How to enhance expatriate motivation and effectiveness within a Term Paper

How to enhance expatriate motivation and effectiveness within a cross-cultural organization - Term Paper Example ................. 4 1.4 Structure ...................................................................................................................5 2. Theory Review.......................................................................................................... 5 2.1 Work motivation ...................................................................................................... 5 2.1.1 Definition of motivation ........................................................................................ 6 2.1.2 Motivation theories............................................................................................... 6 2.3.1 Herzberg’s Two Factor Theory†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..6 2.3.1 Herzberg’s Two Factor Theory†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ ..8 2.3.3 Hofstede’s Cultural Dimension Model†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..10 2.1.4 Limitation of motivation theory ........................................................................... 12 3. Case Analysis: Nokia in China †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 13 4. Discussion and Recommendation.......................................................................... 13 5. Conclusion ............................................................................................................... 14 References........................................ ... In the modern world, it is common to find people from different countries and cultures working in the same environment. It is important for these organisations to improve effectiveness so as to better their competitive advantage so as to cope with the mounting competition in the global market. Employees are always willing to realise their goals in the work place. Thereby motivation factors are a concern of the employees and the human resource management. This boils down to the questions on whether employees from different cultural organisations are motivated in different ways and how management can improve overall effectiveness in cross- cultural organisations (Becker, 2000:33). In point of fact, there could be many problems arising in these organisations such as communication difficulties and cultural differences which might negatively impact on the efficiency and cause major problems for the HR department. It is therefore important for the HR department to maintain a motivated work force. Even though, firms face related HRM problems, the duty for culturally diverse organisations is far more intricate than that of their single- culture equals. In order cross- cultural companies to develop a motivate work force it is important for organisations to have a developed understanding of motivation factors (Becker, 2000:35). It is of great importance for companies to find out how employees from different cultural settings react to similar motivating factors, as culture has been found to have a an intense impact on human behaviour (Matic, 2008:94). Recent studies have revealed that people want more than money from work. There are five important issues including the link between work and life, relationship between