Topic work motivation across borders can be inuenced by very different factors if you were launching a new start up, how would you accommodate these differences in your incentive and rewards strategies?

Income and Benefits Job stability - Working conditions - Career advancement Language barriers - National culture - Work culture/spirit Culture Language barriers Leadership style - Relati

VIETNAM NATIONAL UNIVERSITY, HA NOI

INTERNATIONAL SCHOOL

INTERNATIONAL SCHOOL

VIETNAM NATIONAL UNIVERSITY, HANOI

REPORT SUBJECT:

Cross Culture Course Code: INS 4018

TOPIC: Work motivation across borders can be influenced by very

different factors If you were launching a new start-up, how would you

accommodate these differences in your incentive and rewards strategies?

Lecture: Pham Thi My Dung

MEMBERS OF GROUP 1:

20070073 Duong Ha Anh

20070099 Pham Phuong Anh

Hoang Anh 19071284

CONTRIBUTION

Lé Tuyét Anh 19071285 100%

Pham Khanh Ly 19071419 100%

Hoang Anh 19071284 100%

Phạm Phương Anh 20070099 100%

Dương Hà Anh 20070073 100%

Phan Diệu Hoàng 19071368 100%

TABLE OF CONTENTS

I Question

II Factors affecting the motivation to work across borders

2

3

a)

b)

4

Income and Benefits

Job stability - Working conditions - Career advancement

Language barriers - National culture - Work culture/spirit

Culture

Language barriers

Leadership style - Relationships with colleagues

III Incentive and rewards strategies when launching a new start-up

1

2

3

4

Rewards and incentives

Organize workshops and training sessions to support development

Solving the problem of language and cultural barriers

Leadership and global organizational culture

IV Recommendations

Work motivation across borders can be influenced by very different factors If you were launching a new start-up, how would you accommodate these differences in your incentive and rewards strategies?

II Factors affecting the motivation to work across borders

1 Income and Benefits

Enterprises always try to pay well for the efforts of employees, and always have good welfare regimes for employees and their families Enterprises should maintain a regular bonus scheme for employees on a monthly basis to make it more convenient for bookkeeping activities as well as maintaining the work plan of employees, thereby maintaining the following advantages

e Employees stick with the same organization for a long time Any individual when working has a need to be trained, to improve skills as well as to be evaluated and recognized for their contributions After each training period, select a number of employees with good training achievements to reward in some specific forms such as

salary increase, bonus, promotion, etc This will help create a movement to learn and

cultivate expertise Thereby, helping employees to stick with the company for a long time

e Constantly improve the level of satisfaction with the business Most people tend to choose to work at companies with modern facilities, clean and fresh working environments The purpose is to create comfort, and ease when working and protect health From there, each employee can maintain the energy of dedication to the company

e Strive to bring the best results for the common good of all The fact that the remuneration regime is built based on specific criteria, associated with productivity, capacity as well as work results of each position will both ensure fairness and encourage and promote cohesion between individuals and groups

The salary and bonus system is guaranteed to be consistent and transparent, rewarding employees regularly to help businesses create motivation, promote enthusiasm, and increase employee productivity continuously in the following months

companies are on the list of the most desirable young Vietnamese to work for Those

companies are Unilever, Samsung, Intel, Nestle, P&G, Pepsico besides Vietnamese

companies such as Vinamilk, Vingroup, FPT and Viettel So why do they aspire to work there , the main reason is because the salary is quite high compared to the common ground with domestic enterprises This creates a great motivation to work for the employees

2 Job stability - Working conditions - Career advancement

Safe choices always give people a pleasant feeling, but for young people, safety can kill courage, curiosity, excitement, and breakthrough to conquer their goals and dreams Especially for students who have many desires and ambitions to do great things, and always want to find a job to assert themselves and pursue their ideals Therefore, the issue of work determines a lot about motivation to work transnationally

e@ Interest or suitability will be a decisive factor in whether to move to multinational work or not: friendly boss-employee and colleague relations; income level corresponding to capacity; opportunity to learn and grow Multinational corporations ensure the above three criteria, creating a good environment to keep employees and attract talent

e Good and good suitable working conditions Working with a foreign boss or colleague will help you accumulate a lot of experience, as well as other knowledge about their country, culture, and working style In particular, to improve foreign languages and communication skills - this is what any young person who has just graduated from school wishes

e Clear career path With a large network of employees and customers, you can expand your network, build relationships with people with status and ability, and learn from them to develop more yourself

Typical examples of work environment factors Japan is considered as one of the most stressful and stressful working environments because they have both a system of implicit rules and laws that require employees to strictly adhere to One of the characteristics of the Japanese is that they are always on time For the Japanese, when an appointment takes place

at 9am, you have to arrive 15 minutes before Therefore, if the working environment is not

suitable or you do not adapt in time, you will feel overwhelmed and lose motivation

3 Language barriers - National culture - Work culture/spirit

a) Culture

How can cultural differences influence employee motivation?

