Rewards and cultural diversity
Today, in the context of globalization, companies continue intensively to collaborate with different countries. In this case, one of the main tasks of the organizations is to learn how to motivate, encourage and reward the people belonging to different national cultures. The key to success is to understand the cultural characteristics and business practices adopted in other countries. Due to such actions, the companies can significantly improve their productivity and internal loyalty.
Hofstede’s theory is used as a background for the present research. The cultural dimension “Masculinity vs. femininity” yields the following results. In masculine culture the result of work and real contribution to it is more appreciated and awarded. Here rewards and recognition are the primary motivational factors. The examples of masculine cultures are Japan, Germany, Venezuela, Switzerland, Mexico, Great Britain, and others. For instance, reward programs are common in the U.S and represent a significant contribution to employees` compensation. A recent survey demonstrated that 78% of U.S. companies use rewards to motivate their employees .
The countries of feminine cultures prefer social benefits, work-life balance, and job security. The award for work occurs more in the principle of equality. Feminine cultures are Russia, Scandinavian countries, Chile, Portugal and others. For instance, more than elsewhere in the world, Scandinavian leaders are cautious about recognition programs that are practicing in masculine cultures. But Scandinavian workers need recognition as much as their colleagues in other regions. In a recent MBA study of Nordic IT workers at Sesca, Sony Ericsson, and Conagri, researchers found that the majority of respondents would appreciate feedback from their employers and that individualized rewards and recognitions motivate an employee more than general ones .
To conclude, it is important that leaders of international teams reflect the need to motivate employees from different cultures through different reward and recognition schemes. Most employees need to feel valued and an effective international people manager takes the time to understand how best to do to achieve this .
Supervisor – Prof.Dr. Liudmila Minaeva, Professor
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