Motivation of Employees for a diverse group

Motivation includes the psychological forces that determine the direction of an individual’s level of effort and persistence within the face of challenges (Kanfer, 1990). Also, motivation is why people behave as they are doing the work . Of the 75 team members, 15 were from Asia: 10 from China and five from Japan. Also, 30 were from Europe; 20 from Germany 5 from France 5 and five from Italy. the opposite 30 were from the South and Central America. Ten were from Argentina, 10 from Brazil, 5from Costa Rica and five from Mexico. Each member is differently motivated in their work counting on their country of origin. the choice of members from different parts in getting an insight about the critical factors that motivates people around the globe.

Members from Japan are motivated by factors such as, involvement in matters that affect them directly. Having regular meetings so that they feel they are part of a team. Normally the team must be a winning team. Also, privately recognizing their effort rather than doing it publicly, ding it publicly would demoralize their efforts, countries such as America would prefer being publicly identified. Members from China would be motivated by being granted long-term residency permits. This step enhances the settling in the foreign country, being given housing compensation or a high pay that would help offset housing charges, and ensure there is no stagnation in that promotions come by as one work. From Brazil, the members would be motivated by flexible work schedules that would offer leaves and day offs because generally in Brazil they have fixed work time that denies the employees their free time with families. For instance, some Brazilian workers have been heard saying, they prefer working in America because of the certainty at work, regarding payment time and accuracy. Members from Germany and France would be motivated by continued growth regarding new skills gained at the workplace. And working as a team whereby all members will rally behind a shared. Being in the same position doing the same task day in day out may turn to be so monotonous and thus boring and demoralizes efforts of the employees.

For Mexican, they would be motivated working in the presence of religious images. Therefore one must know what the member believes in and let them have such images at their workplaces. The confrontation style involves concern for others and is much embraced by Mexicans (Grajeda). Further, Latin Americans tend to identify with their ‘in-group,’ rather than the entire organization during times of conflicts, because they prefer social networks based on friendship whereas the Argentineans is mediation between the conflicting parties (Maximo). However, different age groups are motivated differently at work. For instance, those between the age of 25-35 are still youths and energetic and are in the growth stage of their careers while those at a range of 50-61 are less productive and are not as eager to learn new skills. Therefore, there is a positive linear relationship between age and work motivation as well as between age and job satisfaction in the Nordic countries.

Age group between 25-35 years would be motivated in being involved in setting the goals. It is because they are energetic to work towards achieving what they have set. However, the old employees should also be a part of setting goals as they are less likely to work hard to make them. Hence, ensure they remain productive at work before they retire. They value the appreciation of their results at work as individuals or in their work groups. It is because most of them are in entry levels and would love to know if they are doing work according to the expected standards. However, with old employees, appreciation is the same a cliché and does not cause impact to them. Having social outings and events enables the employees to improve their relationships among themselves and also get better acquainted with each other. For the young employees will find this imperative so that they can even form working groups depending on how well they click together (Casey & Kayla). For the old employees, this is not a motivator because they already have built meaningful work relationships with fellow workmates.

Also, promotions are highly valued by the young employees because they are in the development of skills stage. Hence they can reduce monotonous at the place of work as well as boredom. Promotions motivate one to be more productive. Old employees would be driven by an increase in their salaries as there are no promotions for them since they are nearing retirement (Kielerstajn). In spite of employees being motivated differently with regards to age and country of origin, there are common underlying factors; these include being part of the decision making especially on matters affecting the employee directly, timely and accurate payment of the salary, being given off days and leaves once a while.

The needs theory fall into three categories, i.e., need for achievement, affiliation, and power. In the groups, there will be need for achievement whereby the workers will prefer working on tasks that not are too difficult, and the results go hand in hand with their efforts and frequent feedback of their performance from their supervisors. A leader should ensure that they lead achievement based individuals hence be able to manage both high-risk and low-risk situations. The low-risk situations tend to be valid, while the high-risk situations focus on the luck of the situation rather than the individual performance. Such employees value hierarchical achievement. There will be need for affiliations, this is whereby such employees would love spending time socializing and improving their relationships among themselves, enjoy being a part of groups, and have a desire to feel loved and accepted. A person who has a need for affiliation tends to perform better in areas that allow social interactions such as the customer service or client interaction positions. The need for power, this is whereby people enjoy high discipline at work, and a person motivated by the need for power enjoys status recognition, winning arguments, competition, and influencing others (Kanfer 75). With this motivational type come a need for personal prestige, and a constant need for a better personal status.

The seven general work motivators include; first, regular social events for all employees. Secondly, involve the company in corporate social responsibilities whereby all employees must do the activities. Next, giving relatively challenging tasks to help improve the skills of the employees and create a positive work environment that will give the employees hope of achieving their set goals (Latham). Additionally, there should be the recognition of employees’ effort and further reward them. Moreover, the leaders should ensure they improve the employees’ lives by encouraging them and paying promptly. Lastly, they should promote the qualified employees through the proper ways.

Works Cited

Casey, R., & Kayla C. An Evaluation of Motivation in Nicaragua, Guatemala, Mexico, Costa-Rica,

Belize, Honduras and the United States: Utilizing the Hackman and Oldham Model and thePossible Impact of Culture on the Results, 2014.

Grajeda, J. Understanding Culture is Key to Motivating Mexican Workers, 2013, Accessed on retrieved on 1 March 2017.

Kanfer, R. “Motivational Theory and Industrial Organizational Psychology” Handbook ofIndustrial and

Organizational Psychology, no. 1, 1990, pp. 75-170.

Kielerstajn, R. Age and work motivation: The view of older employees’. University of Gävle, 2008

Latham, G.” Work motivation”. History, Theory, Research and Practice 1st edition, California:Sage Publications, 2006

Maximo, J. P. How Culture Affects Work Practices in Latin America, 2005, retrieved, Accessed on 1 march 2017

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