Motivating Employees from Other Cultures

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across-cultures.aspx

Differences in cultural values require extra skill when attempting to motivate changes in behavior. Managers need to accurately
interpret the situation and design a strategy that fits an individual's values and needs. This process is fairly straightforward when
working with people of similar backgrounds, but is much more difficult when attempting to understand and motivate employees
whose values and backgrounds may be different from your own.

The three steps listed below will help you design motivation strategies that are culturally aware and, therefore, useful in your efforts to
maintain a harmonious and productive multicultural workplace.

Interpretations

Effective behavior change begins with accurately interpreting why an individual is involved in undesired behavior. Understanding
why a person behaves in a particular way makes it easier to modify that behavior. For example, it is common for managers to
misinterpret the speaking of a foreign language in the workplace as a sign of laziness, rudeness and disrespect. In fact, most often,
using another language is an effort to communicate a job-related message accurately, a sign of extreme stress or fatigue or an effort to
speed up the communication process.

You might be wondering, "How can I possibly know enough about cultural differences to accurately interpret all the different
behaviors I may encounter?" The answer is simple: Ask. Ask the employee why he is late for work or why he failed to get the job
done on time. If you do so with respect, you gather valuable and accurate information that will help you motivate the change you
desire.

Expectations

Explain your expectations in a way that can be understood by someone who was not raised in US culture. You would be surprised how
often employers and managers fail to explain what they want and why they want it. Immigrant workers are rarely formally instructed
in the values of US culture and even less often in the desires of US management.

Explaining what we want from others is not easy. Often, the most familiar procedures, policies and expectations are the most difficult
to articulate. One example is the need for team members to voice their problems and complaints. A noncomplaining staff could be a
hindrance, because you do not have the information you need to solve problems.

Many immigrants have a great deal of respect for their managers and feel it is inappropriate or a sign of disloyalty to complain. Your
employees will never know what is expected of them until you take the time to spell out that you need to know about problems to do
your job well and that a good employee brings difficulties to the manager's attention.

Positive Reinforcement

Reinforce desired behavior. Most of the time, this is simple. Notice that workers are doing what you want and praise them for it. When
it comes to motivation across cultural boundaries, however, this step becomes a bit tricky.

Behaviors such as expressing problems or admitting lack of understanding can be difficult to reinforce because there is the temptation
to shoot the messenger. It is understandably difficult for managers to praise the worker who arrives bearing news of a missed deadline
or a broken piece of equipment. Even though it isn't easy, try to distance yourself from the problem long enough to praise the staff
member for keeping you informed and to encourage him to continue to do so.

Another problem with reinforcement is the danger of taking certain behaviors for granted. US managers, for example, may not realize
how difficult it is for non-English speakers to consistently speak English in the workplace and will, therefore, fail to compliment them
on that effort. Try to be aware of behaviors that are easy for you but may be difficult for others. People are different, but they all
respond to kind words and thoughtful praise.

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Motivational Practices in Different Cultures
INTRODUCTION:

A typical research on motivation and job satisfaction enlightens us that people are satisfied with their jobs to the degree that the job meets their needs
and they are motivated to work in order to fill their current mix of needs. People are still motivated to excel because of certain intrinsic needs which
could be achievement, appreciation of effort, self-development, meaning found in the work, recognition, power, etc.

According to Snyder and Grasberger (2004), the need for motivation was true 30years ago and will still be true 30 years later and the challenge for
managers, they also said according to Porter Henry “…no two people can be motivated in the exact same way, and within one individual motivation
may vary from time to time.”

The purpose of this study is to compare motivation practices between America and Japan. If an American company wants to set up a business in
Japan there is a need for them to know what motivates the Japanese to work.

GENERAL OVERVIEW:

The study of motivation is mainly concerned with why people behave in a particular way. Baron and Greenberg (1990) defined motivation as a
beginning to understanding work behaviour. They also defined motivation as the set of processes that stimulates, direct, and maintain human
behaviour toward achieving goals (Baron and Greenberg 1990).

 FEATURES OF MOTIVATION.

According to Mitchell (1982), there are four main characteristic of motivation and they include the following.

 Motivation can be regarded or seen as an individual experience. Every person is unique and the major theories of motivation allow this uniqueness to be
demonstrated in one way or the other (Mullins 2002).
 Motivation can also be explained as a conscious act. This is assumed under an individual’s control, and behaviours that are influenced by motivation are
seen as choices of action (Mullins, 2002)
 Motivation is also comprehensive; it could be what gets people activated or the force in which an individual engages in his/her desired behaviour (Mullins
2002).
 Motivation theories also can envisage the behaviour of an individual. It concerns actions and the internal/external forces which influences a person’s
choice of action (Mullins 2002).

