Receiving What One Is Owed

Equity Theory in International Settings The theory of work motivation that I personally would deploy were I to replace the plant manager of a medium-sized location with 120 employees in South America to get them to meet the goals of the organization in this international setting is equity theory. Although it is always sapient to consider certain social and national mores and norms when working in international settings, there are certain universal aspects of equity theory to which people from all over the globe can relate.

The core of this particular theory is that workers metaphorically invest equity in a company via the labor that they give to it (Mahoney, 2013), and in return they expect to receive equity in any variety of ways including "pay, benefits, recognition, job perquisites, and prestige" (Cullen and Parboteeah, 2013). That form of compensation is regarded as equity or just due for specific job duties that employees perform.

Although each individual culture and society inherently has different norms, codes of behavior and perceptions, most people can relate to receiving some form of compensation that is commensurate to the labor they give to a company. Thus, purely in universal terms it is likely advantageous to utilize this theory of motivation in the aforementioned scenario. Additionally, there are certain aspects of this theory and its implementation that resonates with the population identified in this scenario.

Part of equity theory involves treating employees well and in accordance with their value to the company. There is research that suggests that facilitating such an environment, such as providing an enjoyable work environment and fostering significant relationships with employees has demonstrated efficacy in South America (Powell, 2005). Therefore, providing such an atmosphere to South American employees is in accordance with some of the basic principles of equity theory, which is why I would use this theory of motivation.

The first point of my strategy is to take my clients to an extremely classy, public venue that underscores both the gravity and levity of our meeting, and of what is truly at stake. The best place to do this is at an elegant, expensive hotel that has both fine dining and entertainment in which my clients and I can indulge. The second point is to refrain from discussing business affairs with the plant executives during the time in which dinner is served.

Forbearing discussion of business until later in the evening will indicate a degree of respect for the venture on my part, and will lose any sort of perception of me as overzealous. The third point is to begin negotiations after dessert is served, and prior to individuals leaving the table. It is advantageous to do so at the table since it will provide the proverbial round table.

The fourth point is to incorporate the values and social customs associated with business and its perception in the particular country (or even region of the country), in which these individuals hail from. Thus, it is necessary to research such mores prior to the meeting. The fifth point is to maintain a stance that is far from overeager,.