Motivation is very much a function of the context of a person's work and persona! life. That context is greatly influenced by cultural variables, which affect the attitudes and behaviors of individuals (and groups) on the job. The framework of this context was described in Chapter 3 and illustrated in Exhibit 3-1. In applying Hofstadter's research on cultural dimensions of individualism, uncertainty avoidance, masculinity, and power distance, for example, we can make sonic generalized assumptions about motivation, such as:
High uncertainty avoidance suggests the need for job security, whereas people with low uncertainty avoidance would probably be motivated by more risky opportunities for variety and fast-track advancement.
• High power distance suggests motivators in the relationship between subordinates and their boss, whereas low power distance implies that people
would be more motivated by teamwork and relations with their peers.
- High individualism suggests people would be motivated by opportunities for individual advancement and autonomy; collectivism (low individualism) suggests that motivation will more likely work through appeals to group goals and support.
High masculinity suggests that most people would be more comfortable
with the traditional division of work and roles; in a more feminine culture, the boundaries could be looser, motivating people through more flexible
roles and work networks.
Misjudging the importance of these cultural variables in the workplace may result not only in a failure to motivate, but also in demonization. An example given by Rigger and Wong-Rigger:
In Thailand, the introduction of an individual merit bonus plan, which runs counter to the societal norm of group cooperation, may result in a decline rather than an increase in productivity from employees who
refuse to openly compete with each other.1
In considering what motivates people, we have to understand their needs, goals, value systems, and expectations. No matter what their nationality or cultural background, people are driven to fulfill needs and to achieve goals. But what are those needs, what goals do they want to achieve, and what can motivate that drive to satisfy their goals?
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