A Performance Motivator in one Country, A Non-Motivator in Another?: An Empirical Study

Marjaana Anna Maria Gunkel; Edward J.  Lusk; Birgitta Wolff

doi:10.5465/ambpp.2005.18778934

A Performance Motivator in one Country, A Non-Motivator in Another? An Empirical Study

Research output: Journal contributions › Conference article in journal › Research

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A Performance Motivator in one Country, A Non-Motivator in Another? An Empirical Study. / Gunkel, Marjaana Anna Maria; Lusk, Edward J. ; Wolff, Birgitta.
In: Academy of Management Proceedings, Vol. 2005, No. 1, 01.08.2005.

Research output: Journal contributions › Conference article in journal › Research

Bibtex

@article{5632370e5efc4d3f961697c66f7ecd5b,

title = "A Performance Motivator in one Country, A Non-Motivator in Another?: An Empirical Study",

abstract = "The management of the 21st century faces the challenge of employing workforce in different countries. These employees have different preferences related to performance rewards. Our research employs the following three constructs: the institutional framework and its formal and informal implications for incentive compensation, diminishing marginal utility of individuals related to performance rewards, and the incentive system as a motivational device in the organizational work environment. We have conducted an empirical study using an enriched form of Hofstede's cross-cultural questionnaire to examine employees of one MNC in China, Germany, Japan and the USA. Our results show that employees from these countries have different preferences on incentives and that incentive plans designed for one country might not even have motivating consequences in the others. We also find that the logic of diminishing marginal utility applies to certain rewards.",

keywords = "Management studies, Cross-national comparison, Incentive compensation, Performance rewards",

author = "Gunkel, {Marjaana Anna Maria} and Lusk, {Edward J.} and Birgitta Wolff",

year = "2005",

month = aug,

day = "1",

doi = "10.5465/ambpp.2005.18778934",

language = "English",

volume = "2005",

journal = "Academy of Management Proceedings",

issn = "0065-0668",

publisher = "Academy of Management (Briarcliff Manor, NY) ",

number = "1",

note = "65th Annual Meeting of the Academy of Management - AOM 2005 : A New Vision of Management in the 21st Century , AOM 2005 ; Conference date: 05-08-2005 Through 10-08-2005",

url = "https://www.effectuation.org/wp-content/uploads/2017/05/A-new-Vision-of-Management-1.pdf, http://aom.org/Meetings/Past-Meetings/, https://pd.aom.org/2005/pdf/AOM_2005_Annual_Meeting_Program.pdf, http://aom.org/Meetings/annualmeeting/past-meetings/theme2005.aspx",

}

RIS

TY - JOUR

T1 - A Performance Motivator in one Country, A Non-Motivator in Another?

T2 - 65th Annual Meeting of the Academy of Management - AOM 2005

AU - Gunkel, Marjaana Anna Maria

AU - Lusk, Edward J.

AU - Wolff, Birgitta

N1 - Conference code: 65

PY - 2005/8/1

Y1 - 2005/8/1

N2 - The management of the 21st century faces the challenge of employing workforce in different countries. These employees have different preferences related to performance rewards. Our research employs the following three constructs: the institutional framework and its formal and informal implications for incentive compensation, diminishing marginal utility of individuals related to performance rewards, and the incentive system as a motivational device in the organizational work environment. We have conducted an empirical study using an enriched form of Hofstede's cross-cultural questionnaire to examine employees of one MNC in China, Germany, Japan and the USA. Our results show that employees from these countries have different preferences on incentives and that incentive plans designed for one country might not even have motivating consequences in the others. We also find that the logic of diminishing marginal utility applies to certain rewards.

AB - The management of the 21st century faces the challenge of employing workforce in different countries. These employees have different preferences related to performance rewards. Our research employs the following three constructs: the institutional framework and its formal and informal implications for incentive compensation, diminishing marginal utility of individuals related to performance rewards, and the incentive system as a motivational device in the organizational work environment. We have conducted an empirical study using an enriched form of Hofstede's cross-cultural questionnaire to examine employees of one MNC in China, Germany, Japan and the USA. Our results show that employees from these countries have different preferences on incentives and that incentive plans designed for one country might not even have motivating consequences in the others. We also find that the logic of diminishing marginal utility applies to certain rewards.

KW - Management studies

KW - Cross-national comparison

KW - Incentive compensation

KW - Performance rewards

U2 - 10.5465/ambpp.2005.18778934

DO - 10.5465/ambpp.2005.18778934

M3 - Conference article in journal

VL - 2005

JO - Academy of Management Proceedings

JF - Academy of Management Proceedings

SN - 0065-0668

IS - 1

Y2 - 5 August 2005 through 10 August 2005

ER -