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.

evaluating foreign born employees

evaluation issues:

-The impact and influence of local cultural values and context on effective delivery of feedback.

-Conflicts that occur when an implicit and informal culture meets an explicit and formal performance evaluation system.

-Culture can shape how foreign employees react to performance feedback and the various types of evaluation review delivery mechanisms.

crafting performance feedback

•Give feedback through a third party.

•Communicate to the whole group.

•Change the form of feedback.

•Simplify the feedback.

•Avoid slang.

goals of multinational compensation systems

-To attract and retain the best people to staff positions worldwide.

-To make it as easy as possible to transfer people to the various locations.

-To be consistent and fair toward all employees wherever they are.

-To maintain compensation levels that match well with competitors while also holding down costs

alternative compensation views

Entitlement and obligation are important factors affecting how employees view the compensation they receive from employers.

equity norm

the notion that those who contribute more on the job are deserving of greater compensation.

Exchange Model of Compensation

Employees provide effort and output while receiving wages and benefits in return

The Ad Hoc Method

The expatriate negotiates with his or her firm for covering the costs inherent in a foreign assignment.

Ad Hoc Method Drawbacks

-The potential for unequal treatment of expatriates if some expats negotiate better deals than others.

-An inability to systematically track expatriate compensation packages.

-Inadequate development of country-specific knowledge on the part of both the firm and the employee.

Localization method

-Involves paying the expatriate essentially the same as local nationals in similar positions.

-Is useful when expatriates want to extend their stay in particular locations or are interested in being permanent expatriates.

-Is rarely used in its entirety—adjustments are often made to base pay, allowances, and retirement packages.

Balance Sheet (Build-Up) Method

-Is based on the belief that expatriates should not suffer a financial loss in an international assignment.

-Attempts to provide expatriates with purchasing-power parity in the foreign location as they would in their home country.

-Maintains base and merit pays, and considers foreign-service premiums, hardship differentials, housing costs, and danger pay.