Motivational Theories and Their Generalizability Across Cultures

9179 Words Oct 14th, 2010 37 Pages
Bachelor Thesis Organization and Strategy

Motivational Theories and their Generalizability Across Cultures

Author: Marc van den Hurk S521586 s521586@uvt.nl

Coordinator: A.J.A.M. Naus a.j.a.m.naus@uvt.nl

Word count: 7,411

Bachelor Thesis Organization and Strategy

Management Summary This Bachelor Thesis will yield insights in the applicability of motivational theories across cultures. Within a globalizing working environment this research will provide relevant information on how to motivate employees with a different cultural background. The research combines the theory of Hofstede’s four dimensions (Power Distance, Uncertainty Avoidance, Individualism/Collectivism and Masculinity/Femininity) with two theories of
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M. van den Hurk S521586

Bachelor Thesis Organization and Strategy

Chapter I Introduction

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M. van den Hurk S521586

Bachelor Thesis Organization and Strategy

Chapter I - Introduction 1.1 Problem Indication In an economically globalising world managers will have to cope with different cultures on the work floor. This may imply several difficulties; what is normal in one culture might be completely absurd in another. The problems arising from these cultural differences need to be understood. The way in which a manager approaches an employee may affect the motivation of that specific employee. When this is combined with cultural differences a new factor of difficulty for the manager is added. Hence, when a manager wants to motivate an employee cultural differences might be relevant to take into account when considering which motivational theory might be applicable. The phenomenon of culture exists on a wide scale of levels; it varies from an international culture (i.e. European) to a community culture (i.e. a given neighbourhood). All these forms of cultures apply their own values, norms and beliefs, although some of these norms are shared with other cultures. On the work floor this must be considered to a reasonable extent since employees have the right to have their own culture (i.e. own beliefs and perceptions). Furthermore, as stated before, these cultural differences may

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