Global Insights chapters 10 and 12 (my version)

Hierarchy of Needs (Maslow)

-Is the idea that needs are organized into a hierarchy, with higher-order needs being met only after lower-order ones are satisfied first.

-Is popular in U.S. because American culture values individualism, personal achievement, and risk-taking.

two-factor theory (herzberg)

Suggests there are two separate sets of needs—intrinsic motivators and extrinsic hygiene factors (or demotivators).

Job Enrichment

Involves adding motivating factors (e.g., challenge, responsibility) to a job while avoiding demotivating factors (e.g., poor pay or working conditions).

Equity Theory

-Posits that, when employees feel they've been unfairly treated, they are motivated to restore fairness.

-Is concerned with what happens when employees compare themselves against other people in terms of job outcomes (e.g., pay) and job inputs (e.g., effort).

-Can be approached from an international context:

***Less focus on broad fairness rules and more understanding of the mental equations that employees in different cultures use when judging fairness.

reinforcement theory

Connecting Behavior and Consequences

expectancy theory

setting goals and tying in rewards

Top Attraction Drivers

•Competitive Base Pay

•Career Advancement Opportunity

•Challenging Work

•Learning/Development Opportunity

•Competitive Benefits

•Reputation of the Company

Vacation/Paid Days Off

cultural synergy

Is achieved when managers rely on motivation approaches and tactics that complement rather than conflict with the specific cultures involved.

effective leadership in an international context

-openness to other cultures

-appreciation of cultural differences

-ability to bridge differences quickly

task oriented behavior

Includes clarifying performance expectations and specific procedures to be followed, as well as planning, scheduling, providing technical help, and goal-setting.

relationship oriented behavior

includes showing concern for subordinates' feelings, needs, and well-being.

nurturant leadership style

Mixes empathy and concern for subordinates with an emphasis on getting the job done—often works best in Indian work contexts.

PM leadership style

Combines complementary concern about problem-solving and motivation of group performance (performance leadership) with behavior designed to promote interdependence, avoid conflict, and maintain harmony within the group (maintenance leadership).

transformational leadership

-Occurs when a leader is able to galvanize employees and turn poorly performing firms into winners by inspiring intense loyalty and outstanding performance.

-Relies on the bond created with employees by the leader's personal characteristics and behaviors:

path-goal leadership

Predicts that leadership effectiveness is contingent on matching the leadership style used to the situation.

basic PG leadership styles

-Directive

-Supportive

-Participative

-Achievement oriented.