Motivating the Global Workforce

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Abstract

The focal point of this research is motivation of the global workforce. The research will focus on cultural differences that influence the motivation across the global workforce. The study will be based on the Hofstede Cultural Dimension Theory. The Study examines six countries that represent different cultural values: India, Australia, China, United States, Japan, and Mexico. It also analyses practices of motivation and the problem of bridging cultures in a global workplace. The reason for this study is to review available data that could be used by managers working with a diverse workforce and for the further studies of motivation of the global workforce.

OUTLINE

I.Introduction
Motivation of Cross-cultural Workforce – What – Why – How II.The Hofstede Cultural Dimension Theory
III.Motivation of Workforce in:
A.India
B.Australia
C.China
D.USA
E.Japan
F.Mexico
IV.Conclusion

Introduction
Motivation in a workplace plays a significant role across the cultures. Looking into different cultures, one may say that one culture works harder than the other. Because productivity can not be measured only by individual abilities to perform the task, but also will to act, motivation has been in the center of the discussion for promoting the effectiveness of an organization. In a cross-cultural perspective, motivation is defined under a set of vectors that sums up a behavior. These vectors are initiation, direction, persistence, intensity, or termination of a particular action This definition shows us a multi-dimensional part of cross-cultural motivation. This is also a prove that cross-cultural motivation can not be assessed based on a singular perspective. Variables that form multi-dimension meaning depend on environment, political system, social pattern, culture, and approach towards work (Cross-cultural Management Network, 2006). From the organization's standpoint, work motivation is defined as the result of interaction between individual traits and organizational characteristics. This definition teaches us that motivation is addressed as the will to act and produce results despite the different processes that influence action. In this definition, a person's individuality and the organizational environment play a great role in defining motivation (Cross-cultural Management Network, 2006). The Hofstede Cultural Dimensional Theory

This study will focus on the Hofstede Cultural Dimensional Theory to answer the question; what motivates employees of a global workforce? The framework that Hofstede proposed consists of five factors that show the difference across cultures. The factors that drive motivation are based on the values accepted by a specific culture. Values, though, express motivational goals. First factor is: power distance, which is the degree of inequality between people, hierarchy or a source of power within organization. Second factor compares individualism, where human being think and judge independently versus collectivism in which fundamental unit of an entire system is group. Third factor compares masculinity versus femininity. It signifies the behavior according to gender. Uncertainty avoidance factor indicates what level of structure people expect in each country. The fifth factor is long term versus short term orientation, which determines how one looks at the future, how much value does one give to quick and risky action or long but predicted action. India

In the last decade, India is one of the leaders of the flat-earth, a term from Friedman's book the The World is Flat (Friedman, 2005). India is the leading outsourced service provider, especially in the software industry and business process outsourcing with one million jobs expected to move to the Indian rim (Moskalyuk, 2005). Cross-cultural communication between the Indian workforce and American managers is a prime example of cross-cultural motivation and leadership. Karina Schomer (2001) stated that the difference in...
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