The document discusses how Infosys Technologies creates an environment to retain talented employees in India through consistent learning opportunities, encouragement and recognition, and new impressive facilities. It also notes the importance Infosys places on employee satisfaction and different cultural factors that can motivate workers, such as a relationship with an employee's family. The campus in Mysore, India is used as an example of Infosys' efforts to keep skilled minds within the country.

1. India’s Talent Gets Loads of TLC
Infosys Technologies, Mysore Campus.
•Creating an atmosphere to
keep brilliant minds in India.
• Consistent learning and
improvement.
•Encouragement and
recognition
•New impressive facilities.

2. •Why does a relationship with an employee’s family make
a difference?
•What do they consider important in regard to employee
satisfaction?
•What motivates workers in different cultures?

3. Motivation – a psychological process through which
unsatisfied wants or needs lead to drives that are aimed at
goals or incentives.
Intrinsic – A determinant of motivation by which an
individual experiences fulfillment through carrying out an
activity and helping others.
•Can anyone think of an example of Intrinsic Motivation in
their own life?
Extrinsic – A determinant of motivation by which the
external environment and result of the activity are of
greater importance due to competition and compensation
or incentive plans.

4. Universal Assumption
All people are motivated to pursue
goals they value. However, culture
influences the specific content and
goals that are pursued.
Example:
American workers want money
Japanese employees want respect and
power.
How should MNCs approach motivating their
workers?

5. Assumption of Content and Process
Content theories of motivation – explain work motivation in
terms of what arouses, energizes, or initiates employee
behavior.
Process theories of motivation – Theories that explain work
motivation by how employee behavior is initiated, redirected
and halted.

6. The Hierarchy-of-Needs Theory
The Maslow Theory (page 396)
Basic Assumptions:
•Lower-level needs must be satisfied before higher level needs become
motivators.
•Need that is satisfied no longer serves as a motivator
•There are more ways to satisfy higher level needs than lower level needs.

7. Chinese Hierarchy of Needs.
1. Belonging (social)
2. Physiological
3. Safety
4. Self-actualization in the service of society
MNCs in China must consider this revised hierarchy and
determine how they can modify their compensation and
job-design programs to accommodate the requisite
motivational needs.

8. Herzberg Theory
Two factor theory of motivation – A theory that identifies two sets of
factors that influence job satisfaction: hygiene factors and motivators.
Motivators
In the two-factor motivation theory, job-content factors such as
achievement, recognition, responsibility, advancement, and the work
itself.
Hygiene factors
In the two –factor motivation theory, job-context variables such as
salary, interpersonal relations, technical supervision, working
conditions, and company policies and administration.
•If hygiene factors are not taken care of or are deficient, there will be
dissatisfaction.
•Only when motivators are present will there be satisfaction.

9. McDonald’s New Latin Flavor
Moral was too low for a sustainable work environment
NEW ATMOSPHERE:
•1st they modified the HR board to include one member from
each country. This provided efficient communication,
collaboration and coordination among the Latin American
countries
•McDonalds began a point reward system in which each store
was allotted a base number of points, depending on sales for
that store. Winners received prizes.
•Offered successful managers training in university classes.

10. Herzberg’s two-factor Theory of
Motivation

11. Relating Herzberg’s Theory
Internationally
 What’s he checking for?
 Do “motivators” contribute to job satisfaction, and do
“hygiene factors” contribute to dissatisfaction?
 2 categories of findings:
 Compare country to original research
 Compare country to country

12. Countries: Original Research
• Herzberg’s research is supported.
• Reports from New Zealand and Greece show motivators and hygiene factors
interact correctly.
 In Romania, professionals accept CEO positions based on recognition,
significance, and appreciation received – not on salary or working
conditions (meaning: these motivators are more important that
hygiene factors when considering job satisfaction)

13. Countries: Countries
 Many countries have the same job satisfaction ideals.
 Researched 4 counties including Singapore, which didn’t fit
the cultural mold as the other 3 researched, and all had
similar responses.
 Job satisfaction is measured
in the same way for most
countries, regardless of
cultural differences

14. Questions
 Is Herzberg’s theory universally acceptable, or does it
only pertain to Anglo countries?
 When could motivators be dissatisfying?
 When could hygiene factors be satisfying?

