Motivation in
International Business
Presented by:
Rajneet Kaur
02519103909
MOTIVATION
Defined as “those forces that cause individuals to
behave in particular ways.”
It encompasses all those pressures and influences that
trigger , channel and sustain human behavior.
What motivates an individual or work group may or may
not motivate any other individual or work group.
The Centrality Of Motivation
V. Vroom proposed that performance on the job is
determined by the following relationship ;
P = f ( M, A, E)
where : P = Performance
M = Motivation
A = Ability
E = Environment
Framework for motivation
APPROACHES
THE SCIENTIFIC MANAGEMENT APPROACH
Holds that workers are economically motivated .
failed when management practices resulted in reduced
pay incentives and layoffs .
• THE HUMAN RELATIONS APPROACH
postulated that people are motivated by their social
environment as well , apart from money .
THEORY X versus THEORY Y
• THEORY X – ASSUMPTIONS
An average employee dislikes work and tries to avoid it
need to be coerced , controlled , directed , sometimes
threatened to put forth adequate effort .
• THEORY Y – ASSUMPTIONS
For an average person , work is natural as play or rest .
need not to be coerced , controlled , directed or
threatened for work
THE CONTENT THEORY OF
MOTIVATION
THE MASLOW’S APPROACH
physiological needs . Ex- basic salary , air etc.
safety needs . Ex – job security , fringe benefits.
social needs . Ex –relationship with co- workers.
esteem needs . Ex – status , recognition.
Self actualization needs . Ex –personal growth , self
respect.
RESEARCH RESULTS
In USA , Canada , Great Britain and India – Maslow’s
hierarchy fits the culture.
In Mexico , Greece , Italy , Austria etc – safety and
security needs are the strongest needs because of
uncertainty avoidance.
In Netherlands , Sweden , Norway , Denmark etc – social
needs dominate because of strong concerns for the
quality of life.
Research results contd.
Another survey found this order of needs in various
nations-;
United states and Japan- self-actualization , esteem ,
safety , physiological and social needs.
France – Self actualization , esteem , physiological ,
safety , social.
India – Physiological , self actualization , esteem , social
, safety.
Germany – self actualization , physiological , esteem ,
social , safety.
The Mc Clelland Theory
David Mc Clelland used Themantic Apperception Test
( TAT ).
His studies led to identification of 3 acquired needs ,
namely;
The Need for achievement
The need for power
The need for affiliation
The Process Theory Of Motivation
EQUITY THEORY
Based on notion that people want to be treated equally
EQUITY – Belief that one is being treated fairly in
relation to other.
INEQUITY – Belief that one is being treated unfairly in
relation to other.
Equity Theory contd..
Worker considers a ratio of SELF INPUTS ( SI ) to SELF
OUTCOMES ( SO ).
At the same time , he/she evaluates another worker on
the basis of OTHER’S INPUTS ( OI ) and OTHER’S
OUTCOMES (OO)
The worker then compares SI/SO with OI/OO and
perceives either equity or inequity.
Those perceiving equity are motivated to maintain it.
Those perceiving inequity are motivated to reduce or
eliminate it.
Goal Setting Theory
Cognitive approach
It contends that workers are conscious ( cognitive ) creatures
who strive to achieve goals.
This theory holds that worker’s motivation is influenced by
various factors:
1)workers are motivated to achieve specific goals than vague ,
general goals.
2)workers commit fully to difficult goals rather than easy ones.
3) workers motivation is decreased when performance feedback is
with held.
Applications Of Motivation Theory
Reinforcement Theory
Reinforcement refers to anything that causes a
targeted behavior to be either repeated or inhibited
This theory is a motivational approach that attempts to
explain the role of rewards in the motivation process.
Positive reinforcement
Punishment
Behavior modification
REWARD SYSTEM
Defined as those methods by which the employing
organizations defines , evaluates , rewards employee
performance.
Effective reward system should incorporate motivational
principles.
Should have certain essential characteristics:
Meet the worker’s need for basic necessities.
Rewards must compare favorably with rewards offered
by other relevant employers.
Must be distributed in equitable manner.
Guidelines For Effective
Motivation Programmes
Managers should know workers have different abilities
and motives.
Job reward should be tied to performance , not to
seniority or other non merit- based factor.
Job should be designed in such a way as to provide
challenge and variety.
Managers should be certain that subordinates clearly
understand what is expected of them.
Managers should try to stay close to their subordinates
and correct the problems as they arise.
THANK YOU