Job Satisfaction and Motivation

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Table of Contents

Introduction
Hofstede’s Dimensions
The Highest Level of Job Satisfaction
Conclusion
References

Introduction

Job satisfaction and motivation are highly important issues that contribute to the development of any country. However, these aspects depend on the specificity of a culture (Huang & Van de Vliert, 2003). Hofstede’s theory allows measuring certain attributes regarding national mentality. The purpose of this paper is to analyze and compare Hofstede’s dimensions, using examples of the United States, Germany, and China to determine a country with the highest level of job satisfaction.

Hofstede’s Dimensions

The power distance dimension implies the impact that an individual has on other people’s thoughts and behaviors. This aspect describes the attitude of less powerful individuals towards more powerful ones. The United States and Germany’s scores on Power Distance are 40 and 35 respectively (“Country comparison,” 2017). These are quite low scores compared to Chine that has 80. Hence, Chinese tend to accept a hierarchical order without justification.

The individualism dimension demonstrates the degree of interdependency among the members of a community. Personal interests are more important than the public interests in individualistic societies. China with a score of 20 is among collectivistic countries (“Country comparison,” 2017). Different social groups have strong relationships. On the other hand, the United States is one of the most individualistic countries in the world with a score of 91(“Country comparison,” 2017).

People in the US focus on their families and do not seek support from the government. Meanwhile, Germany is in the middle. This country scored 67 (“Country comparison,” 2017). However, this culture is closer to the US rather than to China.

The masculinity dimension stands for competitive behaviors and determination to achieve results. These three countries are relatively close regarding the masculinity parameter. However, China and Germany have 66, and the US has 62 (“Country comparison,” 2017). Hence, Germans and Chinese give more value to successful performance and are considered to be more masculine nations.

The uncertainty avoidance dimension shows how communities handle unpredictable outcomes and control the future. China is at the lower position as it scores 30 (“Country comparison,” 2017). Chinese are not concerned about ambiguity. They are highly adaptable and enterprising. The US has a score of 46 (“Country comparison,” 2017). Hence, Americans often accept new ideas and take risky opportunities. Germany with a score of 65 is among countries that tend to avoid uncertainties (“Country comparison,” 2017). It is presented in the law system and philosophy that emphasizes deductive approaches, compromising inductive ones.

The long-term orientation dimension emphasizes such characteristics as thrift and persistence. China has 87 in this dimension (“Country comparison,” 2017). Chinese deal with problems realistically and practically. They are very flexible and easily adapt to particular needs. Germany is also a very pragmatic nation as it scores 83 (“Country comparison,” 2017). However, the US is at the lowest position. It got only 26 (“Country comparison,” 2017). Americans tend to simplify complicated issues. They favor short-term goals with immediate profit and minimal losses.

The Highest Level of Job Satisfaction

Holland’s personality-job fit theory will help to determine a country with the highest level of job satisfaction. This theory implies that employees have to have fewer limitations regarding the choice of profession (Robbins & Judge, 2013). Hence, aspects like individualism, uniqueness, and abilities to enterprise contribute to greater opportunities to find a more satisfying job. The United States has high results regarding dimensions that highlight these attributes.

Therefore, it is logical to assume that Americans have the highest level of job satisfaction. However, there is another motivational theory called person-organization fit. This theory compromises personal interest in performed work and underlines needs of an organization as a whole. Hence, this theory is more relevant in Germany and China because such dimensions as masculinity and long-term orientation are the highest in these countries.

Conclusion

In conclusion, mentioned above examples show the differences among three countries. These aspects have a significant impact on a degree of job satisfaction. However, it depends on the mentality of a specific culture and social welfare programs. Hence, the job satisfaction indicator is quite subjective and should be considered as a complementary measure.

References

Country comparison. (2017). Web.

Huang, X., & Van de Vliert, E. (2003). Where intrinsic job satisfaction fails to work: National moderators of intrinsic motivation. Journal of Organizational Behavior, 24(2), 159-179.

Robbins, S. P., & Judge, T. A. (2013). Organizational behavior, (15^th ed.). India: Pearson Education.

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Job Satisfaction and Motivation

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