Differences in Employee Motivation Techniques Followed by Different Cultures Around the World - Research Paper Example

An investigation into differences in employee motivation techniques followed by different cultures around the world, focusing mainly on Dubai Research Proposal Table of Contents Introduction 3 Background 4 Research Aim 5 Research Objective 5 Research Questions 6 Rationale of the Study 6 Problem Statement 7 Literature Review 7 National and Organisational Culture 7 Power Distance 8 Uncertainty Avoidance 8 Individualism and Collectivism 9 Masculinity and Femininity 9 Motivational Theories 9 Motivational Practices in Dubai and Western Countries 10 Research Methodology 11 Research Philosophy 11 Research Approach 11 Research Design 11 Research Strategy 12 Research Methods 12 Sampling Method 12 Data Collection 12 Research Ethics 13 Time Scale 13 Reference List 14 Introduction Culture refers to the ‘system of dynamic values, expectations and associated practices’ (Greenfield, 2009) that helps individuals to organise their daily routine life. It also helps them to mediate the thoughts that arise in their mind and organise their actions. Their expectations, values and practices are acquired in a social context and subsequently those values are transmitted across generations, while being modified over the years within the culture. These modifications are possible only after interaction with other cultures. According to Strauss and Quinn (1997), culture is not strictly bounded; there is an overlap of different expectations, values and practices. The cultures of different countries are significant for organisations if they want to expand internationally. The managers, who are working in different countries because of expansion or international business deals, may find it difficult to cope with the cultural diversity existing in the contemporary workplace. Moreover, employees and managers bring with them new beliefs and values to the workplace. This does not make for clear communication between employees (Buchanan, 2010). Thus, the difference in cultures has the ability to affect employee motivation in an organisation. According to Ghafoor (2011), employee motivation is defined as the most significant concept in human resource management and organisational behaviour because it increases organisational effectiveness; it is also known as a predictor of job satisfaction (Mitchell et al., 2001; Lord, 2002; Oluseyi and Ayo, 2009; Khan, Farooq and Ullah, 2010; Mitchell, et al, 2001). Nevertheless, there is a difference in employee motivational techniques that are adopted by different countries across the globe. The employee motivational techniques effective in one country may become ineffective in other countries (Manolopoulos, 2007). This research proposal focuses on the different employee motivation practices that are adopted by different countries with distinct cultures. There are many studies pertaining to Western culture and employee motivation; however, very few are available with regard to Middle East culture and employee motivation. This research lays an emphasis on employee motivational practices adopted in Dubai, and these are compared with the techniques followed in the west. Background Decenzo (2001) states that there are different employee motivational factors that is significant for the success of an organisation. However, the motivational techniques vary according to culture and country. In this context, several management researchers have ascertained that culture is homogeneous way of evaluating ideas of an individual or a group. According to Deresky (2003), it includes shared values, assumptions, goals and understanding, which are passed from one generation to another. Likewise, organisations across the globe have adopted different work cultures, which play an important role in motivating employees (Deresky, 2003). According to a survey conducted by Bayt.com (2013), employees in the Middle East are highly motivated in their workplace because of the satisfying work culture in the organisations. They are motivated by the opportunities that they get from the organisation in the form of rewards and recognition. In spite of high motivational factors, however, employees in the UAE are not happy with the work pressure (Maceda, 2008) although it is less than that in Western countries. The term “West” refers to the countries such as America, the UK, Canada and the European Union. The culture prevalent in this region is quite different from that in Middle East countries such as Dubai, etc. People in Western countries are individualistic and egoistic in nature and recognition by society is very significant for them. In these countries, the employee is motivated by ‘employee of the month’ schemes (Access Intelligence, 2013). rewards and appreciation increase the productivity of employees to a great extent (Access Intelligence, 2013; Casserly, 2013). On the other hand, in a few Western countries, the work culture is defined by a lump sum amount of financial incentives. This acts as motivation for employees, helps management to gain the trust of employees and reduces turnover rates. Management communicates with employees on a regular basis to obtain feedback on their performance; the incentives are provided based on their performance review. Companies also allow their employees to play an autonomous role in the workplace, providing an opportunity to participate in planning and decision-making processes. This is a way of motivating employees to do their work (Nohria, Groysberg and Lee, 2008; Charchard, 2013). Research Aim The main aim of this research is to establish the contrast in employee motivational practices that are adopted by Western countries and Dubai. Although there are limited studies pertaining to employee motivational practices in Dubai, the research will try to give a brief description regarding the practices and compare them with those in Western countries. Hence, the key motive of the research is to elucidate the difference between employee motivational practices that are adopted by different countries or cultures. Research Objective In order to attain the main goal of the research, the following research objectives are formulated: 1) To elucidate the relationship between national and organisational cultures affecting employee motivation. 