In reality, HWI consists of many different constructs e. HWI is apparently similar to JE, but these two constructs are distinct. Examples of situational types are financial needs or employer-directed contingencies external factors , while dispositional types are characterized by individual differences internal factors , such as work motivation. As previously mentioned, employees may be driven to work by both intrinsic and extrinsic forces, motivating them to engage in work activities to fulfill different needs e.
Ultimately, these two mutually exclusive elements would translate into the same outcome—increased investment at work. Consequently, we hypothesize further the following:. Theoretically, we see that although both aspects of investment are, probably, linked to JE, we may also conclude that these associations would differ based on the type of investment. However, exerting more effort at work, by definition, means that one is more engaged, to whatever extent, in work e.
In other words, while we expect that JE will be positively related to dimensions of HWI one must devote time and invest more effort to be engaged at work , we also assume that JE will be more strongly correlated with the effort dimension, rather than time.
As such, we hypothesize the following:. However, they are still stand-alone constructs, which is the reason the current research gauge them both and correlate them, though they are both outcome variables an issue of convergent and discriminant validity. An organization or a workplace is usually composed of several types of employees, albeit not all of them exhibit the same attitudes and behaviors at work. For example, temporary workers report greater job insecurity and lower well-being than permanent employees Dawson et al.
Another example is of students i. They are, for instance, more interested in salary, promotion, tangible rewards in their job, and other such benefits Palloff and Pratt, Furthermore, capitalizing upon the COR theory Hobfoll, , , the main argument is that employees invest various resources e. As such, a worker who is also a student will, by definition, have fewer resources at either domain work, social life, or family , as opposed to a worker who does not engage in any form of higher education at all.
Specifically, working students with a low level of motivation may take an interest in studies and thus not be likely to devote much effort to work. However, motivated working students will maintain their effort through effective time management because they highly value their current work. Thus, JE and HWI of working students will depend on their motivation to a greater degree than non-student workers. For the current study, the notion of working students versus non-student employees would be gauged, as not much attention was given to distinguishing both groups in research.
Usually, samples were composed of either group distinctively, not in tandem with one another. Hence, we hypothesize the following, based on our previous hypotheses:. This conditioning may also be dependent on international cultural differences. That is to say, we assume that we would receive different results based on the country under investigation because the social, work, cultural, and national values differ from one country to another. As mentioned, countries differ from one another in many aspects.
Different countries display different cultural codes, norms, and behaviors, which may affect their market and work values and behaviors. As such, it is safe to assume that work-related norms and codes differ from one country to another to the extent that working students may exhibit or express certain attitudes and behaviors in country X, but different ones in country Y. Such cultural characteristics may affect the working attitudes and behavior of working students. Specifically, in Japan, working students try to devote as much time as possible even if they are under severe time constraints caused by the study burden.
Moreover, sometimes, they experience guilt because they use their time for themselves i. Thus, they engage in much overtime work as a tactic of impression management Leary and Kowalski, to make themselves look loyal and hard working. In addition, in Israel, there is high value to performance, while in Japan, competition between groups, usually is rooted in society and drives for excellence and perfection.
Also, Israelis respect tradition and normative cognition. These cultural differences led us to formulate the following hypotheses:. Figure 1. Research model. For hypothesis testing, this study conducted questionnaire-based research using samples of company employees who also engage in a manner of higher education i.
Since working students in both countries do not concentrate in specific age groups, industries, or functional areas, participants were recruited from various fields. Moreover, to reduce the impact of organization-specific culture, we collected data from various companies rather than from a specific company, in both countries.
The research constitutes Israeli The demographical and descriptive statistics for each sample are presented in Table 1. The table also contains the result of group difference tests, pointing at some demographic differences between Israeli and Japanese samples. Therefore, the following analyses include these demographics as control variables to control their potential influence on the research model and reduce the problem that would arise from said differences between the two countries.
