S10: IHRM Key factors - Chap 11: Motivating and leading
Key points 1- Motivation and leadership are factors in the successful implementation of desired strategy. However, while many of the basics principles are universal, much of the actual content and process are culture-contingent – a function of an individual’s needs, value systems, and environmental context 2- One problem in using content theories for cross-cultural research, such as that created by Maslow, is the assumption of their universal application. Because they were developed in the United States, even the concepts, such as achievement or esteem, may have different meanings in other societies, resulting in a noncomparable basis of research. 3- Implicit in motivating an employee is an understanding of which of the employee’s needs are satisfied at work. Studies on the “meaning of work” indicate considerable cross-cultural differences. 4- A reexamination of motivation relative to Hofstede’s dimensions of power distance, uncertainty avoidance, individualism, and masculinity provides another perspective on the cultural contexts that can influence motivational structures. 5- Incentives and reward systems must be designed to reflect the motivational structure and relative cultural emphasis on five categories of rewards: financial, social status, job content, career, and professional.

S9: HRM focus on international – Chap 10: Developing a Global Management Cadre
Key points 1- Expatriate career management necessitates plans for retention of expatriates during and after their assignments. Support programs for expatriates should include information from and contact with the home organization, as well as career guidance and support after the overseas assignment. 2- The expatriate ‘spouse plays a crucial role in the potential retention and effectiveness of the manager in host