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Motivation and organizational Culture

Motivationand organizational Culture

Motivationand organizational Culture

Managinga diverse workforce is one of the key challenges that the managementteams of the organizations are facing. Although diversity may becharacterized by many factors (such as differences in beliefs,values, age, and attitude), cultural diversity challenges associatedwith the management of cultural diversity are more common (Morgan,2014). This is because globalization has provided an opportunity foremployees to migrate and work in different parts of the world. Thisimplies that the management should avoid the use of broad assumptionsto motivate their workforce. This means that the management shoulddetermine the factors that make each member of the workforce uniqueand focus on building their strengths. The present study will addressthe issue of motivating a culturally diverse workforce with anexample of Ayame Nakamura, who is a Japanese immigrant working inCalifornia. Ayame’s employer company applies the confrontationalmanagement style, which prevents her from receiving feedback, thusaffecting her motivating.

Roleof management in workplace psychology

Themanagement can maintain a positive workplace psychology in threeways. First, the management should ensure that employees’expectations are clearly stated. This is because employees’ basichealth starts by knowing what the organization expects from them(Permuth-Levine, 2012). For example, the pharmaceutical company canreduce Ayame’s efforts in trying to figure out her basic tasks andduties by stating what she is expected to do clearly. Secondly, themanagement should ensure that the workplace environment is flexibleto allow individuals with different cultural backgrounds adjust andfit in the organization’s culture. A flexible workplace environmentwill reduce Ayame’s pressure and demand to familiarize with themanagement style and focus on work responsibilities. Third, themanagement has a role to play in fostering employee growth. Thismeans that organizational management should provide employees withopportunities to expand their knowledge and skills, which willincrease their productivity (Permuth-Levine, 2012). In addition, theincrease in work-related knowledge and skills reduces the employees’struggles to accomplish their duties and this enhances theirwell-being at the workplace.

Effectof Ayame’s cultural background on the way she receives feedback

Thecultural background of Ayame is the major cause of her failure toreceive feedback in an organization that is founded on the westernculture. Ayame, who is Japanese, might have been familiar with theJapanese management style that draws a lot from the Japanese culture.For example, the culture of Japan emphasizes on collectiveresponsibility while the western culture is individualistic (Victor,2011). This means that the Japanese managers emphasize on grouprather than individual performance. Consequently Ayame, who is aproject manager, might face difficulty in receiving feedback fromindividual subordinates and top managers with the western culturalbackground. In addition, the Japanese management style emphasizes onthe need to address social needs of employees in addition to theirjob performance. In this case, Ayame would find it difficult tointroduce social affairs of the subordinates in the workplace that isdominated by employees who are used to a management style that onlytakes account of their work-related issues. Therefore, the culturaldifferences between Ayame, her senior managers, and junior members ofstaff reduce the chances for her to receive feedback in a manner thatshe should expect.

Themanagement of the pharmaceutical company should be aware of the factthat employees come into organizations with different expectations,needs, personalities, and interests (Robbins, DeCenzo &amp Coulter,2011). This means that there is a need for the management to usedifferent motivational techniques in order to inspire the diverseworkforce. There are three ways in which the management cansuccessfully motivate Ayame and enhance her performance in spite ofher cultural difference. First, making Ayame feel part of a team willhelp the management take advantage of her group orientation. Kopp(2011) identified that the Japanese employees are motivated byorganizations that structure tasks as team projects and acknowledgeteams for their accomplishments.

Secondly,the management should recognize Ayame privately instead ofrecognizing her performance publicly. This is because the Japaneseculture emphasizes on the use of little positive feedback, whichshould be given in one on one way (Kopp, 2011). However, therecognition for any job well done should be sincere and beaccompanied by personalized coaching in areas that she needsimprovement. This is a way of showing the management have an interestin her development. A private recognition and support for personaldevelopment will motivate Ayame and help her in coping with culturaldiversity in the workplace.

Third,listening and paying attention to the Japanese employees has a highmotivational value compared to the western culture where employeesare mainly motivated by financial compensation (Kopp, 2011). Thismeans that the Japanese subordinates are motivated by hands-onmanagers who are involved in their work. Ayame might find theconfrontational and delegation styles applied by non-Japanesemanagers lonely and alienating. The management should learn about theconcerns of Ayame and identify sources of dissatisfaction, which willmotivate her by making her feel that the management appreciates hercontribution towards the achievement of organizational goals.

Inconclusion, the management style adopted by the organizationalmanagement can determine employees’ motivation depending on theirrespective cultural background. Currently, cultural diversity isamong the key challenges that the management should be aware of andbe ready to address it by using flexible management styles.Organizational management can maintain a healthy workplace psychologyby stating employee expectations clearly, ensuring the workplace isflexible, and adopting management styles that foster employee growth.In addition, the management should use the suitable motivationaltechniques that will take account of cultural differences of theemployees. In the case of Ayame’s motivation, team building,private recognition, and listening and paying attention are the mostappropriate motivational techniques.


Kopp,R. (2011, October 17). Motivating Japanese subordinates. JapaneseIntercultural Consulting.Retrieved March 13, 2014, fromhttp://www.japanintercultural.com/en/news/default.aspx?newsID=102

Morgan,S. (2014). Howto motivate a diverse workplace.Santa Monica: Demand Media.

Permuth-Levine,R. (2012, February 22). The manager’s role in the psychologicalwell-being of employees. Sodexo.Retrieved March 13, 2014, fromhttp://blogs.sodexousa.com/wellness/2012/02/22/the-manager%E2%80%99s-role-in-the-psychological-well-being-of-employees/

Robbins,P., DeCenzo, A. &amp Coulter, M. (2011). Fundamentalsof management: Essential concepts and applications.Upper Saddle River: Prentice Hall.

Victor,D. (2011, May 3). Differences between American and Japanesemanagement style. HeliumIncorporation.Retrieved March 13, 2014, fromhttp://www.insidebusiness360.com/index.php/differences-between-american-and-japanese-management-systems-4722/