2) To highlight the employee motivation techniques used in Dubai or Middle Eastern countries. 3) To highlight the practices adopted by Western countries. 4) Compare the two practices adopted in both regions and evaluate them accordingly. Research Questions After considering the research aim and objectives, the following research questions are formulated: 1) What is the relationship between national and organisational cultures affecting employee motivation? 2) What are the major differences between the employee motivational practices that are adopted in Middle Eastern and Western countries? Rationale of the Study The rationale of the study is to highlight the differences between employee motivational practices employed in Western and Middle East countries. Employee motivation has gained importance because the productivity of an organisation is dependent on it. According to Erez and Den (2001), motivational techniques have changed over the years as organisations have expanded globally and shifted from a traditional to a decentralised structure. Problem Statement The problem statement is a short description of the issues that need to be solved within the research (Hakim, 2007). The main issue in conducting this research is that there are limited online resources or scholarly articles on employee motivation practices adopted in Dubai. However, this problem is solved after an extensive search for resources and collection of data pertaining to employee motivation in Middle East countries and compares them same with the Western countries. Literature Review National and Organisational Culture Tayeb (1998) has stated that culture varies countrywide in the degree to which it can maintain attitudes and values. Thus, national culture plays a significant role in identifying the characteristic environment of a country. According to Markus and Kitayama (1991), cultural beliefs and norms have the potential to shape people’s perceptions and shape their behaviour. It is worth mentioning that global organisations are not defined by national boundaries; instead, the international dimension of people’s behaviour in an organisation is divided into theoretical, conceptual and practical boundaries. This has provided a wider view of the concept and has individuals to understand the cultural difference existing around the globe. The relationship between employee motivation and national culture is described by a few authors. Kelly, Whatley and Worhley (1990) have conducted a survey of three Western countries (Philippines, Mexico and United States) and three Asian countries (Korea, Japan and Taiwan). Michael (1997) focused on the cultural differences that influenced the behaviours of managers and efforts to import Western culture without considering the culture of the host country; the attempts failed to give positive results. In this context, it is very important to understand the different dimensions of culture and their effects on employees associated with international business. Hofstede has defined culture as collective programming of the mind, which differentiates the members of one category from others. He has developed a 4-D model of culture, which is effective enough to measure and describe cultural values. Power Distance Power distance assesses whether employees accept the power of their superiors and the degree to which their opinions are considered by employees; power is unstable and flexible in nature. In countries where there is a high power distance culture, the subordinates accept responsibility for something that goes wrong. The subordinates also receive proper guidance from their bosses. By contrast, in low power distance cultures, the blame is shared by subordinates and superiors. Uncertainty Avoidance In high uncertainty avoidance country, the employees have a tendency to avoid ambiguity and uncertainty. Such countries are also characterised by high levels of stress and anxiety. There is a strong desire for planning, rituals, written rules and ceremonies, which have the ability to add structure to the lives of the employees. Individualism and Collectivism In a country with a highly individualistic culture, employees give emphasis to their personal interest rather than that of groups. Moreover, as individuals they believe in personal autonomy and desire to be independent. In collectivist nations, the reverse conditions are observed. In such circumstances, individuals adopt the interests of the groups to which they belong. They do not want to be independent; rather, they want to work in teams. Masculinity and Femininity The organisations that, which follow a masculine culture are ambitious in nature and have a high desire to achieve success. The organisations that follow feminine culture show sympathy for those who are in trouble. Motivational Theories Herzberg, Mausner and Snyderman (1959) have pointed out that managers can employ motivational factors to encourage employees and provide satisfaction in their work so that the productivity of the organisation increases. Managers should also concentrate on eliminating those factors that can maximise job dissatisfaction, such as hygiene issues. Hence, it is important to understand that if employees think that hygiene has dropped below a certain level, then job dissatisfaction arises. Herzberg (1966) states that the factors linked with job satisfaction