CATEGORIES OF MOTIVATION

Motivations can be categorized into two: intrinsic and extrinsic motivation.

Intrinsic motivation is defined as the doing of an activity for its inherent satisfactions rather than for some separable consequence (Ryan and Deci
2000). Intrinsic motivation is related to subconscious rewards, such as the opportunity to use one’s ability, a sense of challenge and achievement,
receiving appreciation, positive recognition, and being treated in a caring and considerate manner (Mullins, 2002). Intrinsic motivation is a kind of
motivation that comes from inside an individual rather than outside. Thus, it is an internal desire to perform a particular task.

Extrinsic motivation is a construct that applies whenever an activity is done in order to attain some separable outcome. Extrinsic motivation thus
contrasts with intrinsic motivation, which refers to doing an activity simply for the enjoyment of the activity itself, rather than its instrumental value
(Ryan and Deci 2000). Extrinsic motivation is an outside motivation. Extrinsic motivation is related to tangible rewards such as salary and fringe
benefits, security, promotion, contract of service, the work environment and conditions of work (Mullins, 2002).

 MOTIVATION THEORIES

Motivation theories are grouped into two main categories such as; ‘content theories’ that focus on the sorts of factors that produce motivation and
‘process theories’ that attempts to explain how motivation is related to behaviour.

CONTENT THEORIES

 MASLOW’S HIERARCHY OF NEEDS THEORY:

According to Maslow (1943), human needs arrange themselves in hierarchies of pre-potency. The hierarchy of needs is shown as a series of steps,
and is usually displayed in the form of a pyramid, which is illustrated below

(Source:Maslow, 1943).

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According to Mullins (2002), the physiological needs includes, satisfaction for hunger and thirst, the need for oxygen and to maintain temperature,
sexual desires etc. The safety needs includes needs for safety and security, freedom from threat or pain of physical attack, protection from danger etc.
Social needs include the needs for love, friendship, affection etc. Esteem needs also known as Ego needs can be categorised into self respect and the
esteem of others. Self respect includes the desire of confidence, freedom, strength, etc while the esteem of other includes reputation, status,
recognition etc. And finally the self actualisation needs is the development and realisation of one’s full potential (Mullins 2002).

 HERZBERG’S TWO-FACTOR THEORY

Herzberg’s two-factor theory is one of the known views of work motivation and it was done by examining the job attitudes of 200 accountants and
engineers. These factors are the hygiene factor and motivator factor (Herzberg et al, 1959).

Hygiene Factors

Hygiene factors are factors based on the need for a business to avoid conflict at work. These factors can lead to dissatisfaction at work place if they
are viewed inadequately by employees. Hygiene factors include, income, salaries and other financial remuneration, feelings of job security, Quality
of inter-personal relations, working conditions etc (Mullins, 2002).

Motivator Factors

These factors are based on an individual’s need for personal growth. Motivator factors strongly create job satisfaction and if they are useful, it can
lead to lead to an increase in effort and performance of an individual (Lloyds and Basset-Jones 2005). These motivator factors include: Gaining
recognition, Status, Opportunity for advancement, Challenging /stimulating work, sense of personal achievement & personal growth in a job (Lloyds
and Basset-Jones 2005).

 DOUGLAS MCGREGOR THEORY X AND Y

McGregor developed two theories of human behaviour at work namely; theory X and theory Y.

Theory X explains that individuals’ dislikes work and tends to avoid it if it’s possible. It also explains that individuals must be forced and most times
bribed before they can put an extra effort to work. Theory X also explains that most individuals are motivated mostly by money and desire security
(Mullins 2002). While theory Y explains that individuals are interested in their work and, under the right conditions that they enjoy it. It also explains
that individuals see effort at work as to work and play. Furthermore, theory Y sees individuals who seek responsibility if they are motivated (Mullins
2002).

If a manager decides to use any of the set of ideas related with theory X or Theory Y, there is a tendency that most people in the organisation will
respond to the way they are being managed. Therefore, if employees feel that they are not being trusted, they may behave in a less trustworthy way
(Mullins 2002).

 ALDERFER’S ERG THEORY

According to Alderfer (1972) whose aim was to focus on the limitations in Maslow’s theory by associating the needs hierarchy with an empirical
research argued that there is a modified need hierarchy and it is divided into three levels instead of five and they are based on the core needs of
Existence, Relatedness and Growth (ERG theory).

The existence needs is based on the basic human needs that are necessary for existence, which can be linked to Maslow’s hierarchy on needs which
are the physiological and safety needs while the relatedness needs refer to man’s desire to maintain important interpersonal relationships which are
man’s social, acceptance, belongingness and status desires and it can be linked to Maslow’s esteem needs and finally, the growth needs represent
man’s desire for personal development, self-fulfilment and self-actualization (Arnolds and Boshoff, 2002).

