Individual Processes and Characteristics, Part 7

Question 1: International research studies have concluded that extrinsic characteristics such as comfortable work environments and salaries that employees feel are competitive contribute strongly to job satisfaction regardless of culture. However, the degree to which intrinsic characteristics contributed to overall job satisfaction appears to be culturally bound. Discuss how cultural differences can affect the success of employee recognition programs and other intrinsic rewards.

Answer 1: While studies indicate that, regardless of cultural differences, all employees equally prize extrinsic factors such as fair salary and comfortable work environment in regards to job satisfaction, the degree to which intrinsic factors contribute to job satisfaction isn’t as predictable. While in some countries employees saw jobs that complement their specific skills and interests or being publically recognized for outstanding work as important to satisfaction, those in other countries did not. Countries with both wealth and organizational power distributed more equitably, and that prioritized individuals over groups had a stronger relationship between intrinsic factors and job satisfaction than countries where wealth and power are assigned to higher castes, and collectivism is favored. A possible explanation for this is that people whose cultural norms favor individualism are more finely attuned to intrinsically satisfying aspects of work, and require those aspects to be present in order to be truly satisfied.

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Question 2: Keeping employees motivated is both essential to achieving organizational goals efficiently and effectively, as well as to job satisfaction. Discuss five steps managers should follow when planning for employee motivation.

Answer 2: One of the most important jobs a manager does is to find new ways to inspire and motivate her employees. A handful of concepts are fundamental. First, most research on the importance of goals and feedback agree that very clear goals that are also challenging are essential, as is feedback so that an employee knows what is working and what is not. Second, involving employees in decisions has been proven to increase their commitment and job satisfaction along with motivation. Third, she must be sensitive to cultural and individual difference. What motivates one employee could upset another. Fourth, excellence must be rewarded, and the reward must be clearly connected to specific work of outstanding quality. Finally, a manger must frequently examine her criteria to be certain she is rewarding employees fairly, based upon their skills, effort, and output rather than on criteria others might judge as favoritism.

Question 3: Some psychologists believe that emotions can be universally categorized. Discuss some of the problems contemporary researchers have encountered when trying to identify a universal ‘language’ of emotions manifested through facial expression.

Answer 3: Descartes, the father of modern philosophy, described all emotions as mixtures of love, hate, desire, wonder, joy and sorrow. Much contemporary research has focused upon trying to identify consistent facial expressions that manifest particular emotions. While the results are fascinating, the studies are not conclusive for a number of reasons. First is the degree to which cultural norms inhibit clear expression of certain emotions. Linked to this likelihood is the problem of the researcher’s cultural perspective, which is either shared with the subjects or distinct; either way, interpreting the results of the research will be tinged. Another problem is that researchers must make some assumptions about their subjects that amount to projection on the researcher’s part. A researcher who finds a particular stimulus disgusting will likely interpret the subject’s facial expression in response to the stimulus as that, even if the subject actually found the photograph disturbing, but not disgusting.

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