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Abstract
Nowadays, more and more employees come from different countries and regions in international companies and how to effectively motivate these employees becomes a very important issue. This study combines a lot of existing research results with the actual business operation situations. For cross-cultural employees, elaborating on influencing factors and mechanism design of the motivation in detail from significance of work, hierarchy of needs, and dichotomy of internal and external factors as well as the reward and punishment mechanism. It finds that the most fitting motivation methods are different for employees under different cultural backgrounds and provides some references and suggestions for cross-cultural human resource management in international companies.
Highlights
Under the current international background, more and more enterprises begin to hire employees from different countries, which is more common in international enterprises
For cross-cultural employees, elaborating on influencing factors and mechanism design of the motivation in detail from significance of work, hierarchy of needs, and dichotomy of internal and external factors as well as the reward and punishment mechanism. It finds that the most fitting motivation methods are different for employees under different cultural backgrounds and provides some references and suggestions for cross-cultural human resource management in international companies
When we look at the needs and motivations of cross-cultural employees in the workplace, we must take these complex reasons into account, so that the designed incentive mechanism can play the expected role
Summary
Under the current international background, more and more enterprises begin to hire employees from different countries, which is more common in international enterprises. Hofstede believes that the measurement of a nation’s or organizational culture can be divided into five dimensions: individualism and collectivism, power distance, uncertainty avoidance, masculinity and femininity, long-term orientation and short-term orientation Applying this cultural difference theory to employees from different cultural backgrounds, we can draw some conjectures about the incentive: 1) High individualism means that employees are more likely to be motivated by opportunities for personal promotion and autonomy; collectivism (or low individualism) means that employees are more likely to be motivated by finishing collective goals and receiving collective support. We must understand their needs, goals, values and expectations when considering how to motivate employees from different cultures No matter what their nationality or cultural background is, they always hope that their needs can be satisfied [2]. Pan we will analyze the cross-cultural employee incentive from four aspects: significance of work, hierarchy of needs, and dichotomy of internal and external factors as well as the reward and punishment mechanism
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