What makes people get up in the morning – is it the simple habit, the routine or the sense of purpose? Why do people make promises to do and decide certain things? “Some people get more done than others" (Riley:1996, p.44); while some drift along, others are goal-setters; and some just cannot get started, whereas others are unstoppable. Why is it so? Why do employees ask themselves if it is worth the reward to make “an effort to achieve a goal” (Van der Wagen, Davies:1998, p.24)? The answer can be found in the realm of motivation. Motivation, something that according to various book titles1 needs to be understood, belongs to leadership studies and organisational behaviour. Consequently, “looking at what motivates people, and to lead them, is essential for every manager” (ibid.), because different things might motivate different staff members. One would not expect people to be as complex as they are, but “culture, although not the only variable of importance contributes significantly to explain key differences in social behaviour” (Treven, Mulej, Lynn:2008, p.33). Factors motivating followers in organisations often differ from culture to culture and do not only diverge from different organisational cultures (ibid.: p.34). There is no proof that motives like need for achievement, intrinsic needs for competence and self-efficacy can be generalised across cultures as the specific factors which drive such motives vary across cultures (Gelfand, Erez, Aycan:2007, p.482). This leads to the area of cross-cultural organisational behaviour, which, as well as culture-specific work motivation, only have a relatively short research history, but they actually date back to the times of Dionysios I. from Syrakus2 and Agathon3. Superscripts by Herodotus, a Greek historian, show that differences in work behaviour already existed throughout the time of the Persian Empire (circa 400 BC) (Herodotus, De Selincourt, Marincola:2003). Trade between the different villages and towns and therefore between the different cultures was “widely widespread along the Silk Road”4 (Gelfand, Erez, Aycan:2007, p.481). However, researchers have started focusing “on cultural differences in career development” (Aycan, Fikret-Pasa:2003, p.129) only three decades ago. This new focus has arisen due to globalisation and the increase of multiculturalism in societies and their organisations (Yang et al.:2002). Silk Road”4 (Gelfand, Erez, Aycan:2007, p.481).
Table of Content
1 Introduction
1.1 Overview
1.2 Aims and Motivation of this Study
1.3 Structure
2 Theoretical Background
2.1 Motivation
2.1.1 Definition
2.1.2 Motivation and Communication
2.1.3 Overview of Motivation Theories
2.1.3.1 Content Theories
2.1.3.1.1 Maslow’s Hierarchy of Needs
2.1.3.1.2 Herzberg’s Two-Factor Theory
2.1.3.2 Process Theories
2.1.3.2.1 Adam’s Equity Theory
2.1.3.2.2 Vroom’s Expectancy Theory
2.1.4 Summary
2.2 Cultural Classifications
2.2.1 Hofstede’s Definition of Culture
2.2.2 Hall’s Cultural Model
3 Methodology
3.1 Rationale for the Choice of Quantitative Research Method
3.2 Questionnaire
3.2.1 Sampling
3.2.2 Participants
3.2.3 Questionnaire Design
3.2.4 Translation
3.2.5 Piloting
3.2.6 Statistical Data Analysis
3.3 Ethical Guidelines
3.4 Limitations
4 Analysis and Discussion
4.1 Cultural Classification
4.1.1 Germany
4.1.2 Turkey
4.2 Analysis and Interpretation
4.3 Applicability of Herzberg’s Two-Factor Theory in Turkey
5 Conclusion
5.1 Summary
5.2 Contribution of this Study
5.3 Recommendation for Future Research
5.4 Limitations
Research Objectives and Themes
The primary aim of this dissertation is to investigate cross-cultural differences in job motivation among German and Turkish employees within the tourism industry, while testing the applicability of western motivation theories in a non-western context.
- Cross-cultural comparison of German and Turkish work motivation.
- Evaluation of Herzberg’s Two-Factor Theory in Turkey and Germany.
- Analysis of factors influencing work choice, performance, and job satisfaction.
