High uncertainty avoidance suggests need for job security, low uncertainty suggests motivation by risky opportunities. High power distance suggests motivators in boss-subordinate relationship, low power distance suggests motivation by teamwork and peers. Individualism suggests motivation from opportunities for individual advancement and autonomy, collectivism suggests appeals to group goals and support and masculinity suggests people are more comfortable with traditional division of work, femininity suggests looser boundaries, flexible roles. Mexicos emphasis on family means that loyalty and commitment to family and friends often underlies personnel decisions. This emphasis has many implications for structuring motivational initiatives. For instance, turnover and absenteeism can be very high, with family reasons being most commonly cited for absenteeism and for failing to return to work. For Mexican males, the value of work lies primarily in its ability to fulfill culturally imposed responsibilities as head of household and breadwinner rather than to seek individual achievement. Paternalism is expected, and bosses are often viewed as father figures whose role is to take care of workers. Likewise, employees expect managers to be authoritative. If not told to do something, the workers will not do it, nor will they question the boss or make any decisions for the boss. Many Mexican factory workers doubt their ability to personally influence the outcome of their lives. They attribute events to the will of God, luck, timing, or relationships with higher authority figures. Corrective discipline and motivation must occur through training examples, cooperation, and, if necessary, subtle shaming. It is a mistake to directly insult a Mexican. Thus, one must appeal to the pride of Mexican employees and avoid causing them to feel humiliated. Given that getting ahead is often associated with outside forces, motivation and reward systems become difficult to structure. For the most part, motivation through participative decision making is not as effective as motivation through more autocratic methods. Mexican workers expect authority will not be abused but rather will follow the family model in which everyone works together in a dignified manner according to their designated roles. Any event that breaks this harmony or seems to confront authority, will likely be covered up. For example, a supervisor may hide defective work. Maslows higher-order needs (self-actualization, achievement, status) are not high on many Mexicans lists of needs because of a context of continuing economic problems and a relatively low standard of living. Additionally, economic reforms and the peso devaluation make money a key motivational factor. Fringe benefits also are important. Benefits that help to manage family-related issues are positive motivators for people to at least show up at work. Thus, companies often provide on-site health care facilities for workers and their families, nurseries, free meals, and even small loans in crisis situations. Company buses may be provided to minimize absenteeism and tardiness.

please design a suitable organizational reward system for workers in a manufacturing plant in Mexico