International Organizational Behavior-Cultural Differences in Job Satisfaction and Motivation
As the forces of globalization continue to reshape the international marketplace, understanding cross-cultural differences in job satisfaction and motivation has assumed new importance and relevance. To this end, this paper provides a comparison of the United States with two of its major trading partners, China and Canada, drawing on Geert Hofstede's five cultural dimensions. A comparison of the U.S. with these two countries using Hofstede's five cultural dimensions is followed by an analysis concerning how various job factors contribute to satisfaction in different cultures. Finally, a summary of the research and important findings concerning the implications of cross-cultural factors for international organizational behaviorists in promoting job satisfaction and motivation are presented in the conclusion.
Review and Discussion
While it is reasonable to suggest that the overwhelming majority of people in the world work to earn a living, making pay and benefits among the most important predictors of job satisfaction and motivation, it is also reasonable to suggest that there are other factors involved that differ from culture to culture. Clearly, these are important issues for multinational corporations that may have operations in dozens of different countries. At present, Canada and China are two of the largest trading partners with the United States (U.S. economy, 2015), and growing numbers of American corporations have established operations in these countries in recent years. Some indication of the level of congruence between the cultures in these three countries can be discerned from an application of Hofstede's five cultural dimensions as shown in Table 1 and depicted graphically in Figure 1 below.
Table 1
Comparison of Hofstede's cultural dimensions: U.S., Canada, and China
Country
Power Distance
Individualism
Masculinity
Uncertainty Avoidance
Long-Term Orientation
U.S.
40
91
62
46
26
Canada
39
80
52
48
36
China
80
20
66
30
87
Source: Hofstede (2015) at http://geert-hofstede.com/united-states.html
Figure 1. Comparison of Hofstede's cultural dimensions: U.S., Canada, and China
The significant differences between the U.S./Canada and China in this dimension suggest that employees in the former prefer opportunities to participate in the decision-making process, especially as it affects their jobs, while Chinese employees would expect (and prefer) higher-ranking managers making decisions on their behalf if they are autocratic and paternalistic in nature (Rau & Liu, 2013). Like their Western counterparts, though, Chinese employees are also motivated by timely developmental feedback from superiors, but developmental feedback in particular has been shown to have a significant positive effect on Chinese employees' intrinsic motivation compared to Western workers, also reflecting the significant differences in the PDI dimension (Guo & Liao, 2014).
Conclusion
While it is reasonable to conclude that any modern leadership style can be effective to some extent in any organizational setting if leaders are sufficiently charismatic, it is also reasonable to conclude that it is important to take the cross-cultural similarities and differences that exist between the U.S. and other countries into account when formulating strategies that are intended to motivate employees and improve their level of job satisfaction. The research was consistent in showing that Hofstede's five cultural dimensions provide a useful framework in which to analyze these differences in ways that can facilitate the process.
References
Guo, Y. & Liao, J. (2014, May 30). The mediating role of intrinsic motivation on the relationship between developmental feedback and employee job performance. Social Behavior and Personality: an international journal, 42(5), 731-733.
Rau, P-L & Liu, J. (2013, October). Fostering job satisfaction and motivation through power distance: A study of German expatriates' leadership in…
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