LINKING MASLOW’S, ALDERFER’S AND HERZBERG’S THEORIES OF MOTIVATION

All theories of motivation can be linked to one another. Maslow’s lower-level needs can be related nearly to Alderfer’s existence needs and
Herzberg’s the hygiene factors , Maslow’s middle level can be related to Alderfer’s relatedness needs and the motivators to Maslow’s higher-level
needs. Ellis and Dick (2000) argues that if a manager is to provide a positive motivation then attention must not only be given to hygiene factors, but
also to the motivating factors. In other words, for employees to be motivated, managers must use motivation factors (Herzberg et al, 1959).

PROCESS THEORIES

Process theories attempt to identify the relationships among the dynamic variables that make up motivation and the actions required to influence
behaviour and action (Mullins 2002). The process theories were written by different writers;

Expectancy theory – Vroom, and Porter and Lawler

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Equity theory – Adams

Goal theory – Locke

EXPECTANCY THEORY

According to (Mullins 2002), expectancy theory is that most people are moved based on the expected result of their action.

Vroom (1964) was the first person to propose an expectancy theory and the model used was based on three key variables: valence, instrumentality
and expectancy (VIE) (Mullins 2002). He argued that valence is based on the feeling about specific outcomes. Instrumentality is the association
between first-level outcomes and second-level outcomes (Mullins, 2002). Several clear ideas for motivating others can be derived from expectancy
theory. Therefore, if a manager wants to influence the behaviour of an employee by applying expectancy theory, what he should put into
consideration is if the possible rewards for the behaviour are exceedingly valued by the individual, or if the individual sees that the reward that will
be received is based on his or her behaviour (Vecchio, 1995).

EQUITY THEORY

This theory was developed by Adam in 1963 and it is based on the belief that employees primarily expect a fair balance between their inputs and
outputs. That is to say, the employees are likely to be de-motivated  both in relation to their employer and the job if they happen to believe that their
inputs which are the effort, loyalty, hard work, commitment, ability etc are greater than their outputs such as salary, benefit, reputation,
responsibility, sense of achievement, job security etc.

According to (Sweeney 1990), Adams’ equity theory believed that a higher level of job satisfaction comes from individuals who perceive their
overall situation to be equitable and also adopt a better work behaviour than those individuals who feel they are been treated unjustly (Sweeney,
1990).

GOAL THEORY

This theory is based mainly on the work of Locke (1968) and the basic premise of goal theory is that people’s goals or objective play a major role in
determining behaviour (Mullins 2002). People try to achieve certain goals in order to fulfil their desire. Goals are guide by people’s actions, direct
work behaviour and performance, and lead to certain consequences or feedback (Gordon, 2002). Individuals with specific quantitative goals tend to
do or perform better than people with no set goal or only a vague goal, such as, do the best you can.

MOTIVATION THEORY IN AMERICA

American employees are motivated based on pay, advancement, supervision etc (Lewis 2006). Jurgensen (1978) found differences in desires for
attributes such as advancement, pay, supervision, and type of work across age groups and between men and women. According to Fisher and Yuan
(1998) employees reported that pay was fifth in importance to them, but felt that it was first in importance to other people and also security and
interesting work top rated in America. Full appreciation at work place is ranked first in importance by US employees, ‘good wages’ is also a
motivating factor for US employees. According to Fisher and Yuan (1998), job security was ranked first or second in Jurgensen’s records between
1949 and 1975 but in the early 1990s it seems to be floating at around third or fourth place in the US. One might expect that it would have less
importance in China for several reasons (Fisher and Yuan 1998). The US employees also find interesting work as a motivating factor at present, and
promotion and growth are relatively important too. In reviewing the history of US work psychology, pay was considered the primary motivator at the
start of the century, social relations and job satisfaction came to the fore in the 1930s, and interesting work was not ‘discovered’ as an important
variable for rank and file employees until the 1950s(Fisher and Yuan 1998).

MOTIVATION THEORY IN JAPAN

The Japanese executives give motivational factor the highest priority. In fact, a Japanese present president of a Japanese-affiliated company
commented that Japanese business people were more familiar with ‘management by objective’ than Korean people were (Usugami and Park 2006).
Based on this, the Japanese executives are likely to consider ‘clarifying company policy and job objectives’ as a strong motivational factor, based on
the business strategy they have implemented.

Both the Korean and Japanese executives recognize maintenance and improvement of employee motivation as an important management issue for
the sake of high corporate performance and employee job satisfaction. The Japanese recognize ‘wage and bonus increases’ and ‘opportunity and
speed of promotion and career development’ as strong motivational factors. ‘Fringe benefits’ and ‘good human relationships and communication in
the workplace’ are serious hygiene factors for them. In other words, the motivational factor of Herzberg’s two-factor theory is what motivates the
Japanese, while it is a hygiene factor to Korean (Usugami and park 2006).

