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Buy Now. Summary of International Dimensions of Organizational Behavior From publisher: Unlike many other books in the field that simply compare managers working at home in their various cultures, this book describes the approaches of successful managers in interacting with people from a wide range of cultures, including Asia, Africa, Eastern and Western Europe, the Middle East and more.
The basic assumption of this theory is that three important factors motivate people-the needs for achievement, power and affiliation. McClelland assigned a specific code to each of the three needs as stated below. It assumes that people pursue success and their behavior is directed towards competition with standards of excellence.
If organizations and managers can analyze the cultural dimensions of an employee, then they will be able to design motivating incentives that align with these dimensions.
Let us take the cultural dimensions of Arabs as identified by Hofstede, for instance. Arabs had a high score on power distance, masculinity and uncertainty avoidance and a low score on individualism compared to Americans. According to Adams, the relative rather than the absolute level of outcomes a person receives and the inputs contributed determines motivation. Valencia, The theory believes that people value fair treatment, which causes them to be motivated.
If people feel that inputs are fairly and adequately rewarded by outputs then people are happy at work and motivated to continue inputting at the same level. Contrary to this, if inputs out-weigh the outputs then people become demotivated in relation to the job. He stated that effort, performance, and motivation is linked to a person's overall motivation. Anonymous, Vroom expectation theory, The theory postulates that employees will be motivated when they believe that high levels of effort input will lead to high performance which in-turn will lead to the attainment of a desired outcome.
High motivation results when the levels of expectancy, instrumentality and valence are all equally high. Low motivation will result if any one of the factors is low. Hence, the onus is on the managers to ensure that all 3 factors remain high so that employees can be kept highly motivated. There are several other theories, which the author has not elaborated here, such as, Clayton P. The author believes that the various research studies being conducted on employee motivation has had a major impact on the thought process within organizations, and helped them to practically address a highly complicated aspect of any organizations human psychology i.
As one may be aware, the GCC region comprising of Bahrain, Qatar, Kuwait, United Arab Emirates, Oman and Saudi Arabia are dominated by expat culture given that the majority of the workforce is comprise of individuals from varied countries and cultures.
The gulf region is an attractive destination for expatriate workforce. Presently the ratio of national and expatriates in the gulf is heavily in favour of the latter. In the meantime, the expat workforce, although being the major contributors to the development of these countries, are being subjected to discrimination in several ways.
This affects the level of motivation of the expat work force. There is very little empirical research into the key motivational drivers of expat workers in the Gulf and other Middle East countries. Bayt, As one can see from the above graph, only a minor group of people considered pay as their key motivating factor to work. Similar findings were also reported by a study conducted by the American Psychological Association demonstrated that people desired more from their work place than just monetary rewards.
Anonymous, Scott-Jackson also commented that the finding sends an important message to GCC based companies that are seeking to increase employee engagement and organizational effectiveness. He also stressed that GCC business leaders should work to develop individual positivism among national employees. Anonymous, Conclusion Numerous research articles on leadership, organizational behavior and motivation on cultural diversity management are available; however, there are very few publications based on empirical research that discuss these issues in the context of Gulf region.
Managers in the Gulf region find it difficult to deal with such vast culture diversity in the workplace especially when both managers and employees bring their respective values and beliefs to a workplace. In order to develop a motivated cross culturally represented workforce, having a good understanding of just basic motivation factors such as monetary rewards is not enough.
It is well known factor that culture has a profound impact on human belief and behavior. Each cultural dimension is followed by interviews of renowned organizational leaders who relate their experiences in that area and each section underscores strategies for moving forward. The authors highlight critical lessons from classic behavioral psychology experiments and apply these findings to the international organizational context.
This book serves as an eminently readable and enlightening handbook for those working, leading or studying interculturally. Both students and professionals in international leadership or business will be provided with clear and actionable organizational insights for an increasingly complex global landscape. This textbook, now in its third edition, provides its readers with the knowledge required to succeed as managers under these circumstances.
In this book, John Wagner and John Hollenbeck make the key connection between theory and practice to help students excel as managers charged with the task of securing competitive advantage. Online resources, including PowerPoint slides and test banks, round out this essential resource for instructors and students of organizational behavior.
International Organizational Behavior. Author : Dean B. McFarlin,Paul D. International Organizational Behavior 2 e. International Perspectives on Organizational Behavior. Fundamentals of International Organizational Behavior. International Dimensions of Organizational Behavior. Author : Nancy J. Organizational Behavior. Author : Christopher P. Neck,Jeffery D.
Houghton,Emma L.
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