Culture and Motivation :: Business, Employee Motivation

Culture and motive jibe to Robbins, DeCenzo, and Coulter (2011) motivation is the process by which a someones efforts ar energized, directed, and sustained toward attaining a goal (p. 267). Organizations be unceasingly expression for new ways to trigger off employees. In a planetary sparing it is important to understand that cultural differences toilet impact how an government can motivate its employees. Geert Hofstede (as cited in Sledge, Miles, & Coppage, 2008) believed there argon quint dimensions of culture. These five dimensions are author distance, individualisticism versus collectivism, uncertainty dodge, masculinity versus femininity, and Confucian vigor (p. 1670). This written report will discuss each dimension of culture and how they could resultant employee motivation. magnate DistanceAccording to Sledge, Miles, and Coppage (2008) power distance is the degree to which check off and bias are distributed unequally in society (p. 1670). In a agr icultural with a high-pitched power distance employees would not disembodied spirit gentle voicing their opinions or disagreeing with their managers. Empowering employees would not work well because employees would be excite to take actions on their own. Employees would feel to a greater extent(prenominal) comfortable with twist and exact procedures. In countries with low power distance managers could benefit from dowering employees. Employees are gratis(p) to voice their opinions and develop and express new ideas or plans. authority would motivate employees more in a uncouth with low power distance. individualisation versus CollectivismAccording to Sledge, Miles, and Coppage (2008) individualism versus collectivism is the concepts of I and Me versus We and Us (p. 1670). most cultures rely heavily on meetings and teams. Collective societies look at group accomplishments rather than individual accomplishments. Some countries such as mainland China and lacquer rely heavily on groups. Countries like the United States and Canada are more of an individualism society. People focus more on individual accomplishments. Teams give way started to become popular in the United States, but are not as effective as in a incorporated society. In a country where individualism is strong individual actualization and rewards would be effective motivators. Uncertainty AvoidanceSledge, Miles, and Coppage (2008) explain uncertainty escape as the degree of risk aversion (1670). In a country with high uncertainty avoidance there may be more policies and procedures in place. In a culture with low uncertainty avoidance companies could empower employees to develop new ideas.Culture and Motivation Business, Employee MotivationCulture and MotivationAccording to Robbins, DeCenzo, and Coulter (2011) motivation is the process by which a persons efforts are energized, directed, and sustained toward attaining a goal (p. 267). Organizations are always look ing for new ways to motivate employees. In a global economy it is important to understand that cultural differences can impact how an organization can motivate its employees. Geert Hofstede (as cited in Sledge, Miles, & Coppage, 2008) believed there are five dimensions of culture. These five dimensions are power distance, individualism versus collectivism, uncertainty avoidance, masculinity versus femininity, and Confucian dynamism (p. 1670). This paper will discuss each dimension of culture and how they could effect employee motivation. Power DistanceAccording to Sledge, Miles, and Coppage (2008) power distance is the degree to which control and influence are distributed unequally in society (p. 1670). In a country with a high power distance employees would not feel comfortable voicing their opinions or disagreeing with their managers. Empowering employees would not work well because employees would be scared to take actions on their own. Employees would feel more comforta ble with structure and strict procedures. In countries with low power distance managers could benefit from empowering employees. Employees are free to voice their opinions and develop and express new ideas or plans. Empowerment would motivate employees more in a country with low power distance. Individualism versus CollectivismAccording to Sledge, Miles, and Coppage (2008) individualism versus collectivism is the concepts of I and Me versus We and Us (p. 1670). Some cultures rely heavily on groups and teams. Collective societies look at group accomplishments rather than individual accomplishments. Some countries such as China and Japan rely heavily on groups. Countries like the United States and Canada are more of an individualism society. People focus more on individual accomplishments. Teams have started to become popular in the United States, but are not as effective as in a collective society. In a country where individualism is strong individual recognition and rewa rds would be effective motivators. Uncertainty AvoidanceSledge, Miles, and Coppage (2008) explain uncertainty avoidance as the degree of risk aversion (1670). In a country with high uncertainty avoidance there may be more policies and procedures in place. In a culture with low uncertainty avoidance companies could empower employees to develop new ideas.