This paper will elaborate different needs from people with different backgrounds and cultures and will demonstrate how these differences affect employee motivation. To do so, a short definition of the term "Cross-cultural" will be followed by an explanation of the cultural dimensions of Hofstede and Trompenaars & Hampden-Turner.
Subsequently, part three and four will focus on Employee Motivation. Firstly, it will be elaborated how motivation in general arises, followed by part four in which cross-cultural employee motivation is examined as a comparison between the different hierarchies of needs from Western and Asian societies. In a conclusion the key findings and implications for practice of this paper will be summarised.
Table of Contents
1 The increasing trend of globalisation and the importance of cross-cultural differences in employee motivation
2 Cross-cultural
2.1 Definition
2.2 Hofstede´s cultural dimensions
2.3 Trompenaars & Hampden-Turner´s cultural Dimensions
3 Employee motivation
3.1 Definition and Importance
3.2 The three sources of motivation
3.2.1 Obtain external rewards
3.2.2 Obtain internal rewards
3.2.3 Maintain desired self-concept
4 Cross-cultural employee motivation and Maslow´s pyramid of needs
4.1 Maslow´s pyramid of needs in Western countries
4.2 The Pyramid of Needs in Asian Cultures
5 Conclusion
Objectives and Topics
The primary objective of this paper is to examine how cultural backgrounds necessitate diverse approaches to employee motivation, specifically by contrasting Western and Asian motivational hierarchies and frameworks.
- Impact of globalization on international business operations and recruitment.
- Application of Hofstede’s and Trompenaars & Hampden-Turner’s cultural dimensions.
- Analysis of general motivational sources (outcome, internal, self-concept).
- Comparison of Maslow’s hierarchy with Asian-specific needs models.
Excerpt from the Book
4.1 Maslow´s pyramid of needs in Western countries
Although there are, as mentioned earlier, individual differences Maslow provided a general overview of different needs from human beings. These needs are usually taken as a starting point for motivational theories (Maslow, 1954) because managers first need to understand the different needs and values people from different cultures have, before being able to motivate them appropriately (Zhao & Pan, 2017). To clarify the different needs from different cultures the hierarchies of needs in Western and Asian countries will be compared and illustrated by Figure 3 in the appendix.
According to McLeod (2018) the original hierarchy of needs from Maslow is reflected by the pyramid from Western culture. Therefore, the five stages are going to be explained from the Western culture first. Furthermore, these five perspectives will be elaborated from the business perspective as well to get a better understanding on how employee motivation is affected by the different needs of people.
Physiological needs
As a basis of motivation people need to meet their physiological needs including their need for food, drink, clothing or sleep. According to Maslow (1954) all other needs become secondary or non-existent as long as physiological needs aren´t satisfied. In a business context a big physiological need are wages. Without feeling being paid fairly an individual can´t pay enough attention to other parts of its job as they start contemplating (Benson & Dundis, 2003).
Summary of Chapters
1 The increasing trend of globalisation and the importance of cross-cultural differences in employee motivation: Discusses how global connectivity and international hiring necessitate a deeper understanding of cultural variations in leadership and motivation.
2 Cross-cultural: Provides a theoretical foundation by explaining cultural dimensions from Hofstede and Trompenaars & Hampden-Turner as tools to analyze national differences.
3 Employee motivation: Defines motivation in a business context and outlines the three primary sources of motivation: external rewards, internal rewards, and maintaining a desired self-concept.
4 Cross-cultural employee motivation and Maslow´s pyramid of needs: Compares the traditional Western hierarchy of needs with Asian models, demonstrating that self-actualization is not universally applicable in collectivist cultures.
5 Conclusion: Summarizes that managers must acknowledge cultural specificities to incentivize employees effectively and avoid dissatisfaction.
Keywords
Globalisation, Cross-cultural, Employee Motivation, Hofstede, Trompenaars, Maslow, Hierarchy of Needs, Collectivism, Leadership, Performance, Western Culture, Asian Culture, Incentive, Human Resource Management, Self-actualisation.
Frequently Asked Questions
What is the core focus of this research?
The work explores how diverse cultural backgrounds affect how employees in international organizations are motivated and how different value systems shape their needs.
Which thematic fields are addressed?
Key fields include cross-cultural management, global business operations, psychological theories of motivation, and organizational behavior.
What is the primary research goal?
To demonstrate that motivation is not a one-size-fits-all concept and to provide insights into how cultural differences impact the effectiveness of motivational strategies.
Which scientific methods are utilized?
The research builds upon existing secondary literature, including cultural studies by Hofstede and Trompenaars & Hampden-Turner, and organizational motivation theories like Maslow’s hierarchy.
What aspects are discussed in the main body?
The main body examines the definitions of culture and motivation, analyzes cultural dimensions, and presents a comparative analysis of Western versus Asian need hierarchies in the workplace.
Which keywords characterize this work?
Core terms include Globalisation, Cross-cultural, Employee Motivation, Collectivism, and Hierarchy of Needs.
Why is Maslow’s theory considered Western-centric?
The text argues that Maslow's focus on individual self-actualization conflicts with the collectivist values prevalent in Asian societies, which emphasize group belonging and social status.
How should international managers use the findings of this paper?
Managers are encouraged to recognize that incentives, leadership styles, and work environments must be tailored to the cultural expectations of employees to prevent demotivation and turnover.
- Quote paper
- Alexander Thielmann (Author), 2021, Cross-cultural employee motivation. How do different backgrounds and cultures affect employee motivation?, Munich, GRIN Verlag, https://www.grin.com/document/1283174