THE PROBLEM IN MOTIVATION THEORY:

If an American company wants to set up a business in Japan, there is a need for them to know what motivates the Japanese workers. The problem that
an American manager will face in Japan will basically be on the issues raised based on the motivational factor of Herzberg’s two-factor theory in
Japan. The problem on communication may not necessarily be problematic for the manager since the Japanese’s communication flows is
participative as continual interactions and exchange of information is present in the Japanese culture as this is also present in the American culture.
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POSSIBLE SOLUTION:

However, the motivation theory can be responsible for the performance of workers and for the attainment of organizational goals. To solve the
problem associated with difference in motivation theory, it is important for the Americans to be trained so as to understand and be aware of such
differences in its culture and also to know how the Japanese employees can be motivated.

Understanding how the Japanese work is also very important, what motivates them and their general attitude towards their job is very relevant.

CONCLUSION:

Presently, the world is becoming a small global village and as such, people tend to move from one geographical area to another and this can lead to
meeting people from different cultural cluster to another resulting to the mingling between people from different culture and regions. Based on the
above discussion, there is a need for managers to understand what motivates their workers and also understand the different motivation theories so as
to ensure an effective and efficient employee. Therefore the different motivation theories should not be ignored.

https://www.scirp.org/journal/PaperInformation.aspx?PaperID=80524

Cross-Cultural Employee Motivation in International Companies

ABSTRACT

Nowadays, more and more employees come from different countries and regions in international companies and how to effectively
motivate these employees becomes a very important issue. This study combines a lot of existing research results with the actual
business operation situations. For cross-cultural employees, elaborating on influencing factors and mechanism design of the
motivation in detail from significance of work, hierarchy of needs, and dichotomy of internal and external factors as well as the
reward and punishment mechanism. It finds that the most fitting motivation methods are different for employees under different
cultural backgrounds and provides some references and suggestions for cross-cultural human resource management in international
companies.

1. Introduction

Under the current international background, more and more enterprises begin to hire employees from different countries, which is
more common in international enterprises. Employees from different cultural backgrounds have different understandings and
perceptions about management and leadership, and they also have different perspectives and behaviors. In order to improve the
effectiveness of management, enterprises must face the challenges of cultural differences in human resource management, and must
seriously consider and solve the problems caused by cross-cultural factors.

Employee incentive is an important part of human resource management in enterprises, which means the incentive to motivate
employees. In other words, it is to mobilize the enthusiasm and initiative of employees in a variety of ways, so as to finish the task and
realize the goal of enterprises with full of quantity and quality. Effective incentive mechanism can ignite the enthusiasm of employees
and stimulate their inner potential, so that they can make unremitting efforts and dedicate themselves to the realization of enterprises’
goals [1] .

Therefore, how should international enterprises’ managers deal with incentives for cross-cultural employees?

Hofstede believes that the measurement of a nation’s or organizational culture can be divided into five dimensions: individualism and
collectivism, power distance, uncertainty avoidance, masculinity and femininity, long-term orientation and short-term orientation.
Applying this cultural difference theory to employees from different cultural backgrounds, we can draw some conjectures about the
incentive:

1) High individualism means that employees are more likely to be motivated by opportunities for personal promotion and autonomy;
however, collectivism (or low individualism) means that employees are more likely to be motivated by finishing collective goals and
receiving collective support.

2) High power distance implies that incentive factors exist in the relationship between employees and managers, while low power
distance means employees are more likely to be motivated by team work and peer relationships.

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3) High uncertainty avoidance signifies employee’s need for job security; on the other hand, those employees with low uncertainty
avoidance tend to be encouraged by opportunities for changes and quick promotions.

4) High masculinity means that most employees can accept traditional social work and role tasks, but in a more feminine culture, the
boundaries are relatively obscure and employees are stimulated by more flexible role divisions and work networks.

5) High long-term orientation indicates that employees may be motivated by the personal career path described by the enterprise,
while short-term orientation means that employees are more concerned about the immediate salary and other treatment conditions.

The wrong judgments of these cultural variables in the workplace will not only lead to the failure of the incentive mechanism, but also
may lead to unpredictable negative impacts. In Thailand, for example, the individual value incentive plan deviates from the tradition
of collective cooperation in society. Therefore, the introduction of the individual value incentive plan will reduce productivity instead
of improving it in Thailand employees, because they are psychologically habitual to refuse to compete openly.

