approach – European group approach

40. PROBLMES OF TEAM WORK IN INDIVIDUALISTIC CULTURES F Social loafing F No responsibility for group outcomes F Individual work/interests have priority over group's

41. CONCLUSIONS F Motivating the multinational workforce: a constant challenge F Motivation theories not culture free F Application requires knowledge of national context