Motivation. Cultural diversity

Human beings, as individuals, are very complex in their psychological make-up. When they interact with one another in groups and in large organizations, the complexities are multiplied. In this effort to guide and direct others, the manager must first of all acquire an understanding of why people act as they do. Why is one employee sparkling and cheerful, whereas another is downcast and sullen? Initially it’s important to know that all human behavior has a cause. There is a reason for a person behaving as he does. The successful leader is a one who can uncover these causes and take steps to correct them. Bawling out an uncooperative worker doesn’t get at the cause. This constitutes treating the symptom only.
Motives are the mainsprings of action in people. The term “motive” implies action to satisfy a need. Motivation is an inner strivings of individuals that direct behavior; it’s a willingness to expand energy to achieve a goal or a reward.
The motivation process centers on needs, which produce motives that lead to the accomplishment of objectives. Needs are caused by deficiencies or imbalances. Motives, or stimuli, produce an action taken to satisfy the need. In the motivation process, the achievement of the objective satisfies the need and reduces the motive. When the objective is reached, balance is restored; of course, other needs then arise. The motivation process then must satisfy these new needs.
The types of rewards that an organization offers its employees play a critical role in determining the level of motivation. In addition, rewards have an impact on the quality and quantity of personnel that the organization is able to recruit, hire, and retain. Organizational rewards include both intrinsic and extrinsic rewards.
Traditional theory of motivation is based on the assumption that money is a primary motivator – employees will produce more...

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