Compare motivational practices of companies in America and Japan
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Motivation is the inner force or impulse that drives, guides, or stimulates one to achieve organizational goals. It involves the social, biological, cognitive, and emotional forces that compel an action toward a given goal. For any organization to reach its goal, a motivated workforce is the most important resource. A motivated workforce adapts the company’s philosophy and increases efficiency, building a successful organization. While it is easy for management to know what to expect from employees who share a similar background and culture, a multicultural workforce requires more time and dedication since the different employees will require different management and motivational techniques. While rewards play a major role in motivating employees, it is vital for employers to first understand their employees and what actually motivates them. While some employees see money as the main motivator, others find rewards such as raise in compensation, Promotion, positive feedback, and recognition to be more motivating. Traditionally identified motivators in Western economies primarily include salary and prestige, often complemented by meaning, creation, challenge, ownership, and identity among others. According to Allen et al (2004), major motivators of American employees are empowerment of the employees, effective reward schemes, praise, and recognition of an individual's performance, promotion opportunities, training and development, flexible working time, and job rotation. On the other hand, Japanese employees are motivated by teamwork, team recognition of performance, training, and development, effective reward schemes, promotion opportunities, loyalty, and long-term position in the company (Allen et al, 2004).
This essay will compare and contrast motivational practices among Americans and Japanese companies.
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Compare Motivational practices in American and Japanese companies Case Study
Key Learning Outcomes
By the end of the case, students should be able to:
- Compare and contrast the motivational practices of companies in America and Japan
- Understand and discuss how companies can motivate employees from different cultures
- Understand employee motivation, what it is, and how it can be improved
1.0 INTRODUCTION
Boosted by globalization, today’s workplace is characterized by a multicultural workforce. This comes with complexity in employee management and motivation. Because of the different cultural backgrounds, locations, and historical environments of each country, the management ideology in different countries results in different effective motivation expectations for team members (Chen, 1999). Managing team members from different countries is a major challenge to management. When motivating subordinates, it is essential for managers to take into consideration their different backgrounds and management notion in their countries of origin. Whereas motivating Americans should focus on individual achievement, motivating Japanese should put more importance on the group.
As stipulated by (Chen 1999), American culture emphasizes individualism in that each individual has the right to seek personal welfare and achieve organizational goals his/ her own way. According to American Culture, each individual should discover their own potential and make full use of his own merits to make others happy. On the other hand, Japanese culture is group-oriented. It is a collective society that pays attention to the institution one belongs to and this is a motivational base for employees (Shen 1994). In Japanese culture, other than parents and some direct relatives, colleagues are to a certain degree considered more important than relatives (Liu and Zhao 2006). Japanese are motivated by things such as team meetings, group t-shirts, and social outings which all promote group solidarity. Besides, Japanese always want to feel that the group they belong to is prestigious which means that any efforts by management to boost the public profile of a company will motivate employees.
Due to their individualistic approach, American employees tend to put their self-interests ahead of the company’s. On the other hand, the Japanese put company interests before their individual needs. American employees are motivated by public praise. In the American culture, praise is believed to boost employees’ self-confidence and inspire them to work harder. In fact, employees who are praised tend to experience higher job satisfaction and are more likely to be retained.
Japanese employees on the other hand prefer not to be publicly praised as they believe that praising a member in from of his/ her teammates could cause a rift. They also prefer not to be given negative feedback in the presence of a group but on a one-on-one basis so as not to lose face. While Americans tend to be motivated by financial incentives, money alone is not enough to motivate Japanese employees.
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