1. Comparative Management, DR. Yang
Motivation
Chapter 5
Comparative Management, DR. Yang

2. Comparative Management, DR. Yang
Learning Objectives
Define and understand the nature of motivation
Explain major content and process theories of motivation and how culture influences their application
Discuss how culture influences rewards
Comparative Management, DR. Yang

3. Learning Objectives (cont.)
Explain how the meaning of work in different countries influences motivation
Consider ways of developing cross-cultural motivation systems
Comparative Management, DR. Yang

4. Comparative Management, DR. Yang
Motivation
The amount of effort that an individual puts into doing something
Willingness to exert high levels of effort towards organizational goals, conditioned by the effort’s ability to satisfy some individual needs
Comparative Management, DR. Yang

5. Types of Motivation Theories
Content Theories
Process Theories
Comparative Management, DR. Yang

6. Comparative Management, DR. Yang
Content Theories
Maslow’s Hierarchy of Needs
Herzberg’s Motivation-Hygiene Theory
McClelland’s Learned Needs Theory
Comparative Management, DR. Yang

7. Maslow’s Hierarchy of Needs
Self-Actualization
Esteem
Affiliation
Safety and Security
Physiological
Comparative Management, DR. Yang

8. Herzberg’s Motivation-Hygiene Theory
Hygiene Factors
Company policy and administration
Supervision
Relationship with supervisor
Work conditions
Salary
Relationships with peers
Security
Motivation Factors
Achievement
Recognition
Interesting work
Responsibility
Advancement
Growth
Comparative Management, DR. Yang

9. McClelland’s Learned Needs Theory
Need for Achievement
Need for Power
Need for Affiliation
Comparative Management, DR. Yang

10. Chinese Social Motivation and Leader Effectiveness
7. Leader fitness for multidimensional development
6. Social altruism
5. Self-actualization to the benefit of collectivity
4. Social awareness
3. Safety with group harmony and family support
2. Work ethics and life goal priority
1. Social Acceptance
Comparative Management, DR. Yang

11. Comparative Management, DR. Yang
Process Theories
Reinforcement Theory
Goal Setting Theory
Expectancy Theory
Equity Theory
Comparative Management, DR. Yang

12. Comparative Management, DR. Yang
Reinforcement Theory
Giving a reward/reinforcer increases the likelihood a behavior will be repeated
Ignoring behavior increases the likelihood that it will not be repeated
Punishment usually puts an immediate end to a behavior but does not guarantee it will stop in the long run
Comparative Management, DR. Yang

13. Comparative Management, DR. Yang
Goal Setting Theory
Higher performance can be achieved by
Setting goals that are
Specific, rather than vague
Difficult, but achievable, rather than easy or too risky
Giving timely feedback, rather than no feedback
Effectiveness of theory depends on
Commitment to goal
Self-efficacy
Comparative Management, DR. Yang

14. The Expectancy Model of Motivation
E P Expectancy
Perceived probability
of successful
performance,
given effort
P O Expectancy
Perceived probability of
receiving an outcome,
given successful
performance
Second-level outcomes,
each with valence
First-level outcomes,
each with valence
Outcome D
Outcome A
(extrinsic)
Outcome E
Effort
Outcome B
(extrinsic)
Performance
Instrumentality
Perceived probability of a first-level outcome leading to a second-level outcome
Outcome C
(intrinsic)
Motivation is expressed as follows:
M = [E ® P] å[(P ® O) (V)] 13

15. Comparative Management, DR. Yang
Equity Theory
Outcomes self Outcomes other
Inputs self Inputs other
Comparative Management, DR. Yang

16. The Meaning of Work Study
Work Centrality
Societal Norms about Working
Work Goals
Comparative Management, DR. Yang

17. Convergence or Divergence?
Popularity of U.S. business education leads to an emphasis on U.S. motivation theories.
Global corporations desire to develop consistent policies and practices worldwide.
Application of U.S. motivation theories is not equally applicable across cultures.
Global corporations need to develop adaptable systems that are consistent and effective in motivating people across cultures.
Comparative Management, DR. Yang

18. Implications for Managers
Choosing an universal approach to motivation is virtually impossible.
Process theories appear more promising than content theories.
It is imperative to understand people who work for you in order to select an appropriate motivation system.
Comparative Management, DR. Yang