Motivation - How Does It Vary Across Cultures - Coursework Example

Table of Contents Executive Summary Terms of Reference Overview of the Situation Motivation Satisfaction Purpose Analysis of the Situation Forecasts and Outcomes Bibliography Motivation – how does it vary across cultures Executive Summary Motivation is created through a great number of factors, some of which are basic to all humans and some of which are defined by socialization and cultural learning. Maslow created a pyramid of needs that suggests that all human beings will go for the same types of satisfaction on those needs, each level attained creating an upgrade in the level of motivation needed to inspire someone to reach the next level of need satisfaction. As each level is attained, the entity that must provide motivation must look to the next level of needs in order to adequately find resources in which to promote achievement. Without a basic understanding of human needs, no other type of comprehensive framework will have any value. However, how those needs are satisfied is often subject to the way in which different cultures have created learned fulfillment. Where one culture may find that one level is easily satisfied, another may find that level difficult to attain. To be more specific, the people of one culture may find that monetary reward is enough to fulfill the needs expected through a work experience, where another may find that self-fulfilment is necessary to create motivation. While individual needs will always have the primary determining factor in creating motivation, those personal associations are framed by cultural learning that has defined the meanings behind satisfaction and how one is motivated to reach satisfaction. Terms of Reference This paper has been created in order to provide a framework for creating motivation within a multi-national team that has more than one culture to take into consideration when building a structure for incentives intended to build motivation within the organization (Halverson and Tirmizi 2008, p. 134). As a cultural consultant who understands the variety of nuances that go into the many cultures that inhabit this planet, it is my responsibility to make sure that the teams that are built within this organisation are motivated towards the goals of the company through focus on individual cultures that are then combined into a world culture that can be affected by the incentives that have been designed. Your organisation is involved with a great number of projects that are being worked on by teams with a variety of cultures coming together in order to get the job done. Because these projects take close knit focus that must come from individuals who have been socialized in very different ways, it is important for the company to best understand how to support the variety of needs that go into creating motivating factors. Without proper motivation, creativity and innovation on the projects that you have set forth for your teams will lag and the product will not reflect the level of quality that you have come to expect from your teams (Frey and Osterloh 2008, p. 21). Therefore, it is the job of a human resource consultant to help further the understanding of your organisation on how best to provide incentives in a multi-cultural team. The information that will be found within this report is based upon your need to find ways to motivate your teams. Through an understanding of how to create motivation across cultures, the organisation will find a more cohesive framework in which to create better team motivation towards the achievement of goals (Sorrentino and Yamaguchi 2008, p. 1). This paper will provide a better understanding of how motivation is created across cultures by defining what makes all human being similar, but then framing the question in regard to how different cultures interpret the satisfaction of those needs. Overview of the situation Introduction Currently, the company is seeing that motivation is not reaching all members of teams at an equitable level, therefore it is necessary to create this framework of understanding to better support he goals that the company has determined for its teams. Therefore, this paper will discuss the similar needs that human beings have within their experience, then show how those needs are met within a variety of cultures. The paper will also show how those needs are divided throughout the world, through an analysis of the cultures of the world and how those cultures can be grouped for learned socialization that affects the perception of satisfaction. A variety of terms will be addressed within this paper as they are reflected by the ways in which those terms changed in meaning regarding their use within different cultures. The following terms will be used to create a deeper understanding of cultural meaning as it is required in understanding motivation: need, motivation, satisfaction, and purpose. In creating deeper meanings for these concepts in the context of how motivation is created for a variety of cultures, the ways in which to created motivation that will be affective within a multi-cultural team can then be assessed. As well, this report will provide several examples of solutions to the problem so that the organisation can see the benefits of adjusting incentives that will lead to more effective motivation. Need One of the most effective tools that can be used to determine how to frame motivation is Maslow’s Hierarchy of Needs (Smoke 2005, p. 123). While there have been theoretical differences provided since the time of Maslow that have either enhanced or re-determined the theory, this framework has provided the most clearly developed framework for need theory. This framework can be used across cultural lines as it is based upon the needs that are defined by the human experience. The five levels that have been defined by Maslow are physiological needs, needs of safety and security, a need for love and belonging, a need for self-esteem, and at the highest level, a need for self actualization (Pride, Hughes, and Kapoor 2010, p. 283). Maslow’s Hierarchy of Needs (Lednichenko 2010) Understanding needs is essential in understanding how to create motivation. In looking at this structure, it is clear from one’s own sense of need that these can be considered universal. Maslow determined that each level of need, working from the bottom up, must be fulfilled before the next level will gain importance. In other words, if basic physiological needs are not met, then a person will have little to no need for the next level of needs (Smoke 2005, p. 123). If a person does not have enough food, satisfying needs for safety and security will seem less important, other than how they relate to having food and protecting the means of satisfying the first level of need. Once one has gained a sufficient understanding of the universal nature of needs, it makes it much easier to then look at the different ways in which cultures define their sense of motivation and satisfaction in regard to those needs. Without looking at the human condition through a sense of what makes people the same, one cannot understand how needs are met through the understanding of what is different about the way that experience has affected those similarities. Cultural socialization affects the