Employee motivation is a source of inspiration for employees, allowing them to put their talents

and expertise to work for the organisation's development and progress (Jensen 2018). It was
discovered that the workers received instruction in American culture and work, but Fuyao Glass
America did not give any training or incentive to the American staff. It was difficult for
American workers to adjust since their working hours and culture differed from those of Chinese
workers.

Workplace culture influences contentment, engagement, and enjoyment and attracts talent and
influences performance (Payne et al., 2018). Additionally, the firm had a varied workforce, and
communication hurdles occurred, which harmed employees' in-between communication. As per
the observation of Dardas and Williams (2021), effective communication boosts employee
productivity and makes it simple to share information and ideas.

According to Hofstede, there is a significant contrast between the two cultures, with China
having a high level of power distance and long-term orientation. On the other side, FGA's
situation might be linked to a lack of individualism and a preference for the country's general
cultural traits. Nonetheless, balanced masculinity may be viewed as a good sign of progress
toward gender equality (Jia et al., 2018). Moreover, it can be deduced that the concerns raised at
FGA have a significant impact on cultural changes that must be implemented through good
management and leadership techniques. However, the case study reveals extraordinary situations
from a cultural standpoint since personnel in both cultures showed a fondness for one another
and mutual respect. Thus, using Tompkins principles, the key issues that will be covered for
dissecting and comparing national cultures, the inclusion of cross-cultural skills, and Motivation
& leadership across cultures will be critically reviewed.

The moment when American authorities visit China and realise that they have more privileges
and support systems for managing their operations than FGA's Chinese operational methods
demonstrates a critical appraisal of FGA's cross-cultural skills. In terms of aims and
communication norms, however, the working patterns of American and Chinese personnel are
noted to be distinct. As per the observation of Chen and Burton (2018), both of these facts can be
attributed to inadequate cross-cultural abilities that help in worker internal disputes. Americans
have an evident lack of understanding of Chinese culture, which has resulted in a union
implementation strike. The disparity in working patterns can be attributed to both people's
cultural backgrounds, with Chinese people being dedicated workers regardless of the problems
they experience at work. On the other side, the Americans' poor conformity with the corporate
strategy resulted in a lack of operational cooperation.

As a result of these realities, two major concerns have arisen: the first is the formation of unions,
and the second is the creation of a dangerous working environment. According to Mulder and
Belay (2020), the Americans have a high level of individuality, whereas the Chinese place a
greater emphasis on team building. Another problem within the firm has arisen as a result of the
Americans' failure to work with the Chinese, resulting in ineffective communication and
coordination among the team. As per the findings of Hou et al. (2018), the creation of cross-
cultural training for both sides is the key answer to this problem. The firm had planned a
Christmas celebration to increase inclusion, but it failed to achieve the desired outcome. As a
result, effective cross-cultural management training is critical. As a result, an alternate approach
is to include personalised emphasis at the factory, which might help integrate Chinese and
American cultures. Since a consequence, both of these methods are clearly successful in
delivering cross-cultural training outcomes, as practical assistance for employees in cultural
competency is more effective than simply educating one group's culture.

Employees at FGA are dealing with emotional demotivation as a result of long-distance job
placement, as well as work pressure. The leadership standards are adamantly opposed to the
union, which would limit direct access to FGA personnel. Ineffective communication standards
with employees and management are undeniable facts that exacerbate the factory's condition
(Abdien, 2019). These difficulties might be interpreted as a mismatch between the company's
initial leadership standards in China and the reaction of American workers in the factor. When
compared to FGA, a distinct leadership style implies a hierarchical leadership structure.
According to Chen et al. (2020), this contrasts with the American style, which is more averse to
hierarchical structures. As a result, there was no ineffective leadership structure supporting the
two cultures.

The major problem at FGA is a lack of leadership skills that ignored the American work culture
pattern while attempting to manage team cooperation. On the other hand, salary increases might
be described as a successful motivating strategy for American employees following the approval
of unionisation. According to Hofstede, Chinese culture has a lower level of uncertainty
avoidance than American culture, indicating that the Chinese have high motivating standards in
which the Americans may participate in addressing discriminatory concerns. Because the present
management at FGA is Chinese, an alternate solution can be developed by involving an
American-based mediator for the employees. As a result, the leadership structure may be
preserved in order to improve cross-cultural competency. The motivating growth and successful
leadership methods that result give a balanced emphasis on workplace safety, and staff
management are the basis for adopting these solutions. When comparing Hofstede's theoretical
framework to both cultures, the difference in cultural characteristics is clearly obvious in the case
of FGA, whilst a contradiction to long-term orientation is evident in the case of America. Despite
the fact that their folks were the ones who started the protests and concerns, select American
workers were retained at the factory. In Chinese culture, there is a high level of indulgence,
which has resulted in inadequate leadership management.
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