ch12 case study

Project Description:

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questions & suggested answers

1. when motivating the personnel in london and tokyo, is the company likely to find that the basic hierarchical needs of the workers are the same? why or why not?

answer: the hierarchy needs of the japanese and the british are surprisingly similar except for the need for autonomy. the british have a greater need for autonomy or independence than the japanese. while the needs are similar, the reported satisfaction of them is not. the british report much more satisfaction of security and social needs than the japanese. in contrast, the japanese report more satisfaction with the fulfillment of autonomy and self-actualization needs than the british. the british were least satisfied with these last two needs. the company will need to address this when planning strategy.

2. how could an understanding of the two factor theory of motivation be of value in motivating the personnel at both these locations? would hygiene factors be more important to one of these groups than to the other? would there be any difference in terms of the importance of motivators?

answer: understanding of herzberg's two factor theory of motivation could be of value in motivating employees. knowing whether job content or job context are more important to the people could have a strong bearing on motivation. the data from the kanungo and wright study show that job content is more important than job context. the job content is the internally mediated factors such as achievement, responsibility, independence, and the work itself. hygiene factors would not be important to either the british or japanese. to improve performance, changes in the work itself are likely to be more valued than changes in the organization. job enrichment programs where people design their own goals and tasks and which downplay rules and structure are more likely to motivate. both the british and the japanese value job content, but the british value it more than the japanese.

3. using figure 12 7 as a point of reference, what recommendations would you make regarding how to motivate the personnel in london? in tokyo? are there any significant differences between the two? if so, what are they? if not, why not?

answer: the achievement motivation levels differ between the two countries. while both countries have moderate to high masculinity dimensions (where money and physical assets are important), they do differ in the dimension of uncertainty avoidance. the british have low uncertainty avoidance – they are not afraid to take risks or to live with ambiguity. this is the profile for countries that are high achievers. on the other hand, the japanese are very high in uncertainty avoidance they are motivated by security. this firm can formulate a human resources strategy in england that helps them meet their high need for achievement by providing the opportunity to find solutions to problems. in addition, it is important to give concrete feedback on performance because japanese like to know how they are doing. in japan, the firm needs to either change the situation or adjust to it. if it decides to change the situation, it must design jobs to fit the needs of the people. because the japanese are high in the masculinity dimension, they may do very well with achievement motivation training. skills required:
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Project Stats:

Price Type: Fixed

Project Budget: $11 to $12
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