As a result, we must understand their needs, goals, values and expectations when considering how to motivate employees from
different cultures. No matter what their nationality or cultural background is, they always hope that their needs can be satisfied [2] .
But what are their needs? What do they want to achieve? What kind of incentive can motivate them to achieve the goals? Next, we
will analyze the cross-cultural employee incentive from four aspects: significance of work, hierarchy of needs, and dichotomy of
internal and external factors as well as the reward and punishment mechanism.

2. The Significance of Working for Cross-Cultural Employees

For employees, work has six important value significances: 1) to provide the income needed for living; 2) to be fun and bring
satisfaction; 3) to provide links with others; 4) to provide ways of serving the community; 5) to make individuals not idle; 6) to bring
the social status and prestige.

Taking the overall cultural background into account, the comparison of working significance has a broader meaning. For instance,
Thai people like to play more during the workday. And they like to play a little more during their workday. On the contrary, most
Chinese employees, German employees and American employees have a more serious attitude towards work. Especially in China, the
enterprise management is mostly work oriented, in which Chinese employees are facing the five-day workday plus night or weekend
overtime. Even if they are overtired, they must finish their work on time. This is the real life which Chinese employees are used to.
Japanese employees attach little importance to the social status and prestige that work brings. It is because this kind of need can be
met in other areas of their lives, such as through the family or community. For employees from the Middle East, religion plays a major
role in all aspects of life (including work). The working philosophy of Islam holds that work is the duty to achieve perfection and
work motivation has the highest position. Muslims believe that work is a kind of virtue, as well as a need for balance between personal
and social life. Employees in Arabia define life values through the contribution of individuals to their families, and work is considered
as a decisive factor in the individual’s ability to enjoy social life and family life.

There are other factors that can also affect working significance in employees’ perceptions, such as the relative affluence level of their
countries [3] . When people’s living condition is high, the significance of work is more than just providing basic living economy.
Economic disparities among different countries lead to different attitudes towards work in different countries. In particular, young
people in the Far East and Middle East countries have the highest sense of work ethic and a sense of achievement (A sense of
achievement means to master a certain kind of knowledge, skill, and so on through a sustained effort).

Such researches suggest that there are many reasons for employees’ different attitudes towards work, including cultural, economic,
and other reasons [4] . When we look at the needs and motivations of cross-cultural employees in the workplace, we must take these
complex reasons into account, so that the designed incentive mechanism can play the expected role.

3. The Hierarchy of Needs for Cross-Cultural Employees

For a manager of an international enterprise, how can he effectively motivate cross-cultural employees? Of course, he can find the
answer by drawing on the management experience of people who have worked in that country, or by examining the culture of the
region to infer a possible incentive structure type [5] . In addition, researches and comparisons of employees’ national cultural
backgrounds can also help him find some answers.

Some scholars use Maslow’s hierarchy of needs to study the incentives of employees from different countries. They find that
employees with different nationalities have the common needs and target group. This group includes: 1) objectives, such as working
area, working time, working environment, marginal welfare and working security; 2) the relationship with colleagues and superiors; 3)
the working challenges and opportunities to use their skills. Finally, the conclusion is that the demand group is consistent among
people with different nationalities, and these demand groups confirm Maslow’s hierarchy of needs.

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How employees meet their needs to the greatest extent, which varies among different cultures. Employees from different countries
have different perceptions for what occupies the main place in the sources of job satisfaction. For instance, Chinese employees, Israeli
employees, and Korean employees believe that “achievement” is the most important because it meets the needs of self-actualization;
however, for German employees, Holland employees and American employees, “the fun of work” is the most important.

A clear conclusion can be drawn that employees of different cultures have similar needs, but the degree of satisfaction they get from
work is different. It is found in many international enterprises that the needs of local employees and their ways for work are different
from those of domestic employees. Japan’s Mazda Motor Corp has also met this problem in its plant in Michigan. Japanese enterprises
tend to show their recognition of their employees through medals, attention and applause, and some Japanese employees may even be
angry when they receive material rewards, because this kind of rewards mean that they have to work harder to get material rewards
again, not by other means. Japanese companies focus on the teams or the enterprises’ overall goals, while the Americans pay attention
to individual goals, achievements and material rewards.

Compared with Western culture, in Oriental cultures, the overall needs of the society, rather than the individual needs are paid more
attention to. The needs of Chinese employees include four levels: 1) individual wealth; 2) physiological needs; 3) the sense of
security; and 4) self-realization in society (see Figure 1).

It is difficult to evaluate and measure the individual needs of Chinese employees as China is a highly collectivist country [6] . It can be
seen from the cultural development of China, the political belief plays a dominant role in the stimulation of many respects [7] . As the
backbone of the industrial system, the enterprise managers and workers are given clear and detailed instructions which are what they
are expected to follow as members of the factories, the workshops, or the work groups [8] . In China, it is very important for ordinary
employees to become members of the work group. At the same time, money is another incentive. According to the history, Chinese
employees have more pursuit of savings.

