Examining Cross Cultural Motivation in Employees

Examining Cross Cultural need in Employees want of employees is the essence for steep execution of instrument in companies, which in ecstasy learns the competitively of a company, in nows world where global competition is unsmooth especi e really last(predicate)y with Chinas growth. The poor performance of the atomic number 63an Ameri give the sack countries on the distinct hand, makes it much challenging for them to compete with China. These ar probably the consequences of extremely justly jade unions that ensure mesh auspices of employees. Employment protection decree, which is the learn of rules on how to fire or hire an employee (Zientara, 2006), has often been the focus of studies informing that its narrow down is high un enjoyment. However, no studies al number one been done on the g ein truthwherenment issues of fight protection principle on the attitudes and behavior of employees.On the otherwise hand, Lebanon representing the substance East is r arly concerned with commerce protection and labor unions flip very minimal influence in companies.So the purpose of my base is to qualify whether employees in a country where employment protection ordinance ar much prompt than a country with lenient regulations on employment protection. In determine to achieve this study, I sustain conducted block to in-depth interviews and prep bed a questionnaire for companies of Lebanon Italy.In the end, the results of my study memorialise that in incident employees that are highly protected by employment protection statute law are less motivated than employees where employment protection legislation is much than lenient.Employees are the most beta asset a company has, in that respectfrom prompt them is the topper itinerary to ensure high performance of a company and in turn affix the companies competitivity. Yet, Western atomic number 63 is con expect a period of crisis where productiveness is low and competitivity is decreasing. This is why, it is essential to ensure that all employees are motivated, which allow ensure an growth in productivity. Indeed, in the midst of 1980 and 1995, Europe had an intermediate labor productivity growth of 2.33% and in 1995 to 2001, it fell 1.37% (Evans, 2004). This crusades delocalization of umpteen companies to cheaper and more than flexible countries or major labor cuts change magnitude the already heavy unemployment rate which is at 7.8% in Europe, against 4.6% in the US and 4.2 in Japan, fit in to the European statistical agency. This crisis similarly affects on employee demand at be assumption, where work loads step-up to avoid employing newly workers and therefore, avoiding all the complications of regulations. The substantial situation in Europe is the consequence of powerful unions and very exigent employment protection legislation. On the other hand, in the mediate East, the labors progress to very low employment protection legi slation and labor unions acquire very miniature influence. While the Middle East differs from Western Europe regarding labors disciplines it in like manner submits problems regarding employees behavior. Performance isnt at its highest rate either and often companies face the problem of employees working a minimum by means of and throughout the day. Both components require to find a panache to motivate employees in disposition to increase productivity. Yet, since companies in Europe accept and adapt to the employment legislation protection, the scoop out way of ensuring productivity and therefore competitivity is by do employees to perform at the optimum level.A Cross- ethnic study is necessary in order to go steady better the causes and effects of low motivation. Therefore, I chose a region that could be discovered quite assorted from the Western Europe (Italy) The Middle East. Indeed, as depicted by Hofstedes 5 cultural dimensions, the 2 regions have different values. However, few studies have been done on the rate of motivation and workers condition in the Middle East. One study entitled stemma rejoicing and Employee Performance in a Lebanese Banking Staff (Abou Zaki Crosssman, 2003), analyzed pipeline cheer of employees in a Lebanese bank, solely it didnt include an outline of employee motivation. However, studying whether or non employees in the Middle East are motivated and how to increase their motivation is crucial in order to understand how to increase performance. gibe to Nicoleth (2000), Italy, which is the Western European country I ordain be studying, has been rated as the third tightest country in cost of employment protection legislation. Like other countries in Western Europe, Italys problem today is that it is losing its competitivity because laws of employment are too strict and wages are high. Since companies in Europe elicitnot change laws and set upnot lower wages, their only way of ensuring competitivity is by c hange magnitude productivity to a maximum. However, because employees in Western Europe are extensively protected, they perform just adequacy to guarantee that employer has no legal rationalness to lay them off. Therefore, productivity isnt at a level high enough to ensure competitivity. The only solution to encourage employees to be more fat would be to motivate them at work.On the other hand, Lebanon is the center for the Middle East with an opening to the Mediterranean. Being a modern country with some(prenominal) local and international companies, it is interesting to study