Table 1. The items of the questionnaire were initially written in English and then translated into Hebrew and Japanese, utilizing the back-translation procedure Brislin, For the Israeli sample, a pencil-and-paper research survey was distributed to total potential participants in two universities and one college. One of the authors provided the questionnaire in several courses MBA and management, human resource management, psychology, and more , at the end of each class session.
Those wishing to participate replied affirmatively and were included in the total sample. We assured the anonymity and discretion of the participants and the data derived from the research and included a conscious consent question at the beginning of the survey asking for their agreement to participate.
No incentives were given whatsoever to the participants for their cooperation. A total of surveys were distributed, yet only came back filled, and all of them were valid to use as data in the research.
For the Japanese sample, the data were collected by using the online questionnaire system of Google spreadsheet. Invitation messages were sent to the potential respondents via email or SNS messenger with the link of the questionnaire. One of the authors contacted full-time workers who participated in one or more of the following 1 strategic management and organization management classes of a Japanese private university, 2 human resource management course in an educational service company, or 3 one-off lectures conducted by the author.
All of them were non-student workers, and ultimately, 97 of them answered the questionnaire in full As for the working students, the same author reached out to three graduate schools through personal networks. Then, he asked the liaison of each school to list up working students and send them the questionnaire link by email or SNS messenger.
In total, the link was sent to working students in said three universities , and 74 completed the questionnaire Thus, the overall response rate was The data were analyzed utilizing the SPSS v.
It is a modeling tool based on ordinary least squares OLS and logistic regressions for basic and complex path analyses with strong algorithms and modular capabilities and can handle simultaneous moderation and mediations effects including moderated-moderation effects.
To elaborate, holistic testing of the entire model see Figure 1 via SEM will result in 15 different observed variables including the interaction effects and a two-group comparison, and abundant regression lines would result in a high number of degrees of freedom.
It would also require a considerably higher sample size to meet the mathematical conditions for SEM. However, we should note that one of the limitations of PROCESS is the inability to test models with more than one dependent variable Y or more than one independent variable X , and as such it is required to test the model see Figure 1 separately—one for each predictor—criterion linkage.
As per Table 1 , we can see some differences between the two countries, and as such, we included them as covariates in the moderated-moderation analyses. In other words, in these analyses, we controlled for the effects of job position, age, number of children, tenure, and also gender and marital status.
This is relevant for Tables 4 —6. Evidently, the inclusion of control variables has increased the predictive capacity and goodness of our results. Gender is a dichotomous closed question with options of 1 male or 2 female. The first general factor that emerged from the analysis accounted only for While this result does not rule out completely the possibility of same-source bias CMV , according to Podsakoff et al.
First, we explored descriptive statistics and associations between the variables. These results are displayed in Tables 2 , 3 , for each sample. Table 2. Table 3. As shown in Table 2 , we found the following regarding the Israeli sample:. This supports H5c, in Israel. Moreover, as shown in Table 3 , we found the following regarding the Japanese sample:.
This supports H5c, in Japan. To test the rest of our hypotheses i. The results from the analyses are presented in Tables 4 —6. The most powerful way to do this is to give people the opportunity to experiment and solve problems that really matter. They may not even be easy to identify at first. Your employees will need your help to do this. Ask them: Where can we deliver amazing service to our customers? What will drive growth even in a time of fear?
Why are these problems critical, valuable, and interesting? An insurance company is testing ways to prioritize their skyrocketing internal chat volumes and process claims in timely ways. What has made them so successful is that they are not relying solely on giant new programs or approaches that need CEO approval. They are simply finding ways to make sure every single person on their teams feels like they have a challenge that they can help solve.
In your own cases, this challenge can range from something as small as how to better greet customers or accommodate new schedules to something as big as moving your previously in-person business online.
Few organizations have been taught how to identify when and where it is OK to experiment with new ways of working — despite the fact that experimentation results in a point increase in employee motivation. First, what you measure is the single strongest signal to your people of what you care about. If you want to show them that you care about their motivation, you can measure it using our online tool or using your own preferred survey tool. Then, have a discussion with them about what might be driving their motivation up or down, and what would be helpful to maximize their motivation and experimentation in the weeks to come.