4. Dichotomy of Internal and External Factors for Cross-Cultural Employees

The dichotomy of internal and external factors theory of Herzberg includes two aspects: hygiene factors (external factors) and
motivation factors (internal factors). Hygiene factors are what causes dissatisfaction among employees in a workplace. When hygiene
factors cannot be satisfied, it is easy for employees to produce discontent, negative sabotage, and even lead to strikes and other
confrontational behavior. But when hygiene factors have been improved to some extent, no matter how the improvement efforts are
often difficult to make employees feel satisfied. So it is difficult to further stimulate the work of the enthusiasm of the staff, so the
hygiene factor: the opposite of dissatisfaction is no dissatisfaction. Such as salary remuneration, working conditions, corporate policy,
administration, labor protection, leadership level, welfare, security measures, interpersonal relationships are hygiene factors. These
factors are part of the working environment and working relationship factors, and the necessary conditions to maintain the
psychological integrity of workers. That is why they are called maintenance factors. They cannot directly stimulate for workers, but
they are preventive. Motivation factors are factors that make employees feel satisfied. Motivation factors to make employees feel
satisfied with the results, can greatly stimulate the enthusiasm of the work of staff to improve labor productivity. But even if the
managers do not give their satisfaction to meet, often do not make employees feel dissatisfied. So for the motivation factors, the
opposite of satisfaction is not dissatisfaction. On the use of the Herzberg model, the conclusions of the study which focus on
employees from different countries help us to test whether the Herzberg model is universally applicable in different cultural contexts.

In the context of the international culture, the study of incentives is necessary. But the current large number of research results cannot
determine which is more effective incentives for employees between the internal factor and external factor, more accurately speaking,
effective incentives are based on specific circumstances [9] . In many multinational companies, savvy managers will often ask the
locals, and use all the information they have about the relevant cultural and subcultural to determine the most appropriate incentives in
the environment at that time [10] . In addition, experienced managers will consciously avoid the attitude with some sense of racial
superiority, otherwise they will imagine the purpose of cross-cultural staff motivation or work habits by their own point of view. They
will not make a negative judgment because of the level of motivation and the individual differences of the employees.

5. Reward and Punishment Mechanism for Cross-Cultural Employees

For employees, the reward and punishment mechanism is also a very important incentive. The former is often called the positive
incentive and the latter is called negative incentive.

Rewards usually include money, social status, job duties, career, etc. In different cultural backgrounds, the focus of the reward varies a
lot. In the United States, the specific patterns of incentives are different due to the enterprises’ structures and the industry
characteristics [11] . In general, the employees’ professional ability in practical work is the main basis for the rewards. In Japan, the
incentive mechanism is mainly based on the employees’ qualifications and record of service. Besides, there is also a gap between the
incentive for the stable labor force and for the temporary labor force made up of women who are leaving office for the family. In
general, the stable labor force in Japan gains more rewards in terms of pay, benefits and task allocation than the temporary labor force
[12] . Japanese employees emphasize the reward for the group’s achievements more, rather than the individual reward. However,
recognition and affection are of great importance for Chinese employees [13] . The employees and departments always complete with

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each other in order to get praised by the managers at the annual summary conference or celebration, which can also be applied to
Korean employees.

As for the punishment on the employees, the reasons and significance of the punishment should first of all be recognized by the
employees of different cultural backgrounds [14] . In the development of specific punishments, the taboos and the bottom lines of
different races of employees should also be taken into account [15] . Before the implementation of the provisions, it should take
advice from all the employees to ensure the punishments’ the rationality and feasibility so that good effects of incentive can be
achieved.

6. Conclusion

Based on the research results of scholars at home and abroad, the thesis discusses the incentives for cross-cultural employees in
international enterprises from four aspects which are significance of work, hierarchy of needs, and dichotomy of internal and external
factors as well as the reward and punishment mechanism. It is found that the characteristics and mechanisms of effective incentives
for employees of different cultures are different. In practical application, the managers of international enterprises should be good at
observing and discovering the characteristics and inner needs of cross-cultural employees and design corresponding incentive
mechanism, making it easy to achieve good results as well as fully arouse the employees’ enthusiasm for work so that the
organizational performance can be improved. In the future, we can combine case study, questionnaire or secondary data to carry out
further research on cross-cultural employee motivation.

https://davidburkus.com/2012/07/six-ways-to-drive-employee-performance-and-motivation/

Since the industrial revolution and the theories of Fredrick Taylor, employers have tried countless ways to improve employee
performance and drive motivation and moral. Company environments differ significantly. And as I discussed in Under New
Management, The nature of knowledge work has rendered much of Taylorism inadequate. Some organizations are driving employees
through fierce competition while others strive to ensure a congenial, team-based atmosphere. No one can claim with total assurance
that they’ve found a method for driving performance that works consistently.

