Global Insights Chapter 10 Set

Maslow’s Hierarchy of Needs

The idea that needs are organized into a hierarchy, with higher-order needs being met only after lower-order ones are satisfied first. This is popular in the US, because our culture values individualism, personal achievement, and risk-taking.

Self Actualization

Is the highest-order need that reflects employees' desire to reach their maximum potential, it is extremely difficult to translate into other languages.

Herzberg’s Two Factor Theory

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

Job Enrichment

Involves adding motivating factors (challenge, responsibility) to a job while avoiding demotivating factors.

Most of them see supervisors as autocratic bosses, this is in contrast to Northern and Western Europe.

How do Central and Eastern European nations see supervisors?

Equity Theory

Posits that, when employees feel they’ve been unfairly treated, they are motivated to restore fairness. Concerned with what happens when employees compare themselves against other people in terms of job outcomes and job inputs.

Reinforcement Theory

States that the best way to motivate is to clearly link valued consequences to desired employee behaviors. Needs interpretation of performance-related feedback that is affected by the culture and societal context of an employee.

Expectancy Theory

Argues that motivation is a function of employees’ beliefs that effort will lead to good performance and that good performance is tied to valued rewards. Assumes that individual workers are rational and control their lives by manipulating their efforts.

Competitive base pay; competitive health care benefits; vacation/paid time-off.

What are the top three attraction drivers in the US?

Senior management’s interest in subordinates; organization’s social responsibility; and improvement of employee’s skills year after year.

What are the top three engagement drives once employees are in the firm (in the US)?

Competitive base pay; opportunities for career advancement; challenging work; learning/development opportunities; competitive benefits; reputation of the company; vacation/paid days off.

Top Attraction Drivers worldwide?

Cultural Synergy

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

1.Describe the motivation situation. 2. Identify cultural assumptions about motivation. 3. Determine where cultural overlaps exist. 4. Generate culturally synergistic alternatives. 5. Select, implement, and then refine a synergistic strategy.

Steps to achieve cultural synergy

1.Openness to other cultures, 2. Appreciation of Cultural Differences, 3. Ability to Bridge Differences Quickly.

What are the three components to effective leadership?

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.

Nuturant 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).

Mexicans managers value obedience/harmony in subordinates; personal, loyalty is key to subordinate evaluation; close formal, empathetic, use of directives, and limited power sharing; personal relationships dictate the basis of discipline/justice; cooperative/family work environment model.

Mexican managers on leadership issues

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: charisma; use of inspirational appeals; intellectual stimulation; and individualized consideration.

Path-Goal Leadership

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

Directive, Supportive, Participative, and Achievement oriented.

What are the 4 basic PG Leadership Styles?