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Culture, Self-Identity, and Work$
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Miriam Erez and P. Christopher Earley

Print publication date: 1993

Print ISBN-13: 9780195075809

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780195075809.001.0001

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Work Motivation

Work Motivation

Chapter:
(p.97) 5 Work Motivation
Source:
Culture, Self-Identity, and Work
Author(s):

Miriam Erez

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195075809.003.0005

Organisational motivations grounded on a cross-cultural approach are essential in the analysis of the factors that affect employees' (though different) persistence, volunteerism, and goal-directed actions. Even if there are explanations about drives according to the hierarchy-of-needs approach, the goal-setting theory, and the expectancy paradigm, these are insufficient in establishing the correspondence of several motivational strategies and behavioural patterns with cultural features. Such relationship is made possible by the self-regulatory processes, which come in the form of monitoring, assessing, and responding; and later on, builds the total belief system. Self-observation lets individuals look upon their own experiences, undertakings, and outputs. Self-appraisal involves feedback from significant others, selected social references, and personal reactions. These indicators of an integrative total belief system improve an individuals' self-concept, which affects that person's competence and performance, specifically in an organisational context.

Keywords:   organisational motivations, cross-cultural approach, employees, self-regulatory processes, belief system

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