Business Setting Increase Team\'s Motivation, Satisfaction, Performance.

¶ … business setting increase team's motivation, satisfaction, performance. Address specific differences attitudes, emotions, personalities, values collaboration, difference influences behavior.

Overall business interactions are becoming more global. Many large corporations are outsourcing manufacturing and service jobs overseas where labor is cheaper. Currently 54% of fortune 500 companies outsource at least one core business function ( "IT Outsourcing Market, 2010). With the advent of the internet, firms are drastically cutting travel expenses but utilizing online video conferencing services. These services allow for the seamless and effortless communication of individuals anywhere in the world. With this increase in global outsourcing creates a corresponding increase in international teams. Individual group members are often located in entirely different areas of the world but still must work together to achieve company objectives. A challenge that many global corporations now face is that of employee moral and motivation. How can you motivate individuals with entirely different motives, customs and values? Below is plan that will increase employee motivation, satisfaction, and performance regardless of the individual's country of origin.

To begin, a company must first determine what motivates the individuals that comprise the team. Depending on culture and background, some individuals will be motivated by entirely different factors. For example, within American society, many individuals are motivated by monetary rewards, recognition and promotions. However, many Asian countries are more collectivistic by nature and prefer to have the entire team recognized and acknowledged. Depending on the cultural circumstances surrounding the team, management can better determine what incentives will be most effective. A widely used tool to assess cultural differences is Hofstede's cultural dimensions model. These cultural dimensions should form the basis the plan (Geert Hofstede's Cultural Dimensions). Here, Hofstede's model tests how different individuals view four different cultural dimensions. Depending on the results, a company can use the assessment to gain insight as to what motivates employees. The categories of the model are as follows ("Mind Tools," 2010): (the following charts are derived from a website, please refer to the references page at the end of the document for more information)

1) Power Distance

High PD

Centralized companies.

Strong hierarchies.

Large gaps in compensation, authority, and respect.

Acknowledge a leader's power.

Be aware that you may need to go to the top for answers

Low PD

Flatter organizations.

Supervisors and employees are considered almost as equals.

Use teamwork

Involve as many people as possible in decision making.

2) Uncertainty Avoidance

High UAI

Very formal business conduct with lots of rules and policies.

Need and expect structure.

Sense of nervousness spurns high levels of emotion and expression.

Differences are avoided.

Be clear and concise about your expectations and parameters.

Plan and prepare, communicate often and early, provide detailed plans and focus on the tactical aspects of a job or project.

Express your emotions through hands gestures and raised voices.

Low UAI

Informal business attitude.

More concern with long-term strategy than what is happening on a daily basis.

Accepting of change and risk.

Do not impose rules or structure unnecessarily.

Minimize your emotional response by being calm and contemplating situations before speaking.

Express curiosity when you discover differences.

3) Individualism vs. Collectivism

High IDV

High valuation on people's time and their need for freedom.

An enjoyment of challenges, and an expectation of rewards for hard work.

Respect for privacy.

Acknowledge accomplishments.

Don't ask for too much personal information.

Encourage debate and expression of own ideas.

Low IDV

Emphasis on building skills and becoming masters of something.

Work for intrinsic rewards.

Harmony more important than honesty.

Show respect for age and wisdom.

Suppress feelings and emotions to work in harmony.

Respect traditions and introduce change slowly.

4) Masculinity vs. Feminist

High MAS

Men are masculine and women are feminine.

There is a well defined distinction between men's work and women's work.

Be aware that people may expect male and female roles to be distinct.

Advise men to avoid discussing emotions or making emotionally-based decisions or arguments.

Low MAS

A woman can do anything a man can do.

Powerful and successful women are admired and respected.

Ensure job design and practices are not discriminatory to either gender.

Treat men and women equally.

The plan should not rely solely on the information from this model. However, the information presented from the above table should be a general guideline for the plan.

Another aspect that management must consider is that of values and customs. Is the member of the team intrinsically motivated or extrinsically motivated? Is the individual an introvert or an extrovert? Again this differs on an individual basis, but management must assess the degree to which each is prevalent.

Communication is an integral aspect of company success. Management must convey company objectives to all personnel involved. Communication creates a team oriented environment that promotes the exchange of ideas between all stakeholders. Not only does is effect employee moral, but it also helps the company to become more profitable in the long run. With knowledge and awareness of company objectives, employees can make better informed decisions. In regards to work related activities, employees can provide process feedback to enhance efficiencies or reduce redundant behavior (Saari, Judge). Employees can also provide creative ideas to enhance product offerings or value added propositions. To foster communication the business plan will include:

1) "Open door policy" for all employees

2) Individual supervisor meetings once a week

3) Discussing of overall performance and methods in which to improve performance

4) Have an Employee representative present at all supervisor meetings

Another means of enhancing customer satisfaction is by providing continual education and job training. With continual education, employees are learning transferable skills that can be applied directly to the company. With continual education, employees can learn new functions critical to business success and how those functions affect the overall business strategy. In addition, continual education allows for employees to be seamlessly transferred in the event that their department is no longer needed within the organization.

Job Rotation is one method in which to train individuals. When warranted, job rotation allows individuals who preform routine activities to become acclimated to other business functions. Job rotation can be enhanced by provided a job that is both challenging and different from the employee's usual work. For example, a university janitor who primarily cleans classrooms could be allowed to preform lawn care duties every other week.

Job expansion is also another means of continual education. With job expansion, management is essentially enhancing the current functions of the job being performed. This can be particular beneficial if the enhancement will not jeopardize company profits or revenues but will in turn increase employee moral. For example, a janitor can potentially have their job requirements enhanced by allowing him or her to purchase cleaning materials within a specified budget. The cleaning supplies budget is created every year regardless of who is allocating the funds. By allowing the janitor to allocate the resources to fit his or her specific needs, the company is increasing job satisfaction without incurring any addition expenses. To increase employee moral and satisfaction the plan will provide the following