this country. Furthermore, tear down though there are a few employment protection regulations, protection is use and respected to a minimum level in Lebanon. Within this context, it is linguistic rule that employees, especially crack timers, arent motivated to perform at their best, knowing that they could be fired at any moment.The actual motivation level of employees in both countries exit be studie d by using the Herzbergs hygiene Theory. This opening will help me first of all to determine if employees at work are satisfactory or dis cheery, from these results I will determine if employees need inborn or rather adscititious motivation. I am expecting to find that Italians arent dissatisfied but are not satisfied either. Therefore, they have a neutral attitude toward their channels, whereas Lebanese employees experience dissatisfaction. According to these arithmetic means, it is equiprobable that Italian, neglect constitutional motivation whereas Lebanese need both integral and extrinsic motivation. The logic behind these conclusions will be discussed furthermore in my musical theme.H1 Italians need to be inbuiltally motivated.H2 Lebanese need to be extrinsically motivated.The Job Design Theory will help me determine how clienteles in for each one of the 2 countries should be juted in order to motivate employees. In order to do so, I will rank some characterist ics that should be present in a job, according to the most motivating to the least motivating. The be will be based on the different color of motivation felt towards the different job characteristics. The final part of my written report will include recommendations on the best way a job should be concepted in Lebanon and Italy, in order to ensure motivation.It is serious to amount that I am exacting only these 2 theories because they respond best to the demand of my paper. Indeed, Maslows theory is not valid in theory and the ERG theory, is more valid than Maslows hierarchy, yet it to a fault focuses on the necessitate of the employees only. The Goal hind endcloth theory includes the motivational aspect of needs, yet is doesnt focus on the characteristics of the job. Herzbergs theory and the Job Design Theory best respond to the needs of this paper because both of these theories focus on characteristics within the job itself that mountain exact to motivation of employe es.Jumping to the definition of employment protection legislation, according to Zientara (2006), it is the set of rules on how to hire and/or fire rising from both the labor legislation and the collective bargaining agreements. Its aim is to ensure a set job for employees. Zientara explains that as employment protection legislation is stricter, firing an employee becomes more costly and therefore it damages the labor market performance.Therefore, the Italian legislation is very detailed in the 3 components of the employment protection legislation as the employer has limited power in withdrawing from the contract. Contrary to the Italian legislation, the Lebanese legislation is very vague and minimal as there are written laws concerning the protection of regular employees against vent and against collective dismissal. Yet there are no regulations concerning temporary employment, which already sickens the strictness of employment protection legislation. The only condition for an em ployer to dismiss an employee in Lebanon, is to give a stipend which is determined according to the nature of the work, the employees age, tenure, family and health conditions. When comparing the conditions imposed to employers for idiosyncratic and collective dismissal and for conditions of temporary workers, it is clear that Italy is much stricter than Lebanon. It is of the essence(p) to add that in Italy, appeal to the court is likely to reassure the judiciary sire such(prenominal) a favorable view of the employees social or family problems that dismissal is commonly judge to be practically impossible. (Emerson, 1988, p.787). Whereas, in Lebanon, court be a lot and labor unions power and effectiveness are so low that chances for an employee to win a case are little.The fact that strict employment protection legislation is tranquillise extensively applied in Italy, means that it does present several benefits. Society benefits because it avoids the payment of unemployment be nefits (Zientara, 2006). In addition, it encourages employees consignment and dedication toward the brass instrument (Akerloff, 1984). Not to forget, it encourages companies to invest on training and upgrading the productivity of labors and furthermore, accepts technological changes and knowledgeable job mobility (Piore, 1989).On the other hand, strict employment protection legislation also presents some downfalls, which could explain the ongoing fence some it. First of all, strict employment protection legislation causes high unemployment rate since it discourages employers to easily dismiss employees and leaving the door open to potential employees (Zientara, 2006). Furthermore, Italy movenot adapt to the changes of economic conditions (Emerson, 1988) which today present flexibility of employees and competitivity in the spotlight. Additionally, the low probability of being dismissed may have an adverse effect on employees whose effort and cooperation with others in the comp any will reduce (Emerson, 1988). No matter what the reasons of absenteeism are, the problems are that it causes reduction of productivity and that firing is too difficult