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根据Robbins, DeCenzo, and Coulter (2011)的理论，动机，在心理学上一般被认为涉及行为的发端、方向、强度和持续性。动机为名词，在作为动词时则多称作“激励”。在组织行为学中，激励主要是指激发人的动机的心理过程。通过激发和鼓励，使人们产生一种内在驱动力，使之朝着所期望的目标前进的过程。（267页）。动机是在需要的基础上产生的。需要是一切行为动力的源泉，需要成为人行为的动力必须要转化为动机。那么需要是怎样才能转化为动机呢，心理学家的研究表明：需要本身是主体意识到的缺乏状态，但这种缺乏状态在没有诱因出现时，只是一种静止的、潜在的动机，表现为一种愿望、意向。只有当诱因出现时，需要才能被激活，而成为内驱力驱使个体去趋向或接近目标，这时需要才能转化为动机。组织总是在寻找新的方法来激励员工。在全球经济中理解文化差异可以影响一个组织如何能激励员工的重要。Geert Hofstede（as cited in Sledge, Miles, & Coppage引述，2008）认为，有文化的五个维度。这五个维度是权力距离，个人主义与集体主义，不确定性规避，男性和女性气质，与儒家思想（1670页）。本文将探讨文化各维度以及他们如何影响员工的积极性。

According to Robbins, DeCenzo, and Coulter (2011) “motivation is the process by which a person’s efforts are energized, directed, and sustained toward attaining a goal” (p. 267). Organizations are always looking for new ways to motivate employees. In a global economy it is important to understand that cultural differences can impact how an organization can motivate its employees. Geert Hofstede (as cited in Sledge, Miles, & Coppage, 2008) believed there are five dimensions of culture. These five dimensions are power distance, individualism versus collectivism, uncertainty avoidance, masculinity versus femininity, and Confucian dynamism (p. 1670). This paper will discuss each dimension of culture and how they could effect employee motivation. 

Power Distance 

According to Sledge, Miles, and Coppage (2008) power distance is “the degree to which control and influence are distributed unequally in society” (p. 1670). In a country with a high power distance employees would not feel comfortable voicing their opinions or disagreeing with their managers. Empowering employees would not work well because employees would be scared to take actions on their own. Employees would feel more comfortable with structure and strict procedures. In countries with low power distance managers could benefit from empowering employees. Employees are free to voice their opinions and develop and express new ideas or plans. Empowerment would motivate employees more in a country with low power distance. 

Individualism versus Collectivism 

According to Sledge, Miles, and Coppage (2008) individualism versus collectivism is “the concepts of ‘I and Me’ versus ‘We and Us’” (p. 1670). Some cultures rely heavily on groups and teams. Collective societies look at group accomplishments rather than individual accomplishments. Some countries such as China and Japan rely heavily on groups. Countries like the United States and Canada are more of an individualism society. People focus more on individual accomplishments. Teams have started to become popular in the United States, but are not as effective as in a collective society. In a country where individualism is strong individual recognition and rewards would be effective motivators. 

Uncertainty Avoidance 

Sledge, Miles, and Coppage (2008) explain uncertainty avoidance as “the degree of risk aversion” (1670). In a country with high uncertainty avoidance there may be more policies and procedures in place. In a culture with low uncertai本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。