You might ask questions like: How is the current situation affecting you at the moment? What tips do people have for how to motivate yourself and find play and purpose in the current environment? This is your time to listen and create a safe environment in which everyone can talk. Second, make sure your weekly routines are not focused only on the tactical work — the concrete plans you need to execute, like the tickets you need to answer, or boxes you need to check. Half of your week should also be focused on adaptive performance , where there is no plan to follow, but instead, experimentation and problem solving.
Monday: Hold a performance cycle meeting for the team that covers the following. I remain thankful for your unconditional love, care and mentorship. Level of Motivation……………………………………………………………………44 Table 4. Level of Motivation Cross-tabulation…………………… Ethnicity vs. Misunderstanding due to Work Method………… Level of Motivation………………………………………………………………….
Level of Motivation Cross-tabulation……………………46 Figure 4. Misunderstanding due to Work Method………….. A multicultural setting can be difficult in facilitating unity due to diverse methods of expression, intercommunication, cultural norms, values and ways of life which presents a major threat to many organisations Wright and Drewery, Valez suggests that motivation is a powerful quality anyone has to possess especially when there is an aspiration to obtain something in life.
In a multicultural team, motivation involves both scaling through the cultural heterogeneous barriers and completely doing the right thing for the achievement of objectives.
According to Ellemers et al, researchers have identified motivation as a level of strength team members incorporate in a team performance.
Although motivating employees seems to be an upheaval task, yet it is very vital for organisational growth and survival as people can only do what they find happiness in doing or what they are motivated in doing. Being motivated and remaining motivated enables employees to obtain the efficacy needed to attain their objectives.
It is the propellant that stimulates teams to grasp their target and actualize their utmost desire. Motivation and cohesion are reasonably the most vital antecedent of progress amongst employee from multicultural background Carron and Brawley, In a multicultural team setting, there should be coherence, which involves motivational enforcement that can pull employees of diversified cultural team together, so as to compatibly work together with one, other.
How does motivation impact team performance in a multicultural team setting? Motivation is abstract and cannot be directly identified. Arnold et al. They also suggest that psychologists see motivation as an outcome of essential human demands while others see it as a means of maximising gains. Still others believe that one is motivated to actualise what he or she feels is a moderate situation comparable to others experiences. Regardless of all these assumptions, the most comprehensive approach to motivation is goal- setting.
Locke and Latham agree that difficult goals result in greater performance unlike easy ones, specific goals lead to higher team performance and feedback is very vital in understanding the purpose and benefits of setting difficult goals.
Henry states that motivated people are ever desirous of their work and earnestly seek ways to improve what they do. He found out that when asked an employee what motivates them at work, most people admits that responsibility, recognition, freedom to make decisions and interesting work rather than just pay enhances their performance in the workforce. Rus Slater agrees that insight is the key to unbolt motivation, while motivation is the key to unlock high performance. If work objectives such as excellent team performance are difficult, specific and followed by feedback on individual work performance, then the objectives are usually actualised.
Organisations focus on how employees assign their brainwork, keenness and problem-solving to tasks and how their habits influence their ideas and personality Arnold et al. Robbins et al. However, regardless of the impact of motivation on team performance, it appears that cultural background with other factors play a major role in identifying the impact of motivation on team performance which are analysed in this research work.
A Multicultural company Lebara is a solely multicultural company whereby recruitment is from diverse social and ethnic background, taking note of the differences each employee generates to the success of the company.
The company provides a friendly and motivating environment whereby team members are stimulated to improve through commitment, providing opportunity to be outstanding so as to attain excellence and render maximum value to customers.
As a multicultural organisation, Lebara is committed to foster unity and motivation amongst employees through creation of friendly environment, award schemes, rewards, career development and in return, great and outstanding performance is achieved.