perception of how those needs are fulfilled through traditions and learned behaviors that must be understood before setting a course of motivating factors within human resource management. Motivation True motivation within an organisation comes from a sense that by accomplishing a goal a need within that an employee has determined as important will be met (Bruce 2006, p. 38). The basic needs, the need for physiological satisfaction, must be met by providing an adequate wage that can support those needs. Most of the physiological needs are already met though the process of payment for services, thus the incentive to work is automatically created through the incentive of pay in exchange for production. However, often once those needs are met, creating incentives to work at maximum effectiveness in innovation and creativity must be supported by higher levels of need satisfaction created through proper rewards that are designed to promote a drive within team members to excel. It is assumed that the basic human needs are provided for within the organisation through adequate pay. Therefore, the higher levels of needs should be looked at in order to address the various ways in which motivation can be established. According to McClelland’s Acquired Need theory, there are three primary needs that will motivate an employee to excel at projects that have been assigned to them (Schermerhorn 2010, p. 365). The first needs are defined by the basic need for achievement. The need for achievement is can be identified as the need to continue to attain consistently higher levels of success through challenges that are designed for high standards, the opportunity to surpass the achievements of others, and the ability to master complex tasks. The second need is the need for affiliation. Human beings are primarily social creatures and have a universal need to seek the acceptance of others within the social framework of a given situation. Personal relationships within the work environment have the ability to create a great amount of connectivity to the projects that are being created by a team. Therefore, the way in which socialization is approached is a key element to the building of a team, especially when it is designed with a number of different cultures represented by the members of the team. The third need is the need for power, a need that is vital to address for members of a team that has been designed for high levels of achievement. This need is defined by control, authority, and responsibility. Having influence within a team can have a great effect on an individual’s ability to feel control, thus creating a drive that is supported by a continuing need to maintain that level of influence. The way in which to use these to theories is to first identify the basic need, then structure the acquired need that can best help to facilitate that level of achievement. The need for achievement and power will affect several levels of Maslow’s hierarchy. Achievement can highly affect self-esteem and self-actualization. These levels of need can be highly motivating as it most often reflects satisfaction on the lower levels. Socialization within an organisation is important in order to provide for the third level of need, the need for a sense of belonging. Many organisations structure their work culture to defy this need, discouraging their employees from fraternization and from creating a social environment within the place of business (Kavaler and Spiegel. 2003, p. 67). However, if this need is not fulfilled, it will interfere with the higher levels of need, thus lowering the focus on achievement, which is beneficial to the company. Satisfaction In a multi-cultural environment, the concept of satisfaction will be the most difficult concept to navigate in a manner that is consistent, but aware and responsive to the different cultures that are represented. To understand different cultures, it might be useful to think of a Tibetan monk who spends hours that stretch into days on a sand painting, meticulously creating each line and fragment of the work until it is completed, only to wipe the whole piece away to show the temporary nature of the world. On the other hand, an American has lived in an environment where the pace is fast and pressured, everything from the news media to the way in which food is prepared designed to keep social pressure on the individual. These two individuals have a different perspective on the way in which the world works, thus creating different levels of satisfaction from accomplishment. According to Hall, understanding is shaped by history and social affiliations such as race and gender (Storey 1998, p. 314). The way in which a person will understand what is intended by a motivational incentive will be framed by their history and experience, thus allowing the ways in which their culture defines understanding to affect the way in which understanding of the content of a work related incentive is then used within the context of feeling a sense of satisfaction from attaining the rewards of an incentive. Satisfaction is only achieved when one perceives something as being satisfying, thus within the framework of human resource management, incentives must be designed to provide satisfaction that is culturally relevant to employees. Purpose In creating incentives, one of the most important aspects of human relations is that individuals desire purpose. Purpose, once again, is defined by cultural learning of the meaning of the concept, but all cultures have a way in which to define purpose for people within those social groups. Purpose may be found through parenting, through leadership in the community, or through achievement. However, most satisfaction is found through finding a way in which to increase the purpose that an individual has found for his or her life which is most often defined by the importance that a culture will have on one aspect of life over another. Therefore, in creating incentives, it is important to understand how a culture defines purposeful life, thus creating incentives that are intended to increase the level of satisfaction that employees feel when their sense of purpose is increased (Comstock 1915, p. 16). Analysis of the situation The situation within the company requires that those who must address the issue create an awareness of the ways in which the individuals within the company view their opportunities, as well as how they view their needs in regard to satisfaction within their job performance. The following SWOT analysis breaks down the ways in which strengths, weaknesses, opportunities, and threats affect the building of a useful framework in which human resource development can provide for the creation of worthwhile motivation within employees (Fine 2009). The SWOT analysis shows that it is through awareness and the willingness to address the issue that the company can balance out the needs of achieving goals that are focused through the needs that the business has in order to be successful. An organisation must have a unified work culture, but within that culture must be the room for different perspectives when a globally influenced workforce must be best utilized. According to Trompenaars and Hampden-Turner (2010), an organisation must create a work culture that unifies the vision of all that are