because of strict employment protection legislation. This is why the only solution to reduce effects of employment protection legislation on organizations productivity is by increasing motivation.The economic climates of the past decades have cause d an increase in de-motivation at work. Indeed, downsizing and the rationalization of policies causes de-motivation (Gee Burke, 2001). All in all, change, uncertainty, lack of control and high work load are all causes for the increase in stress and therefore, the decrease in motivation. Yet motivation is the come across for employees to exert century% effort, which means performing as well as possible all the time (Gee Burke, 2001), this explains how motivation is related to performance. According to Robbins (2004), motivation is defined as a psychological process whi ch consists of the persons intensity in terms of how hard he/she tries, the quality and intensity of the effort which is direct to the benefit of the organization and the persistence of the person in question. Motivation can be of two kinds it can be extrinsic or intrinsic. foreign motivation is a tangible reward for a given performance (Adonis, 2007). Although it is very powerful at first, extrinsic motivation quickly becomes an expectation and loses its effects. Indeed it motivates in the short run but doesnt consider the innate needs of the employee (Adonis, 2007). On the other hand, intrinsic motivation is triggered from inside the person by considering the needs of recognition and self-fulfillment of each individual through a sense of achievement, responsibilities, job satisfaction, involvement and empowerment (Adonis, 2007). In fact, intrinsic motivation is long term and aims at improving the morale of employees which in turn will increase the productivity by lowering absen teeism and increasing retention (Adonis, 2007).The Hygiene-Motivator Theory shows the factors that lead to dissatisfaction in a job and satisfaction. Factors that cause dissatisfaction which are called hygiene factors are extrinsic these include working conditions, pay, policies(Robbins, 2004) On the other hand, factors that are leading to job satisfaction are recognition, responsibilities, caper achievement and other factors that are intrinsic. These factors are long term motivators (Gee Burke, 2001) Removing dissatisfying factors will not create a satisfactory job, but rather a neutral feeling towards the job. Indeed, factors that create satisfaction at work are different and separate from those causing dissatisfaction (Robbins, 2004). This is why, to cancel dissatisfaction at work, organizations must ensure hygiene factors that follow employees needs. To develop satisfaction at work, organizations must design jobs that include intrinsic motivators. The JDT, which I will now exp lain, provide companies towards the design of jobs, including the motivator factors stated in the motivation- hygiene theory.The Job Design Theory, demonstrable by Oldham Hackman, shows 5 core dimensions that either increase or decrease motivation (Robbins, 2004) and they are the following Skill Variety, assess Variety, Task Significance, Autonomy, and Feedback. According to JDT, motivation of employees through the 5 dimensions can be summarized as follows internal rewards are obtained by individuals when they learn (knowledge of results) that they personally (experience responsibilities) have performed well on a task that they care about (experience meaningfulness). (Robbins, 2004, p.184) As the presence of these 3 psychological states increase so does motivation, performance and satisfaction. First, to motivate employee through autonomy, the organization must ensure a flexible job in terms of schedule, work sharing, and telecommunicating and it can be promoted through ideas a nd challenges (Garg Rastogi, 2005). In addition, to motivate employees, the HR department has the role of making the employees feel as the most determine asset of the organization (Garg Rabstogi, 2005, p.579). Further adding, to ensure motivation, employees must be recruited according to their knowledge, skills and abilities (Garg Rastogi, 2005).After conducting in-depth interviews, and surveys in both the Lebanese Italian market, it is time to show the results of my research. According to the results from the survey, Italian employees have a different feeling concerning intrinsic and extrinsic factors of motivation. The Italian rated intrinsic factors of motivation at an average of 4.97 over 7, this means that Italians dont feel dissatisfied. On the other hand, intrinsic motivation was rate as 3.94 over 7, which means that Italians are not satisfied at work. These numbers support hypothesis which states that Italian employees arent dissatisfied at work but are not satisfied either. The results extracted from the Lebanese sample shows a slight difference between extrinsic and intrinsic satisfaction. Extrinsic satisfaction for the Lebanese Is rated as 5.39 which show that Lebanese are not dissatisfied. Furthermore, intrinsic factors were graded at 5.21, which also show that Lebanese are satisfied at work. In other words, employees are not dissatisfied and even satisfied at work. These results contradict hypothesis 2, which expected Lebanese employees to be not satisfied and even dissatisfied at work. In fact, it can be seen clearly, that Lebanese feel much less dissatisfaction than Italians. Yet the major difference stands in the intrinsic level of motivation as there is gap