Employees are encouraged to relate with their colleagues amicably so as to avoid bias. According to Wright and Drewery team made up of culturally diverse members, tends to be less steadfast than those in a culturally compatible team. Leonard et al. However, it is difficult to identify which of the components motivate individuals at any certain time thus they suggest that different psychological activities lead to various types of motivation. Guirdham suggest that diversity means people from diverse walks of life such as colour, gender, religious groups, culture, skills, demographics, ethnicity and nationality.
Diversity can be visible or invisible and these two categories of diversity play a vital role in identifying the progression and output of diverse teams in a multicultural team setting.
Amongst the complex facet in management is why people are impelled to do anything and this has been an area of concern to organisations due to need to ensure that team members are motivated to influence efficient and effective performance. According to Hofstede the fundamental skill for adapting in a multicultural work environment is with the familiarity of personal cultural values with that of the colleagues with whom one is dealing with.
Diverse cultural team members have varying styles of communication, methods of decision-making, and ways of reasoning which plays a major role in determining team potency and competency. However, diversity on the other hand can enhance higher level of resourcefulness thereby generating better results.
A proper awareness of these conditions will enable an organisation such as Lebara to anticipate the likely effects of not only motivation but other factors in a multicultural setting thereby controlling output and resources effectively. Team members must encourage and augment two basic features such as motivation to relate effectively and confidence. When organisations employ diverse people, a contradiction is usually established.
Simultaneously, employers want to support the diverse viewpoints that the employees bring into the workforce hence the complication.
Multicultural teams are expanding, ranging from conglomerates to small sized companies with people from different part of the globe or different time zones and if there is no motivation amongst team members, the workforce may likely face severe deterioration. Lack of unison due to communication barrier involves spending more time agreeing on specific actions or discussing effective activities.
Unmotivated workforce may be escalated if workers are fearful or reluctant to openly discuss matters that concern them. If someone is willing to understand why certain behaviour is detestable to someone else, it is wise to dialogue.
The limelight is on the process of research, which begins with a research design that requires a structured plan, and strategy of investigation so as to derive answers to research problems and questions. Two types of data used for this dissertation are the primary data and secondary sources of data. The primary data for this research was collected by formal interviews, evaluations and observations which were carried out to gather the necessary information needed from the How does motivation impact team performance in a multicultural team setting?
Also, secondary data are those obtained from data sources. The inductive phase of this research was carried out using secondary data such as journals, website resources, textbooks, and other disclosures related to the research work. Recommendations from the interviewee form the backbone of the findings and analysis used in this dissertation.
The field of motivation is so extensive, thus very difficult to adequately address all the areas that disclose motivation in a multicultural team environment. This research focuses on how motivation impact team performance in a multicultural setting, streamlining it to employees of Lebara Mobile United Kingdom so as to enable the company augment its functionality.
Nevertheless, room has been created for further amplification of this research, by involving team mates from other parts of the world and establishments for better understanding. Jackson et al. Objectives To achieve the above stated aim, the following objectives outlined are to be achieved.
HRM has become a fundamental factor in the auspicious management of an organisation and with the rising expectations amongst employees, it is beneficial to establish an effective human resource management Giri, According to the same author, HRM is a philosophy that focuses on motivating and satisfying human needs at work which motivates them to render their best performance towards achieving the organisational goals and objectives.
Torrington et al. Bratton and Gold identify HRM functions as planning, formulating, advancement, compensation and maintenance so as to maintain friendly environment and better productivity. It requires adequate knowledge and skills for predicting both personal and organisational behaviour. Human mind is the power house of efficient and devoted manpower thus the need for effective HRM.
With increasing globalisation of businesses, the way organisational works are carried out have greatly changed. However despite the mechanisation and advancement of work activities, greater skills and technical knowledge are expected from people who operate them. Organisation of Work Beich agrees that high performing teams are a basic treasure that organisations cannot do without. A team is a group of people inclined on each other for the achievement of a common goal.
