International Organizational

Behaviour
Motivation
Motivation Across Cultures

 Individual behaviour varies across

cultures. These variations can be studied
in terms of motivation, rewards, cultural
adjustment, and managerial responses.
 Motivation of Employees in
International Settings
 In a multicultural work environment, not
everyone is motivated by the same
factors. Motivational processes,
approaches and applications reflect the
culture of the country directly or
indirectly. Motivational appeals, rewards
for performance, and punishment for the
absence of it need to be culture-specific.
 Motivational Approaches and
Cultural factors
 Management Styles: Management styles
are important and effective motivators in each
culture. American styles are characterised by
professionalism and friendliness. Japanese
managers motive employees through
continuous counsel and persuasion. The Arab
manager will be most effective in a parenting-
type role that includes coaching and personal
attention.
 Control: All people are motivated by the
power of being in control of their own lives or
work space. Americans feel good about being
independent and in control of their own
destines. Japanese motivation comes through
group harmony and consensus. Whereas the
Arab manager strives for control of others
through a parenting relationship.
 Emotional Appeal: Americans respond to
available opportunity. Sentiments may not
evoke response. The Japanese are motivated
by reputation and company success, which
are allied with their cultural values of belonging
and group achievement. Arab motivation
comes from an appeal to the sense of self
within the authority structure.
 Recognition: Americans want to be directly
recognized for their individual contributions
and achievements. Japanese recognition
comes through identification with the group.
Recognition in Arab cultures generally results
from the individual’s status in the hierarchy.
When a department reaches its goal, the
recognition will first go to the head and then
percolate down to the lowest level employees.
 Material Reward: The American rewards that are
culturally appropriate reflect the values of the macro
culture. Americans measure individual success more
in terms of material possessions. Monetary rewards
motivate Americans. The Japanese are motivated by
rewards shared by among the group, such as
bonuses, social services, and fringe benefits available
to group members. Arabs are motivated by gifts for the
individual and family, which reflect admiration or
appreciation for the individual’s achievement.
 Threats: Threats motivate people for the
wrong reasons. Since the Americans’ identities
are often directly linked to their jobs, the threat
of being fired is significant to them. For the
Japanese, the greatest threat is the fear of
exclusion from the group. To the Arab, a
demotion is a threat to one’s reputation and
status.
 Cultural Values: The American culture,
competition, risk-taking, material possessions,
self-reliance, and freedom are all motivational
values. In contrast, group harmony, belonging,
and achievement are important and valued
tools in motivation of Japanese employees.
The Arab workers value reputation, authority,
and social status and respond to these values
in their motivation process.