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.
Oxford Scholarship Online requires a subscription or purchase to access the full text of books within the service. Public users can however freely search the site and view the abstracts and keywords for each book and chapter.
If you think you should have access to this title, please contact your librarian.