Motivational factors affect employees differently, even if they belong to the same culture as they have individual characteristics. However, the risks associated with motivation increase significantly, if workers belong to different cultures, especially if they are at opposite ends of the individualistic-collective continuum. Therefore, this paper aims to determine the risks of using motivation factors in an individualistic and collective organizational culture.
I suppose that the main risks of using motivational factors may arise if representatives of different organizational cultures work in my company. If employees belong to different but similar cultures, for example, Americans, British and French, risks also exist, but they relate more to the organization of work than to motivation, since employees have approximately the same ideals and desires. However, if Americans and Japanese employees must cooperate in the same company, then the application of the same motivational factors is complicated because of their different attitudes to values.
Such a factor as praise from the leader can be equally useful for both the individualistic culture of the Americans and for the collective perception of the Japanese. However, in this case, the representatives of the first group want the recognition of their own contribution. The employees of the second group need praise for collective work, but individual compliments can be inconvenient for them. This aspect is related to the fact that in Japanese culture, workers see themselves as a part of the whole, whether it is a family, a team, or a nation, and the concept of individuality fades into the background (Kececi, 2017). This factor leads to greater shyness and timidity of a person (Kececi, 2017). For this reason, even if the team successfully cooperates with the Americans and the Japanese, leaders need to use different approaches to praise.
Collective and individualistic cultures also pose a risk in the application of the annual prize. Americans who have an individualistic approach to work are likely to be interested in competition and the struggle for an award within their department. However, collectivists show great success if they compete with a person outside the group or another group but not among themselves. Therefore, I have to determine the most suitable version of the competition that would suit both the American and the Japanese. Perhaps the most appropriate option would be competition between groups. It can reduce the motivation of individualists but at least avoid conflicts within departments.
A flexible schedule and involvement of employees in the decision-making process may also be inappropriate for an international company. In a collective culture, employees more clearly keep the hierarchy in relationships as well as conservatism, so they may prefer a standard work schedule and non-interference in the work of management (Kececi, 2017). This approach may cause a shift in decision-making in favor of American workers and the inability of teams to work. However, this risk can be resolved by offering all employees a flexible or stable schedule and the ability to participate. The main factors in this matter are the convenience of working conditions for all employees. For performing common tasks, coworkers can set internal deadlines in a team to be sure that all members complete their parts timely. Thus, such factors as trust and convenience can be useful for all employees if they are implemented in different ways.
At the same time, such motivational aspects as an extended package of benefits and monthly rewards do not cause risks in an international company. A package of benefits is a necessity and pleasant bonus for representatives of any culture as it gives employees social guarantees. The only nuance is the determination of the most necessary options that will be included in this package. Monthly bonuses are a positive incentive for both improving performance and enhancing interaction because they do not require competition. The Japanese will improve their individual performance, trying to benefit the team, and the Americans will be interested in teamwork to enhance individual performance. Consequently, all employees will increase productivity and receive bonuses. Thus, an extended package of benefits and monthly rewards are the most beneficial measures for an international company.
In conclusion, the risks associated with employees belonging to different organizational cultures are multiple and diverse. However, all the motivational factors of the program can be applicable to an international company, if leaders understand the employees’ values. The most suitable factors are monthly bonuses and an extended package of benefits as they do not cause risks. The praise of the leader, a flexible schedule, and participation in the decision-making process should also be applied, but by taking into account the characteristics of the workers. The riskiest is the annual prize, since it may not affect one organizational culture or cause conflicts in international teams. Nevertheless, one of the competition options can still be applied. It is also worth noting that such risks are described for individualists and collectivists, and most of them will not be relevant for workers of the same organizational culture, although difficulties may arise due to the national characteristics.
Reference
Kececi, M. (2017). The impact of individualism and collectivism on the relationship between leadership styles and organizational citizenship behaviour. Pressacademia, 4(4), 469–484.