Chapter 12 – Motivation Across Cultures
4. A U.S. manufacturer is planning to open a plant in Sweden. What should this firm
know about the quality of work life in Sweden that would have a direct effect on
job design in the plant? Give an example.
Answer: The U.S. manufacturer should know that assembly line employees in
Sweden work at a much more relaxed pace than employees in the U. S. Another
important issue is that of control. In Sweden, assembly line employees have a great
5. What does a U.S. firm setting up operations in Japan need to know about work
centrality in that country? How would this information be of value to the
multinational? Conversely, what would a Japanese firm need to know about work
centrality in the United States? Explain.
Answer: The American firm should know that Japan has the highest level of work
centrality of any country. This means that work rates relatively high in relation to
other areas of interest (family, church, leisure). This information would provide
6. In managing operations in Europe, which process theory—equity theory, goal-
setting theory, or expectancy theory—would be of most value to an American
manager? Why?
Answer: In managing operations in Europe, the process theory of goal-setting,
equity theory, and expectancy theory of motivation could be utilized by an
12-17
Chapter 12 – Motivation Across Cultures
7. What do international managers need to know about the use of reward incentives to
motivate personnel? What role does culture play in this process?
Answer: Managers need an understanding of the concept of motivation relating to
rewards. Assuming the rewards are attractive and stimulating to an individual, an
employee would be motivated and expected to achieve the desired outcome. It is
important to analyze the reward as attractive and worthwhile to be pursued and
appreciate a foreign culture.
Internet Exercise: Motivating Potential Employees
Suggestion for Using the Exercise
1. In addition to the questions assigned in the exercise, ask your students to try to
develop a motivational package that is a reasonable compromise between what is
currently offered by Ford, Nissan, and Volkswagen.
12-18
Chapter 12 – Motivation Across Cultures
In The International Spotlight: Indonesia
Questions & Suggested Answers
1. What unique problems does Indonesia face as its economy continues to expand?
Answer: Indonesia includes over 6,000 inhabited islands (60 percent tropical forest)
with hundreds of native ethnic groups, multiple languages, and the world’s largest
2. What problems does the freely-elected government face in protecting Indonesia’s
environmental habitats?
Elected government representatives are hesitant to stunt business growth and wealth
accumulation with regulations. Without some regulation, it is unfeasible that private
You Be the International Consultant: Motivation Is the Key
Questions & Suggested Answers
1. When motivating the personnel in London and Tokyo, is the company likely to find
that the basic hierarchical needs of the workers are the same? Why or why not?
Answer: The hierarchy needs of the Japanese and the British are surprisingly
similar except for the need for autonomy. The British have a greater need for
12-19
Chapter 12 – Motivation Across Cultures
2. How could an understanding of the two-factor theory of motivation be of value in
motivating the personnel at both these locations? Would hygiene factors be more
important to one of these groups than to the other? Would there be any difference in
terms of the importance of motivators?
Answer: Understanding of Herzberg’s two-factor theory of motivation could be of
value in motivating employees. Knowing whether job content or job context are
more important to the people could have a strong bearing on motivation. The data
show that job content factors are more important than job context factors. The job
3. Using Figure 12–7 as a point of reference, what recommendations would you make
regarding how to motivate the personnel in London? In Tokyo? Are there any
significant differences between the two? If so, what are they? If not, why not?
Answer: The achievement motivation levels differ between the two countries.
While both countries have moderate to high masculinity dimensions (where money
and physical assets are important), they do differ in the dimension of uncertainty
avoidance. The British have low uncertainty avoidance―they are not afraid to take
risks or to live with ambiguity. This is the profile for countries that are high
12-20
Chapter 12 – Motivation Across Cultures
International Management in Action: McDonald’s New Latin Flavor
Summary
1. Faced with high turnovers in its Latin American restaurants, McDonald’s knew it
had to change. Clear motivation and morale were too low, as were sales. The human
resources department recognized its crucial role in changing the atmosphere and
proceeded to modify the HR board to include one member from each country. Then,
with efficient communication, collaboration, and coordination, a 3-year plan for
improvement began. This included a point reward system and follow-up
recognition, profits for managers resulting from their actions, a stress on creativity,
frequent sharing of “best practices” and company strategies, access to top
management, and new training opportunities. The results were increased sales,
higher retention rates, and greater overall commitment to the company.
12-21