China invests in intrinsic employee motivation while the united states explore extrinsic employee motivation. As such, Chinese are majorly found enjoying the society service internally while Americans celebrate their success individually. The meritocracy nature of American success allows different individuals to shine, creating a room for competition between workers. On the other hand, the Chinese do not celebrate success because it belongs to the company hiring them or the team where one belongs. Therefore, motivating an employee in America requires creating a competitive environment. At the same time, in China, one needs to develop a sense of belonging with the company or a team.
Having understood the job attributes and preferences across the two countries, an American setting up a firm in China must learn the desires of local employees. For instance, an American manager must understand Chinese communism and take advantage of it in ways that allow employees to be more productive. To facilitate these gains, one could consider teamwork and categorizing employees into different groups (Jiang et al., 2018). In the worker’s teams, the manager could consider designing a hierarchy of command, allowing the junior staff to acquire the sense of being promoted in the management structure.
A firm setting branch in China also needs to understand that the Chinese value and celebrate the elderly. Therefore, one must set up workplaces that allow Chinese employees to interact with the elderly regularly. Remarkably, one must understand that the Chinese like it when an employer seems to understand the situation and respect their traditions (Chan & Ma, 2022). However, these capabilities must fulfill the Chinese desire to know since they like proving a point regardless of its effect on others. One must always know that the Chinese desire recognition of their social concepts and work towards introducing such ideas in the workplace.
Direct conversations are significant incentives one should establish to motivate Chinese employees. A firm setting up plants in this country should consider an organizational culture that allows members to think before speaking. Moreover, one should cultivate employee comfort where Chinese employees feel respected so that the workplace tone is not rude to them (Kim et al., 2018). The communication must establish an environment where workers can live with the elderly in the community. Allowing interactions with the elderly makes it easier to resolve social issues and enjoy the overall working environment.
While establishing an American firm in China, one should create an environment that makes deeper friendships between employees. For instance, one would allow the employees to know one another to satisfy their deep desires to know who they can give a favor. It is worth noting that one could prevent using social media devices at the workplace and have the servants quarters condensed to recreate the Chinese experiences in urban areas (Chan & Ma, 2022). Most importantly, the firm should accept it when employees are slow to decide before forming a team with whom they can implement organization-based changes.
In addition to all the other incentives, one should invest in the future, given that the Chinese share an excellent value for education. Providing employees with learning and growth opportunities can effectively motivate them for productivity (Chan & Ma, 2022). Therefore, the American firm should create clear career paths and top the Chinese motivation factors by developing new roles continuously. Such actions would trigger a sense of self-drive and keep employees out of unnecessary confrontations while downplaying their achievements.
References
Chan, Y. K., & Ma, H. (2022). Need satisfaction management strategies: Motivating designers in mainland China. Journal of Design, Business & Society, 8(1), 111-133. Web.
Jiang, J., Gao, A., & Yang, B. (2018). Employees’ critical thinking, leaders’ inspirational motivation, and voice behavior: The mediating role of voice efficacy.Journal of Personnel Psychology, 17(1), 33. Web.
Kim, M., Beehr, T. A., & Prewett, M. S. (2018). Employee responses to empowering leadership: A meta-analysis.Journal of Leadership & Organizational Studies, 25(3), 257-276. Web.