Teamwork leads to better results and organisations have realised that teams are very beneficial to the revolving needs of the competitive world. Working in a team How does motivation impact team performance in a multicultural team setting? Communication amongst team members from diverse culture can broaden the circle of conversation and increase learning through sharing of information.
People spend most of their times at work, thus the workplace should be a pleasant place for personal satisfaction and experience. Intensity is the rate at which someone tries hard, direction is the focal point while persistence determines how an employee can endure in the chain of action. Geoff et al. But the concern is, if there is anything organisations can do to encourage motivation amongst their employees. In response to this, Batchelor suggests that understanding what motivates a team will enable an organisation to design appropriate incentives.
Hall et al. Motivation can modify life and team members can obtain whatever they want if only stimulated as it is the psychological stimulant that instigates an individual towards an action to achieve a desired goal.
It is a pre-requisite for anyone to possess, which can only be possible if there is a burning desire to obtain something in life. Valez insists that motivation is an attribute required to achieve anything in life and the absence of it can lead team members into easily giving up at the slightest evidence of distress. It How does motivation impact team performance in a multicultural team setting? Clark defines motivation as the process that initiates and maintains focused team performance.
In the absence of motivation, the most vigorous person will be unwilling to work effectively or can even do so grudgingly.
It initiates the mental capacity that gingers us to make use of our skills and knowledge. Motivation alone does not determine work performance, rather when applied with the necessary skills and knowledge to carry out tasks. A lot can motivate individuals, which shows that most people and psychologist have been puzzling over what really motivates individual Schwalbe, It is obvious that people do not go to work without reason, most people believe that money could be the reason why people wake up very early for work.
Yes money is a driver but certainly not a comprehensive reason. Money is a good motivator according to some people Adrian, but the point is, if money is a substantial motivator at work, why has research regularly shown that there is no intersection between joy and affluence?
Ather et al. They confirmed that Porter and Lawler findings correlate between motivation, performance and satisfaction as separate entity in terms of people being persuaded by the outcome of the expected result thus the need for organizations to value the importance of rewards towards an individual performance.
Pearce criticizes that motivation is not just being nice to employees and creating friendly workforce, but rather giving employees progressive opportunities to improve, learn and test their knowledge so as to achieve personal career growth with recognition of those employees who put extra efforts to achieve organizational goals.
Knowledge of the impact of motivation on team members from different cultures is very important for organizations to improve performance. French opinion on motivation is that it is associated with team performance, job satisfaction and employees retention regardless of the background. Furthermore, what keeps people motivated from diverse cultures differs, yet the outcome remains the same.
Carron and Brawley agree that multicultural team requires How does motivation impact team performance in a multicultural team setting? This theory is said to be invalid as not all motivation is as a result of physiological needs like curiosity and self-efficacy. Skinner emphasized that reinforcement controls behavior making consistent responses to occur. Either reward or punishment is a tool that is used in buttressing an acceptable behavior so as to evoke an outcome. Subconscious Motives David McClelland emphasized on the importance of consciousness and sub-consciousness in human action.
Subconscious attributes include knowledge, beliefs and attitudes, which an individual is not aware of. His three categories of needs are the need for achievement n-ach , need for power n- pow and need for affiliation n- affil. Also, many people acquire and display all these attributes thus controlling the outcome of their motives through personal efforts. The two major concepts of motivation are the content and process theories.
Even though the two theories appear to be associated with most theories, yet they do differ in their relative importance. These theories are very vital in delivering a contextual framework for relating with people so as to avoid misunderstanding.
Burger emphasises that the highest level of need cannot be satisfied if the lowest levels are not first satisfied. The lowest How does motivation impact team performance in a multicultural team setting? Need becomes more psychological and social as people move up the pyramid, resulting in the desire for love, intimacy, and friendship. Furthermore there is need for esteem self-respect, autonomy, achievement and then the feeling for self-actualisation becomes a priority McClelland, He carried out his experiment on accountants and engineers who How does motivation impact team performance in a multicultural team setting?
