Motivator Theories

Alesha Vaughn

Professor Essandoh

MGMT 4173

4 August 2016

Chapter 12: Motivation

        In chapter 12: we will be looking at what motivations motivate different cultures. Motivation is crucial to international managers in organizations around the world (Luthans & Doh pg.422). The first assumption is the universal motivation process, which all people are motivated to pursue goals they value. What the work-motivation theorists call goal with “high valence” or “preference” (Luthans & Doh pg.423). An analysis suggests that the key incentive for many U.S. workers is money. For Japanese employees, it is respect and power that drive them. For, Latin American workers the factors that go into motivating them; including family, respect, job status, and healthy personal life. In the U.S their primary interest is themselves, the Japanese’s is the group; for the Latin their interest is for their employers (Luthans & Doh pg. 423). I agree with this analysis, people in the US are more concerned with what they can get out of the job, or deal. In other countries, people are more worried about the outer circles, and communities.

The second assumption is Content and Process Theory; most researched used is content oriented. Which is work motivation in terms of what arouses, energizes, or initiates employee behavior. Process Theory- are more sophisticated and tend to focus on individual behavior in specific settings the process theory explains how the employee behavior is initiated, redirected, and halted ( Luthans & Doh pg. 424). The Maslow Theory well-known around the world for introducing the five basic needs of an employee starting with the physiological needs the basics- food, water, and clothing. Safety needs- the desire for safety stability and absence of pain. Social needs the interaction nd affiliation of others the need to feel wanted by others. Esteem needs the employee needs or wants to feel important and have power or a title/position. Self-actualization needs te desire to reach one’s full potential, by mastering her environment and setting and achieving personal goals (Luthans & Doh pg 425).