Motivating your employees is a delicate and purposeful challenge that requires more than an annual review or jotting a few notes in
someone’s personnel file. Just like getting in shape or learning a new language, bolstering the motivation and performance levels of
your employees won’t happen overnight. Here are six ways you can improve performance and motivation in your workplace.

1. Make Expectations Clear

Employees without goals will be naturally aimless. Provide them with clear achievable goals and make sure there are measurable
standards in place to evaluate their performance. Victor Vroom’s work on expectancy theory supports the concept that employees
must know what action they are expected to take and that it will yield the desired performance. Your employees should understand
what they are expected to do, how they are expected to do it, and how they will be judged on it.

2. Provide Continuous Feedback

Immediate, continuous feedback lets an employee know that their actions affect the company. It’s hard for you, and the employee, to
remember specific incidents when employee performance review time rolls around. Goal-setting theory predicts (quite obviously) that
employees are motivated by setting goals and by receiving continuous feedback on where they stand relative to those goals. More
recent research shows just how motivating it can be when employees know they are making progress.

Always be specific in your feedback. For example, instead of telling an employee he, “did a great job,” compliment him on the way he
organized his presentation, the citations he used, or his public speaking style. He’ll be more likely to apply these strengths to his next
project if you point them out specifically.

3. Correct Privately

Most people are not motivated by negative feedback, especially if they feel it’s embarrassing. The only acceptable place to discuss an
ongoing, performance-related issue or correcting a recent, specific error is in the employee’s office or your own, with the door closed.

Don’t think of correcting an employee’s performance or behavior as punitive. Instead, consider it a learning opportunity for the
employee. Keep an open mind, remember Deming’s 85/15 rule, which suggests that a majority of performance problems are actually
outside of an employees control. If it is something the employee can change, it’s up to you to present the issue in such a way that the
he feels he can correct the mistake.
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4. Believe in Your Employees

Whether you tell him so during an employee performance review, or in the breakroom, an employee whose boss constantly calls him
worthless, or a screw-up will feel a lot of emotions. He will not, however, feel particularly motivated to improve his performance.

Present weakness or errors in the context of, “I know you can do better. You’re smart and capable…and that’s why I expect more
from you.” The perception of leaders’ trust is a key component of transformational leadership.

Encourage your leadership team to take this same approach when you’re trying to motivate your employees for a major event, “This is
the most talented, hardest working group I’ve ever had, and that’s why I know you can win this sales competition.”

5. Praise Publicly

Feeling under-appreciated encourages complacency – there’s a reason so many companies celebrate an Employee of the
Month. People love praise; they thrive on it. Some research even suggested we’re willing to sacrifice incentive bonuses for public
recognition. Make it a standard practice in your office to recognize positive people and trends within the business.

Announce publicly when one of your employees made a particularly outstanding presentation, sale, or other notable achievement. Tie
an incentive to accolades, such as a bonus or a gift certificate. Praising your employees in front of others helps motivate their
continued stellar performance.

6. Make Rewards Achievable

Everyone is familiar with the annual bonus trip awarded to the top-performing employee. The problem is, such rewards usually go to
one or two employees. This leaves the rest of your staff feeling like there’s not much point in working hard because the same few
people always reap the rewards. Remember the other end of Vroom’s expectancy equation, which offers that individuals must also see
the desired performance and linked reward as possible.

Set up a series of smaller rewards throughout the year to motivate ongoing performance excellence. For example, instead of an annual
trip, award several three-day getaways for each quarter. Vary the basis for the awards. Top sales might be one category, but so can top
research or most diligent. Recognize that several types of excellence motivate your employees to focus on additional areas of their
performance.

http://www.employee-motivation-skills.com/employee-motivation-techniques.html

10 Employee Motivation Techniques That Will Pump Up Your

Employees
Employee motivation techniques are a great way to create excitement. Techniques can be cutting edge creative and new. Or you may just want to
use techniques with a proven track record.

Many leaders would like their employees to be willing to run through a wall for them. They would like to have employees who would be willing to
do anything we ask. At the same time being highly productive and efficent. Now wake up from that dream! and have a cup of reallity.

The reallity of it all is that hopefully your lucky to have a one or two employees that are like that. So here lies your problem of creating employee
motivation in the workplace.

10 Employee Motivation Techniques to Pump Excitement into The Workplace

1. Business Promotion

Many companies today do not use this employee motivation technique due to budget restrictions. This technique
can create positive feedback both inside and outside the workplace.

Give your employees small things like pencils, pens, or even coffee mugs. All with your companies logo on the
them. You may even choose to do polo shirts, hats and jackets. With many great graphic software options your

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employees and company will standout.