Hygiene factors are the essential ones needed to avoid dissatisfaction at work. It includes company policies, wages, salaries, interpersonal relations, working conditions, job security. The presence of motivators leads to job satisfaction to achieve maximum performance and output such as status, responsibility, recognition, self-actualization and personal growth.
Both Herzberg and Maslow suggest that needs have to be satisfied for the motivation of an employee. There is need for organizations to modify work in such a way that motivator factors can be applied effectively and he suggested three ways; Job enlargement is the introduction of new roles with many responsibilities to enlarge a previous one that can be achieved through training, though usually expensive due to training cost Marcouse Job rotation is an enlargement of task being carried out by employees with the necessary training given, so that employees can confidently interchange jobs with one another Jonathan and Diane This can boost job satisfaction as employees have more autonomy about the job hence very vital for organisations as a sick employee can easily be replaced with another colleague.
Job enrichment deals with motivating employees by improving various work activities, processes, environs and allowing them to make use of their abilities so that work will be more satisfying for them Mustata et al, The three levels are Existence physiological, safety needs , Relatedness social, esteem needs and Growth Self- actualisation. The theory also put into consideration, the differences in choices amongst cultures, being that different culture has different taste and behaviours.
Wlodarczuk stipulates that if there is any sort of frustration in a higher need, people are likely to regress so as to boost the satisfaction of the lower need resentment- degradation principle. In the workplace, mangers should acknowledge that employees work with the motive to satisfy various needs concurrently and as such should not focus on satisfying only one need at a time as this can lead to de-motivation. Likewise managers should be conscious of frustration-degradation principle and rather create multiple opportunities for employee growth so as to boost performance.
These theories are based on the fact that human beings are grouped based on assumptions and that managers should modify their behaviors towards the employees based on these assumptions. Theory X managers insist that employees willingly dislike work, thus have to be encouraged, motivated or even forced to perform their tasks.
Here people are negatively minded, incoherent, and lazy hence the need to be coordinated or coerced into doing things. Theory Y managers agree that employees are more creative and are always optimistic in executing their duties.
Employees here are hardworking and if given the necessary incentives will keep on striving higher for the growth of the company. Locke et al. Their research emphasized that difficult and definite goals result to greater performance than easy ones. Management By Objectives MBO stresses that goals must be specific, quantifiable, obtainable, reliable, and time-bound with feedback generated.
Koontz and Weihrich suggest that this form of motivation was introduced by Drucker in with the aim that people should have a clear definition of their act and its impacts on the organization. According to Koontz and Weihrich this theory disregards the internal state of people rather on what happens to them when they take any action, hence the environment must be designed in a way that can motivate employees. Managers influence and control the behaviours of their employees either through Positive reinforcement, negative reinforcement, punishment or extinction.
Organisations must ensure that all team members are not rewarded simultaneously and emphasize on the weak points of each member as a way to obtain positive reinforcement. According to the author, Adams J. Stacy the innovator of the theory agreed that employees discern equity by weighing their inputs and outcomes and by also comparing themselves with other people.
The bases for comparison are: How does motivation impact team performance in a multicultural team setting? Inequality occurs if an individual feels that the ratios of his or her input to outcome with others are unequal.
However if equal, one feels fairness and tends to be motivated and maintain higher performance. Despite the criticism, majority of the evidence support the theory as it concentrates more on outcome and not needs.
The theory emphasises that the degree of performing an activity is dependent on the assurance that it will yield an outcome and reward DuBrin, Acquisition of the right skills for executing a task, availability of resources, access to information and obtaining the appropriate support for completing a task are the factors that enhance the possibilities of expectancy.
This theory highlights why majority of employees are not motivated in the workplace but rather do only what is expected of them. Employees will apply maximum effort if they notice that there is a strong correlation between effort and performance, performance and rewards, and rewards and satisfaction of personal goals Robbins et al. There is an attraction on how and why people get motivated. Some approaches focused on the job instead of the individual while others focused on the behaviour at work.