or motivation take into account tasks, recognition and rewards, promotion, physical working environment, bonuses and incentives, and work facilities. Hygiene issues include administration and policies, the employee-supervisor relationship, working conditions, salary, security, status and relationships with subordinates (Herzberg, 1966; Baumeister and Vohs, 2007). Motivational Practices in Dubai and Western Countries Dubai is regarded as the most populated city in the UAE (Latham and Watkins, 2011). Employee satisfaction is relatively low in Dubai in comparison with other nations across the globe. Around 73% of employees are not happy with their type of work in the UAE (Latham and Watkins, 2011). However, according to a survey conducted by Maceda (2008), about 65% of employees in the UAE feel highly motivated to do their work and 56% are committed to the organisation they work for. Despite the high level of motivation, however, only 27% of employees are satisfied doing their job (Maceda, 2008). Maceda’s study reveals the main reason behind this dissatisfaction: employees did not get the salary they were promised by the employers at the time of recruitment; they were also deprived of increments after specified period of time, despite good performance. The majority of respondents in the survey conducted by Bayt.com (2013) indicated that a good work- life balance is important to motivating an employee. Other motivational factors include recognition and achievement, career development and personal contentment. Employees in the UAE feel that internal communication within a business is important and thus the level of communication within the organisation is recorded as high (Bayt.com, 2013). Hence, it can be stated that in spite of high motivational factors, employees are not satisfied with their job mainly because they are deprived of recognition. In Western countries, particularly the UK, thousands of employees were demoralised during the recession period because they lost their jobs (Peacock, 2011). Nevertheless, when conditions improved, companies concentrated on improving job satisfaction levels of employees by undertaking motivational practices. A survey conducted by Roger (2012) revealed that about 22% of employees in the UK are satisfied with their work. Nonetheless, a study conducted by Robert Half (2014) revealed that employees feel de-motivated about their work for a number of reasons. According to the study, about 27% of employees are unhappy with the salary structure and 15% lacked career advancement (Robert Half, 2014). Research Methodology Research methodologies assist a researcher in selecting the appropriate scientific approach to carry out research. In this particular research, the researcher aims at obtaining both primary and secondary data to accomplish the research objectives successfully. Research Philosophy Research philosophy is significant in any study for developing knowledge. There are three types of research philosophy: interpretivism, positivism and realism. In this research, interpretivism is the focus because the research depends on employees’ psychological aspects. Research Approach In this particular research, a deductive approach is employed; it starts with a specific objective and analyses different theories that are linked with the subject. Research Design The researcher aims to use a descriptive design in order to assess the primary and secondary data that are obtained from different sources (Hakim, 2007). Research Strategy The researcher will use both primary and secondary data in order to achieve the specific objective of the research. The primary data is collected from an online survey and one-to-one interviews. For the secondary data, the researcher will access data provided in the University library, such as that found on Emerald and EBSCO. Research Methods Both qualitative and quantitative data are used to for answer the research questions. The analysis is carried out with the help of MS Excel, where graphs are drawn (Morgan, 2007). Sampling Method Simple random sampling is used in this research because the respondents are chosen from the population at random (Huxham and Vangen, 2008). The respondents for face-to-face interview chosen from a large population in the UK, whereas the questionnaire prepared for the survey is uploaded onto Survey Monkey so that maximum number of respondents can answer the questions. Data Collection The primary data is collected from the survey analysis, which is conducted with the help of a questionnaire distributed among the population in the UK and uploaded onto Survey Monkey; the secondary data is obtained from scholarly articles that are available in the University library. Research Ethics During the collection of primary data, research ethics will be taken into account. The research will not only conceal the identity of the individuals who participate in the survey but also not force them to answer any questions. Time Scale To conduct the research, the researcher will take three months. In the first month, the research topic is selected; after that, the research aim and objectives are described, followed by the steps that will be required to finish the project. In the second month, the literature review is prepared, based on articles that are available in the University library. In the third month, the data for secondary and primary research is collected and analysed in order to achieve the research objectives. Reference List Access Intelligence, LLC. 2013. Motivating employees on a global scale: Author Bob Nelson. [online] Available at: < http://www.chiefmarketer.com/motivating-employees-on-a-global-scale-author-bob-nelson/ > [Accessed 17 December 2014]. Baumeister, R. F. and Vohs, L. D. 2007. Self-regulation, ego depletion, and motivation. 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