15. Another Study on Job Satisfaction
 Job-context factors – factors of your job that the
organization controls (hours, earnings, security,
benefits, promotions)
 Job-content factors – factors of your work environment
that you control internally (responsibility, achievement,
the actual work)
 Job-content is more important than Job-context to
improving job satisfaction.
 This supports Herzberg’s theory that the more personal
motivational factors are more satisfying
 How does this compare to Hofstede’s dimensions? (consider
uncertainty avoidance and masculinity)

16. Achievement Motivation Theory
 Achievement can measure satisfaction
 We feel the need to get ahead, succeed, reach our goals
 This need is learned – much like Maslow’s and
Herzberg’s theories
 Prominent in individualistic countries like USA
 Not in China, Russia, or Eastern Europe; don’t encourage
entrepreneurial spirit
 What are characteristics of achievement minded
individuals?

17. Characteristics of Achievement
Minded Individuals
 Take personal responsibility for problem solving
 Want to win – not by luck or chance
 Moderate risk takers – not high or low
 Like immediate feedback on their
performance – like in sales jobs
 loners, not team players
 (not good managers)

18. Shortcomings in the Achievement
Theory
 It’s measures achievement based on
Thematic Appreciation Test (TAT)
 Recent studies question the validity of this approach
 Many countries value group harmony and
cooperation
 Achievement theory does not cross all cultures where
individualism is not accepted or rewarded

19. Shortcomings of Achievement
Theory
 What does this imply for HR managers of MNCs?
 MNCs must modify business practices according to how cultures
measure success and satisfaction

20. 3 “Process Theories” Affecting International
HR
 Equity Theory – people’s motivation changes if they
feel they are being treated fairly
 Equity positively affects job performance
 When could equity be bad?
 Goal Setting Theory – how setting and achieving goals
impacts motivation
 Employees perform better when they help set their goals with
managers . (But… this varies across countries and cultures)
 Expectancy Theory – put in effort  performance 
specific outcomes  show the value of individual
 ]High performance leads to high rewards = satisfied
 Works best when employees can control their own environment

21. Motivation Applied
 Job design- the content of a job, the methods that are
used, and the way the job relates to other jobs in the
organization
 function of work to be done
 explain why same kind of work may have a different
impact on motivation of human resources in other parts
of the world

22. Impact of Culture
 Quality of work life (QWL)
 varies throughout world
 ex. assembly line
 directly relates to culture
 job designs reflect cultural values of country
 MNCs adjust to meet needs of host country’s culture

23. Sociotechnical Job Designs
 sociotechnical designs- job designs that blend
personnel and technology
 objective: integrate new technology into workplace
 ex. Volvo

24. Work Centrality
 work centrality- importance of work in
an individual’s life compared to other
areas of interest
 Japan has highest level
 value of work
 Japanese and Americans work hard
 decline in German work hours
 part of overall lifestyle
 karoshi-overwork or job burnout

25. Job Satisfaction
 Japanese less satisfied than Americans
 Americans have higher organizational
commitment than Japanese
 Japanese less satisfied after higher pay
 work is important in every society
 http://www.youtube.com/watch?v=Gps7
Dx8cN4Q

26. Reward Systems
 used to motivate personnel
 financial and nonfinancial
 differences in reward systems between countries
 ex. individual rewards

27. Incentives and Culture
 many cultures base compensation on group
membership or group effort
 stress equality not equity
 culture influences the types of incentives that are
important
 reasons for one form of motivation may not be obvious
 ex. Japanese holiday entitlements