Motivating employees from different cultures can be quite interesting and demanding once How does motivation impact team performance in a multicultural team setting? Researchers have suggested diverse ways through which employees can be motivated. Go et al agrees that employees are likely to be motivated through appreciation, training, incentives, equality, goal setting, jobs design and rewards.
Worman enlists some of the ways to motivate employees in the absence of pay rise such as acknowledgement, education, creative job, friendly workplace, empowerment, team spirit, inspiration, creating responsibilities, arranging food and company party. Motivation is not the only determinant of team performance, other factors, which will be dealt in this research, also contribute towards team performance.
Uhl-Bien and Marion cites Katzenbach and Smith, that a team is a slight number of people with corresponding skills bound to a common aim, performance goal and working procedures for which they hold each other responsible. Scholtes et al. Teams build atmosphere where organisation can manage evolution, progress collaborative spirit, skills and creativity.
Halverson and Tirmizi identified that when people in any organization interact and rely on each other to achieve desired motives, they are working as a team. They emphasized that recent globalization and technological advancement has complicated the way work is carried out resulting in people depending on one another before the organizational goals can be successfully accomplished.
People often contradict team with group which according to Forsyth, is a collection of more than one person or things. A group is a number of people who share common goal. Organisational goals affect the nature of its formal groups and the stages of development are forming, storming, norming, performing and adjourning. Many factors influence team performance and teamwork, and the potentiality to work in teams needs smart skills and synergetic mind so as to successfully attain business goals.
Jenner et al. Katzenbach and Smith as cited by French et al. They suggested that a high performance team sets a standard and outperform average team in diverse ways. Smith as cited by Hellriegel and Slocum, states that high performance is a function of chance and option thus should not be waited for rather should be achieved. A multicultural setting can pose complexities in inspiring coalition due to diverse methods of conversation, interaction, values and ways of life, which presents a major threat to many organisations.
Guilherm et al. Cavusgil et al. Varying languages and accents can pose a major barrier towards effective teamwork that leads to cross-cultural misunderstandings, communication failure, and incompetency in a team. According to McLaren knowledge of a language is a pre-requisite in being familiar with culture, and cultural understanding is fundamental in understanding of languages that are so versed. Normally, some cultures encourage team problem solving than others, and anticipations of how the organizational activities is to be executed differ among cultures.
However it is vital to involve every member of the team, by creating room for understanding of other cultures, dealing with the inaccurate interpretations of diverse cultural behavior and enabling more absolute approach for resolving conflicts. Firms should be familiar with the possible causes of misunderstandings and enlighten their employees, so as to overcome the problems and incompetencies most likely to arise.
Make sure you are available to contact and be open and approachable in your attitude to communication. This will make your staff feel involved in the business and its operations which will further motivate them to achieve better results.
The best kind of companies are those where everyone works together cohesively. Encouraging and promoting teamwork boosts productivity because it makes employees feel less isolated and helps them to feel more engaged with their tasks. You can do this by regularly holding team-building exercises and opportunities for your team members to bond and get to know one another.
Think about this when hiring new staff by considering how they will fit into the team and the workplace culture. Our environment has a significant impact on our productivity, contentment and creativity.
Healthy and happy employees are more likely to feel motivated and engaged. Create a space that is enjoyable to work in and an office where your employees want to spend their time. Be conscious of privacy, noise, air quality, natural light, areas to relax and the ambience.
Encourage healthy attitudes by offering healthy snacks and access to exercise, whether this is in the form of a gym membership or participating in team exercise classes. By promoting healthy habits you can help your staff to maintain their energy levels and reduce their stress.
Office perks such as these will also make your team feel appreciated and further encourage them to do their best work. And don't forget about your remote employees. They need just as much attention and support from your side to create a healthy work environment for them, too - even if their office is at home. Keep in mind that employees that work from home regardless if it's just a few days per week or on a constant basis will have different struggles than the employees you see daily at the office.
Make sure to run regular Pulse Surveys for remote employees to find out what they are struggling with so you can support them better and help them create a positive and productive work environment, regardless of where they're located.
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