Individualistic cultures tend to emphasize: extrinsic rewards tied to personal achievement; individually based incentives; personal responsibility for accomplishment; viewing employees as performers, and providing employees with autonomy and opportunities for advancement

Collectivistic cultures tend to emphasize intrinsic rewards (e.g., meaningful work) tied to commitment and loyalty; group-based incentives; group norms, and moral persuasion; viewing employees as family members, and building teams and networks focused on task performance

Hierarchical cultures tend to emphasize: extrinsic rewards; large salary differentials; clear directives to subordinates; decisive and powerful leaders; and rewards for complying with managerial directives

Egalitarian cultures tend to emphasize intrinsic rewards; minimal salary differentials; participative or consultative decision-making; flexible or collaborative leaders; and rewards for creativity and constructive feedback

Mastery-based cultures tend to emphasize: competitive environments within the organization

to stimulate best efforts; using performance-based incentives with monetary rewards; showcasing high performers; encouraging thinking big and conquering the environment, and assertiveness training programs

Harmony-based cultures tend to emphasize: group harmony and team efforts for collective results; seniority or membership-based incentives; showcasing team efforts and organization-wide accomplishments; encouraging respect for traditions and the environment; and encouraging continued membership for the entire workforce

Sequential (monochronic) cultures tend to emphasize: providing people with simple sequential directions; providing strict time limits for each project with intermittent updates; focusing on the job; and keeping personal relations to a minimum

Synchronic (polychronic) cultures tend to emphasize: greater flexibility in how tasks are approached; flexible time limits for various tasks; progress checks through personal discussions; and a greater focus on personal relations as a means of succeeding on the job

Universalistic (rule-based) cultures tend to emphasize: clearly acknowledged rules, and regulations; universal enforcement; providing people with certainty and security; rewards tied

to compliance; and decisions based on objective criteria

Particularistic (relationship-based) cultures tend to emphasize: building interpersonal trust as a basis for relationships; investing time meeting with employees; building informal networks; using influential people to help motivate others; recognizing extenuating

circumstances in rule enforcement, and decisions often based on personal ties

Eg: British and Canadian companies motivate their employees primarily through financial incentives, while German and Dutch companies focus on providing employment stability and employee benefits Indonesian and Korean companies prefer rigid and often autocratic organizational hierarchies where everyone knows their place, while Swedish and Norwegian companies stress informality, power sharing, and mutual benefit in the workplace Some countries, such as Germany, even combine formality and rigid hierarchies with power sharing and an emphasis on securing mutual gain for all employees

A simple example of this is the ‘unique’ communication behavior in India - the culture of shaking heads when communicating In India, shaking the head does not represent

disapproval or negativity like in other cultures In fact, the act of shaking the head is an expression of enthusiastic interest or respectful listening to the other person While for most other countries, a shake of the head will indicate disagreement with that opinion Imagine, if you don't know about this cultural difference, you will mistake that the Indian partner does not agree with your ideas in the discussions and takes time to convince and explain for them, creating an unproductive dialogue

b) Language barriers

No matter which communication channels we use, our biggest obstacle is the ability (or inability) to understand what others are saying If someone’s words don’t make sense to

you, every conversation, email, report, and memo will be unproductive You won’t be able to

execute ideas well as a team because there isn’t a clear agreement on what to do or how to do

it

A language barrier is any linguistic limitation that creates confusion or prevents comprehension A barrier could refer to national and cultural languages, but it may also include specialized knowledge or speech impairments

People can technically speak the same language and still face misunderstandings and gaps in communication due to dialectical differences So it can affect employees' motivation to work

across borders

4 Leadership style - Relationships with colleagues

Managers involved in international business must recognize that if employee behavior

is critical for the success of an organization, and if culture influences such behavior, then it

represents a major influence on the ultimate competitiveness of the firm Knowledge of this fact, as well as an understanding of how culture influences employee behavior and performance, represents a critical strategic asset for global managers in a highly competitive world

