Work Motivation, Personality, and Culture: Comparing Australia and India

The influences of motivation and personality in relation to performance have been examined extensively in the research literature, but there has been only limited attention given to the influence of these facets on performance across cultures. There is an increasing use of international resources and alliances aimed at better economic management in many global companies, but more needs to be known about how cultural issues are related to individual motivation, personality and perceptions of performance. Moreover, there are several theories of motivation, but the transferability of these theories to different cultures has been questioned. Thus, a model of motivation, personality characteristics and cultural differences influencing performance is proposed and will be tested in a cross-cultural comparison. Specifically, motivational influences, personality characteristics and cultural differences in Australia and India will be examined in relation to performance in two contexts, the first, in the educational setting dealing with students and their attitudes and approaches, and the second, in the workplace setting dealing with workers in their attitudes and approaches. It is hoped the findings will have both theoretical implications for the model of motivation-personality-cultureperformance and practical implications for selection, training, development and compensation in dealing with a global workforce. The current paper reports the main basis for the research to come, outlining the importance of understanding the India-Australia similarities and differences in personality and motivation, and indicates what the implications for cross-cultural relationships are. There is an increasing use of international resources and alliances aimed at better economic management in many global companies, but more needs to be known about how cultural issues are related to individual motivation, personality and perceptions of performance. While it is known that individual differences and motivation are closely linked to human resource performance, what motivates one person may not motivate another and although several theories of motivation exist, the transferability of these theories to different cultures has been questioned (Hodgetts, Luthans, & Doh, 2006; Hofstede, 1980; Hofstede, 1993; Newman & Nollen, 1996; Townsend & Wrathall, 1997). Another point to consider as posited by Steers, Mowday, and Shapiro (2004) is that certain areas of management research such as leadership, groups and teams, decision making and negotiation are being conceptually developed, but theoretical development of work motivation has been left behind. It is also clear that, while theoretical development of work motivation has stagnated, organizational structure and processes have witnessed several dramatic changes. The workforce today is characterized by increased diversity; business process outsourcing has become quite common; and the challenge of managing across borders has become more pertinent. Steers et al. also foresee that in the future companies will compete on the basis of quality of technology and quality of human resources, making a motivated workforce an asset that provides a competitive edge. Research into motivation is therefore more important than ever. The study of work motivation is closely related to the study of individual differences as individuals in the workplace can differ in the ways they respond to motivational practices (Porter, Bigley, & Steers, 2003). Therefore, we have proposed and are developing a new model of work motivation commensurate with the changes in the workforce and incorporating the influences of culture and individual differences. This paper reports the foundation for future research to come.