2. Surveys

Surveys are used widely today by almost every company. Surveys are designed to provide feedback about any topic. Companies than use the
feedback to discover problems and solutions. They may even shed light on possible new opportunities that were previously overlooked.

Determination of barriers

Employee motivation techniques like surveys can be used in the determination of whether any barriers exist. Barriers can take the form of ethical
issues and problems with co-workers just to name a few. It's critical to indentify these existing roadblocks and eliminate them for an easier
motivating process.

I have personally used this technique with a prior company. The survey here asked employees 10 questions about their management teams. They
grade each manager on a scale of one to five. One being never and five being always. The areas of questioned covered topics like favoritism, respect,
work ethic, following of policy, etc.

The results were analyzed ad then ranked in order. The results of the survey were also used on end of year reviews.

3. Understanding Employees

Here is another employee motivation technique that is quite effective. Spending a little time with each of your employees will go a long way. Dont
just talk about work, try to find out what they like to do outside of work. These will be things you can talk about form time to time. Your employees
will come to the conclusion that you actaully care about them.

Leaders will also learn what makes each employee tick. These facts will help them run their business more effectively. The most important point here
is that they will not feel just like a number. There is great acticle on this technique in detail and here is the link to "Manging One to One" from Inc
magazaine.

4. Building Employee Recognition Program

Employee recognition programs can be as big or small as you want. These programs are designed to motivate employees
through awards.

The problem with many of these recognition programs is that the awards are sub par. I have found employees to
seek awards with more value. Not just a plaque on the wall.

Try this example in the future

Set up an employee of the month program. Use awards like gift cards, days off, choice of shifts, etc, to really create excitement.
Use traditional things like plaques and coffee mugs that say employee of the month. They will feel like you went out of your way for them.

5. Enjoyable Work Environment

This may be one of the most important techniques. Having a pleasant workplace environment will help in motivating employees and increase
performance. Having fun is also a great way to manage Stress.

Here are some great team building ideas to try. Put together an impromptu wiffle ball tournament. Run this event during lunch breaks for example. If
you really want turn some heads. Get your management team together and wash some cars.

They might seem silly, but trust me they work! For more ideas check out this article on fun team building games.

6. Assemble Roundtable Committee

Bring together five or six key people like mid level leaders, Department Heads, etc. Then have that group elect one representative. This individual
will meet with management to discuss issues and concerns of the employees.

Leaders often will say they have an open door policy. But many employees will not believe this. This committee will allow leaders to maintain a
calm workplace. So in short: leaders get a good work environment, committee members feel important, and employees have a way to vent.

It's a win win all around

7. There is no I in Team
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This employee motivation technique can be sometimes difficult to create. There are times when some employees just don't trust or like each other. As
leaders sometimes we have to force the issue to build teamwork.

Group employees into different groups for a variety of projects. Tie these projects together with a recognition program and make it an contest. Keep
in mind that you should do something for the entire workplace no matter what the outcome. This will help you keep the peace.

8. Positive Reinforcement

When it comes to human nature we all like to be appreciated. And in business this is no different. This employee motivation technique can be used
daily and will be effective. In the past leaders have used fear tatcics or other bad management practices. These ways just create an negative
atmoshpere.

In today's world there are so many negative things going on. So it is no surprise that it effects the workplace. As leaders we need to make an
commitment to appreciating our employees. Don't just say "good job", go out of your way by buying coffee and donuts or lunch.

9. Build Trust and Respect

Building trust and respect is hard engouh in life. In business it is just as tough if not harder. Workplace motivation will be non existent if there is not
some level of trust and respect.

There is no quick way to build trust and respect. It has to be built over time. We need to know if we can count on our employees. One way to start
building trust is to give employees special projects with deadlines that are important.

In order for leaders to earn respect they need to treat others with respect. If you would like someone to respect you keep this in mind. Every move
you make like decisions and comments will be judged. Even the way you speak to customers and coworkers will be judged. This will be the basis for
someone to decide whether or not torespect you.

10. Cross Training

The most common purpose of cross training is for sevreral people to have knowledge of other coworkers jobs. This will solve coverage problems like
days off and vacations. This technique is a great to way to create empoloyee motivation through out your comapnay. This employee motivation
technique will benifit the employees by increasing skills learned, possible advancement and job security.

These employee motivation techniques should give you a solid base to get started. We suggest that you pick two or three techniques that fit your
comapany. In my opinion; the best and most effective technique you can use is positive reinforcement. Use this technique daily and you will be on
you way to creating a positve workplace.

Keep in mind that there are many others ways to motivate the workplace. Check out the following article on the "Seven Stages of Motivaion In the
Workplace".

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