Managers in hierarchical cultures, where power is centralized at the top, often emphasize extrinsic rewards over intrinsic ones Job requirements and directives to employees are usually direct and clear

e Decisive and powerful leaders typically run most organizations In many African societies, for example, leaders are often compared to parents, while in many Western societies leaders are compared to athletes Finally, managers in such cultures often prefer unquestioning subordinate compliance with their directives Participation in decision-making is typically low

e Managers in highly egalitarian cultures, on the other hand, often emphasize the use of power equalization models, with an emphasis on intrinsic rewards and minimal salary differentials between groups of employees Money is often less of a motivator than it can be in more hierarchical societies Decision-making is frequently based on widespread employee participation and involvement And leaders are often flexible

and collaborative, even if their standards remain high

Individual and group-centered action:

@ Managers in individualistic cultures often emphasize extrinsic rewards (e.g., pay, promotion) tied to personal achievement, individual-based incentives, personal responsibility for task accomplishment, and the ability of employees to work independently

e At the same time, managers in highly collectivistic cultures often emphasize intrinsic rewards tied to organizational commitment and loyalty (e.g., group camaraderie), group-based incentives, group norms, and moral persuasion as motivators, and teambuilding focused on collective task accomplishment

III Incentive and rewards strategies when launching a new start-up

1 Rewards and incentives

People are rewarded for their accomplishments and contributions If incentives are

valuable and achievable, and individuals understand how to obtain them, they can serve as

motivators Rewards might be monetary or non-monetary Incentives are intended to motivate people to attain their goals They are meant to create immediate incentives Incentives are often monetary in nature, but they can also offer non-monetary advantages such as recognition, promotion, or a particularly fascinating job Financial incentives and rewards have the potential to motivate What is obvious is that oversimplified beliefs about the ability

of money to inspire can cause businesses to design oversimplified performance-based pay schemes or other types of incentives And we may be quite clear that a variety of interrelated elements play a role in inspiring individuals Money is merely one of those things that may work for some people in some conditions but not for others in others It should also be recognized that, while an increase in pay resulting from a contingent compensation system may stimulate those who get it, it will almost definitely demotivate those who do not receive

it or believe they are not receiving enough in comparison to others

Extrinsic benefits in the form of salary offered by employers will assist to recruit and retain employees and, for a brief time, may improve effort and decrease unhappiness Non- monetary intrinsic incentives for responsibility, performance, and the task itself may have a longer-term and deeper influence on motivation As a result, incentive systems should incorporate both extrinsic and intrinsic benefits

2 Organize workshops and training sessions to support development

One of the most difficult challenges as a manager is to keep all participants engaged and to establish a pleasant learning environment There are three levels of engagement: Disengaged, Partly Engaged and Fully Engaged

Employees of all genders are motivated by educational options that can help them enhance their job performance and develop their careers Nonetheless, research shows that women may need such opportunities to be presented differently in order to improve their job excitement This is because women who have parents or care for elderly parents may have too many caregiving responsibilities to participate in college courses or other training choices As a result, I believe that skill-development days, in which employees spend the workday honing their professional skills through lectures or seminars, may be more motivating for women Training across the professional world would relieve women of the burden of caring for others

3 Solving the problem of language and cultural barriers

Language and culture are two intertwined categories When you interact with another language, it means that you are also interacting with the culture that uses that language a) To overcome language barriers in a cross-border working environment:

e Provide language classes

Teach them words, phrases, warnings, and other critical communication elements that are

necessary for daily life and business if they are a foreigner

e Use simple words

Use words in the right context, avoid slang, idioms, and words that have a double meaning,

and repeat anything that’s causing confusion

@ Show, don’t tell

Sometimes the easiest way of learning something new is by watching someone else do it Demonstrate what you want and then have the employees perform the function until the employees can perform the task successfully

e Translating documents

Translating key documents into an employee’s native language helps employees understand more complex tasks or instructions

b) To overcome cultural barriers in the cross-border working environment:

To overcome cultural barriers in a cross-border working environment:

Avoid promoting only one culture in the workplace by organizing informal gatherings for your team members This is an ideal way to learn more about other cultures For example,

you can talk about what makes a certain culture unique: food, holidays, customs, and more