between Lebanese who take care satisfied and Italians who are not.In terms of Turn-Over, Italians do not consider leaving their jobs, since the average dollar volume was 3.34 over 7 while Lebanese were graded as 3.52 so the intention of leaving their place at work is at the equiva lent level for both Italians and Lebanese, there are no flagrant differences.The feelings towards the different motivational characteristics of a job were all considered as interesting and motivating. Yet, smooth differences in averages enable us to determine preferences.As the table shows, the general results are similar in Lebanon and Italy, yet two main ranking of characteristics vary. The first differences are in the first most motivating factors. Italians consider Task Significance as being the most motivating and indeed followed by the Task Identity. On the other hand, the Lebanese have a reversed feeling where Task Identity comes first before Task Significance. The second difference is in Task and Skill Variety.The results of the first part of the questionnaire enable me to lead to several conclusions which help me understand how employees in Lebanon and in Italy feel about their jobs. Furthermore, the results from the second part of the questionnaire can be a guide for de signing jobs that will increase motivation. Yet, the results were affected by terminus ad quem during the research.The results extracted from the questionnaire seem to lead to the conclusion that in general, Lebanese workers are more satisfied than Italian workers with their jobs. Indeed, whether when analyzing the extrinsic or the intrinsic factors, Lebanese gave a higher average of motivation. Although Italians are not dissatisfied at work, they still remain at the verge of the neutrality since they rated extrinsic factors of motivation at 4.97 against Lebanese who gave a 5.39 average, which leads to a confident extrinsic satisfaction. Under the aforesaid(prenominal) tone, results show that Italians arent dissatisfied at work in terms of extrinsic motivation but yet again, it is a very minimal average of 3.97 which is very close to neutrality. Therefore, overall it can be concluded that Italians lack intrinsic motivation, which support H1. This further illustrates the fact that regardless of how strict employment protection legislation in a country, it doesnt ensure motivation of employees. On the other hand, Lebanese do not support H2 because the results show that they are satisfied both intrinsically and extrinsically. This could mean that on the contrary by chance employees are more motivated when employment protection legislation is more lenient.Results show that Italians and Lebanese dont consider quitting their jobs. In fact, the results are very close for both countries. Besides, they are both very close to the neutral taper which demonstrates that the intention of remaining in the akin company isnt a 100% there. Besides a very important contradiction is that Italians arent satisfied with their jobs but still they dont consider quitting their job more than Lebanese who are satisfied do.The results obtained from the second part of the questionnaire, although in general very similar between both countries, show a nuance of cultural differences in n eeds between Italians and Lebanese. Actually, it seems that Lebanese hold more importance to task identity which comes first before task deduction. This means, that Lebanese would feel more motivated if they could put a name to their work. On the other hand, Task deduction comes before task identity for the Italians, therefore, Italians are more motivated by the impact their job has on others whether inside or outside the companies. This is why, it can conclude that Lebanese are more self-centered regarding their jobs, whereas Italians are more centered towards others.Another difference can be observed concerning task and skill variety. In fact, results show that Italians would be more motivated by developing different skills than undertaking different tasks within their jobs. This means that Italians are more attracted to scholarship new techniques and methods of work and using them. On the other hand, Lebanese seem to care, more about using different tasks at work than about u sing different skills. This illustrates that Lebanese are more motivated by doing a number of different activities in order to pass with flying colors their job. The rest of the characteristics are all ranked at the aforesaid(prenominal) level of importance for both countries. It is interesting to see that Italians and Lebanese consider knowledge characteristics as the least motivating. Therefore, they arent very concerned about learning and development. A very interesting point in relation to the Motivation effectiveness Score is that to motivate employees in Italy, the equation must be high in Task Significance more importantly in order to complete meaningfulness of the job. Task identity can also be added in order to enhance this psychological state. Autonomy and feedback must also be considered since they come in 3rd and 4th and they must complete the equation to ensure the motivation of employees. The Motivation Potential score equation for the Lebanese employees should be high in Task identity for meaningfulness of the job. suave under meaningfulness, task significance can be added but not as a priority. Of course, autonomy and feedback must be high in order to ensure motivation.The conclusions obtained enable us to understand the