involved within the creation of that culture. Within that culture must be good leaders who know how to look to the needs of that culture by recognizing how all the individuals that make up the group contribute to that culture through their own perspectives (p. 250). In creating an organisation that both see the need for unity, but recognizes that within that unity must be room for individual belief systems as they have been influenced by a globally varied set of individuals, a unifying set of incentives can be created to best motivate employees towards jointly appreciated goals. In analyzing the problem through a PESTEL analysis, the solution can be more accurately pinpointed. The Political impositions upon the situation is the least truly relevant point of the PESTEL analysis. All governance of the team members is covered by the laws that govern human resources and the judicious use of those laws. The Economics of the problem will have a profound effect. In creating motivations and incentives for the team to solve their problems, it will be necessary to take into consideration what types of motivators will have the greatest impact across the board. Therefore, the costs involved in creating incentive will need to be evaluated against the benefits. This will then have to be balanced against the needs of the group as a whole in order to create equity. Social factors in the group will be determined on how the commonalities bring them together and where the differences cause conflict. The philosophies of difference cultures can create great rifts between people, however, creating common goals can often give good cause for the members of a team to tolerate each others differences. The Technological aspects of creating motivation in a team with a multi-cultural variety of members would be affected by the ways in which each culture influences the level of technological knowledge is available in each member in balance with the technological knowledge that is expected in order to do the task. If learning must be done in order to achieve the goals, that learning must be done in such a way as to honor the educational traditions of each member. Environmental factors that may affect a multi-cultural team could include considerations for those who come from climates that are not similar to the geographic host territory. Ensuring that members are comfortable in their work is necessary to help ensure that the work will be done at optimum levels. Environmental factors can affect the quality of the output from the team if not addressed. Legal issues that might affect the capacity of multi-cultural teams to work well together would be concerned with both how issues of equal treatment is considered. As well as taking into consideration equality in the treatment of team members, which would include proper consideration for religious and cultural traditions, as well as consideration for gender issues when gender roles are considered differently in other societies. The PESTEL analysis is a reminder that the way in which to ensure that a project gets accomplished by a team that has cultural diversity is to ensure that management and each team member is made aware of differences that might cause conflict, while providing for those differences so that traditions are honored. With respect for each culture, the whole team can work in harmony. Making sure there is an open dialogue between the team members and between the team and management will ensure that all of the aspects of the cultural diversity have been adequately addressed. Solutions and recommendations There are a variety of solutions that can be used in order to discover the common ground from which incentives can be created in order to provide motivation. One of the first methods that can be used by the human resources department can be found through creating a survey in which employees can express to management their personal concepts of important aspects of their needs. Knowing whether the employees most generally find one aspect of life more important over other aspects can free the human resources management from having to assume what they believe to be most important in the lives of their employees. This can mean that finding out the levels of family, community, corporate responsibility, personal time, or desire for advancement importance through percentage analysis of the results can best suggest what areas of focus the company can use in order to create incentive ideas. Another useful tool would be to have a committee that represents a variety of cultures within the organisation based upon nationality, gender, and other determinant factors of difference, assess the overall work culture and provide feedback to management about the methods that are being utilized. It is vital for the company to have a structured work culture that gives definition to the company, but as stated within that company differences must be acknowledged and utilized in order to create good motivation. Using publicly defined feedback through a committee will empower the employees and bring them into the discussion about how to frame the work culture. Forecasts and outcomes Because the company has acknowledged the issue of providing motivation across a variety of cultures can be problematic, it has a good chance to find workable solutions to the problems that might interfere with successful goal seeking. Acknowledging differences can lead to finding commonalities, thus providing a framework in which to best create a suitable work culture in which to attain the highest level of quality achievement. A well developed, unified work culture, as outlined by the theories of Trompenaars and Hampden-Turner (2010) is essential in creating organisations that are successful. However, within organisations that have a variety of cultures it is essential to both recognize that variety and work with the various elements of perception that have been learned under different circumstances in order to enhance the overall culture of a business. Because this company intends to look at the mixture of perceptions that have come together to form teams, it has a better chance of finding ways in which to exploit the motivations that are discovered through that research. This will allow for high levels of achievement towards company goals. Bibliography Bruce, Anne. 2006. How to motivate every employee: 24 proven tactics to spark productivity in the workplace. East Sussex: McGraw-Hill. Comstock, William Charles. 1915. Man's life of purpose. Boston: R.G. Badger. Fine, Lawrence G. 2009. The SWOT analysis: using your strength to overcome weaknesses, using opportunities to overcome threats. London: Kick It. Frey, Bruno S., and Margit Osterloh. 2002. 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London: John Wiley & Sons Inc. Smoke, Clinton H. 2005. Company officer. Australia: Thomson/Delmar Learning. Sorrentino, Richard M., and Susumu Yamaguchi. 2008. Handbook of motivation and cognition across cultures. San Diego, CA: Academic. Storey, John. 1998. Cultural theory and popular culture: a reader. Athens: University of Georgia Press. Trompenaars, Alfons, and Charles Hampden-Turner. 2010. Riding the waves of innovation: harness the power of global culture to drive creativity and growth. East Sussex: McGraw-Hill Professional. Read More