- Investigation of cultural dimensions (Hofstede and Hall) as drivers of workplace behavior.
- Assessment of the role of leadership styles and communication on employee motivation.
Excerpt from the Book
2.1.3.2.1 Adam’s Equity Theory
In 1963 John Stacey Adams, an American behavioural psychologist, developed the Equity Theory which is “possibly the most readily understandable psychological process” (Riley:2000, p.26). This theory, which underlines the importance of social processes within organisations, is based on the assumption that people aim to maximise their outcome of their efforts. However, the outcome should not stand in gross disproportion to the input necessary for the attainment. According to the Equity Theory the aim of every human being is to attain a state of equilibrium/balance within which the own relative outcomes QA equate the relative outcomes QB of a reference person (Scholz:2000, p.891 et seqq.; Staehle:1999, p.239 et seqq.).
Hence, individuals strive for balanced and equitable exchange relationships. A subjective balance exists when an individual’s input/output relation corresponds to the one of a comparative instance (Wiltz:1999). Examples of inputs and outcomes could be:
INPUTS: Time, Effort, Loyalty, Hard work, Commitment, Skill, Enthusiasm, Flexibility.
OUTCOMES: Job security, Salary, Employee benefit, Expenses, Reputation, Praise, Recognition, Responsibility.
Summary of Chapters
1 Introduction: This chapter provides an overview of work motivation, the study's aim to compare German and Turkish employees in the tourism sector, and the organizational structure of the dissertation.
2 Theoretical Background: This section details core motivation theories (Maslow, Herzberg, Adams, Vroom) and establishes the cultural frameworks of Hofstede and Hall for cross-cultural analysis.
3 Methodology: The chapter explains the rationale for using a quantitative survey approach, detailing sampling strategies, questionnaire design, and limitations of the research.
4 Analysis and Discussion: This section presents the findings, comparing German and Turkish workplace attitudes, leadership preferences, and communication styles while evaluating the applicability of Herzberg’s theory.
5 Conclusion: The final chapter summarizes the main findings, outlines the contribution of the research to the field, and provides recommendations for future studies.
Keywords
Job motivation, tourism industry, cross-cultural, Germany, Turkey, Herzberg’s Two-Factor Theory, Hofstede, organizational behavior, leadership, cultural dimensions, equity theory, expectancy theory, quantitative research, employee satisfaction, work performance.
Frequently Asked Questions
What is the core focus of this research?
The research focuses on investigating culture-specific job motivation among employees in the German and Turkish tourism industries.
What are the primary themes of the study?
Key themes include cross-cultural behavioral differences, the applicability of western management theories in non-western settings, leadership styles, and workplace rewards.
What is the central research question?
The study asks what motivates employees in Turkey and Germany, what influences their performance, and whether western motivation theories (like Herzberg’s) apply effectively to these cultures.
Which scientific methodology was employed?
The author utilized a quantitative research method, specifically a survey-based approach, to collect data from both German and Turkish participants.
What does the main body of the work cover?
The main body covers a theoretical review of motivation and cultural models, detailed methodology, and a comparative analysis of survey results regarding responsibility, feedback, and rewards.
Which keywords characterize this work?
The work is characterized by terms such as cross-cultural motivation, organizational behavior, tourism sector, Herzberg’s theory, and cultural dimensions.
Why was the tourism industry chosen as the context?
It was chosen because it features unique characteristics like high labor turnover, a significant exchange of emotions between staff and guests, and diverse cultural workforce dynamics.
How does the study evaluate Herzberg's theory?
The study tests Herzberg’s Two-Factor Theory by analyzing if his strict segregation of "motivators" and "hygiene factors" holds true for the specific workplace experiences of Turkish and German tourism employees.
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- M.A. Corinna Colette Vellnagel (Autor:in), 2011, Cultural Differences in Job Motivation, München, GRIN Verlag, https://www.hausarbeiten.de/document/184893