different needs of each country in order to motivate employees.According to the results, Italians seem to lack satisfaction at work. Therefore, managers in Italy should concentrate on intrinsic factors of motivation. In other words, employees must feel a sense of achievement, responsibility and furthermore, employees must feel recognition when they achieve something. Responsibilities can be real through delegation and even more empowerment of employees who are given the possibility of participating in decision making concerning the company. Empowerment is more than delegation, it is the opportunity to take responsibility for a particular task and see it through its completion. (Hopkins, 1995, p.2) Achievements can be dev eloped within the enterprise by listening to innovative ideas of employees and providing the means to put the idea to life when they have a potential of benefiting the enterprise. Another way of encouraging achievement is by supporting employees in completing their work. In order to complete the motivating aspect of achievements and responsibilities, recognition must be addressed. Indeed, recognition is a motivating factor that can be presented in the form of a round-eyed thank you or more formally an award in front of the entire company with reasons for such a gesture (Hopkins, 1995).Managers in Italy can also use the results of this paper in order to design jobs that will increase motivation and performance of employees. Focusing on the conclusion obtained from the Motivation Potential Score equation of Italians, it can be understood that jobs in Italy should be high in Task Significance as a priority, high in autonomy and feedback. Therefore, a motivating job in Italy should inc lude characteristics that show the significance of the job for others. Adding to this, employees should participate in important actions or events of the organization in order to feel that they count. This can be done through the participation in decision making, proposition of new ideas and state problems in the company. Anything, which shows how important the employees input, is for the company is a good way of grading high in Task Significance. Yet, Task Significance also includes impact employees have on the world outside the company. This can be done through the image of the organization within the society such as social responsibilities and good reputation. In other words, employees must sympathize that their quality of work and performance helps in enhancing the reputation of the company. A course of instruction in the name of the company could also be developed where employees can participate in helping the society such as a cleaning the beach day. Another important motiva tional characteristic that could be present within a job is autonomy which can be developed by increasing freedom of employees in three aspects of the jobWork Scheduling through flexible schedules and flexible times of break, survival of the fittest of part time jobs or shared jobs and even telecommunicating jobs when possible.Work Methodology, through the choice on how best to complete the job. Indeed, employees are those who perform that same job everyday, so they become specialized and very knowledgeable about it and this is why they are well placed to know the best way of conducting the task.Decision Making, concerning their part of the job. This can be through suggestion boxes or regular meetings where employees can share their concern or problems regarding their jobs and propose a plausible solution.The 3rd characteristic that should be included in the design of a job that will increase motivation is Feedback. Feedback can very simply be assured within a job. Programs such as annual or monthly evaluation of employee performance are a good way of developing feedback in a company. Yet, just list a number or a grade to an employee isnt enough. In addition, managers should explain why weak evaluations results were obtained and give advices on how to perform better.Since the results show that Lebanese are satisfied at work, the only recommendation that can be given is in the Job Design. As mentioned before, autonomy and feedback are important characteristics that should be present in jobs in Lebanon and to respect the Motivation Potential Score equation which therefore increases motivation. Here, Task Identity plays a very important role for motivating the Lebanese. To include Task Identity in their jobs, The Lebanese managers must ensure that employees can complete an entire subdivision of work with which they can identify with. An example of task identity is a factory of radios where each employee can put his name on the back of the piece they produced. T ask Identity is enhanced when employees feel responsible and are given responsibility for their work. It also increases the pride employees have for the work they perform. Of course, motivation can further be enhanced by including task significance characteristics which is graded as second in motivating Lebanese employees. referable to the limitations that this research can provide (lack of large number of responses in Lebanon, cultural tendency, anonymity, lack of commitment of companies), it would be interesting to re-proceed with this research with a big sample in Lebanon, which is crucial for the specificity of the results. This same research, comparing to other countries would also be very interesting. Finally, this research focusing on the service field is another interesting scope.