Synopsis on Motivation
CONTENT 1. Introduction and Problem statement…………………………………………………………. 2 2. Problem Outline (Relevance and Contribution) …………………………………………… 2 3. Theories, analysis and discussion……………………………………………………………….. 3 4.1. Need theory………………………………………………………………………………….... 3 4.2. Equity theory…………………………………………………………………………………. 4 4. Conclusion…………………………………………………………………………………..………….. 5 5. References………………………………………………………………………………………..…….. 6
Introduction and Problem statement
Four years ago I was working in “BulgarianBo” that is a real-estate company operating in Denmark and Bulgaria. The company has one office in Copenhagen and two in Bulgaria. Four Danish brokers plus administration and around eleven Bulgarians were part of the company. All of them were working hard to keep the business running in the badly injured market by the world financial crisis causing weak demand for buying property. As an operating manager assistant I experienced how people from different national cultures were likely to be motivated by different factors.
In this synopsis I will strive to reveal which factors best motivate Danish and Bulgarian real-estate agents?
Problem Outline (Relevance and Contribution)
I choose real-estate agents since they are the one bringing a firm’s success and real-estate companies tend to use a wider variety of practices to motivate them rather than some other groups of employees. Bulgaria and Denmark are interesting countries to be compared since they arguably have very different national cultures.
Research suggests that “the effective use of human capital, not physical capital, is likely the most important determinant of organizational performance’’1. It is important that real-estate companies are learning how to motivate their agents (human capital) to work to their full potential. Further, it has been suggested that “people from different national cultures are likely to be motivated by different factors.”2
Theories, analysis and
Introduction and Problem statement
Four years ago I was working in “BulgarianBo” that is a real-estate company operating in Denmark and Bulgaria. The company has one office in Copenhagen and two in Bulgaria. Four Danish brokers plus administration and around eleven Bulgarians were part of the company. All of them were working hard to keep the business running in the badly injured market by the world financial crisis causing weak demand for buying property. As an operating manager assistant I experienced how people from different national cultures were likely to be motivated by different factors.
In this synopsis I will strive to reveal which factors best motivate Danish and Bulgarian real-estate agents?
Problem Outline (Relevance and Contribution)
I choose real-estate agents since they are the one bringing a firm’s success and real-estate companies tend to use a wider variety of practices to motivate them rather than some other groups of employees. Bulgaria and Denmark are interesting countries to be compared since they arguably have very different national cultures.
Research suggests that “the effective use of human capital, not physical capital, is likely the most important determinant of organizational performance’’1. It is important that real-estate companies are learning how to motivate their agents (human capital) to work to their full potential. Further, it has been suggested that “people from different national cultures are likely to be motivated by different factors.”2
Theories, analysis and
References: Adler, N. J. (1991). International dimensions of organizational behavior (2nd ed.). Boston, MA: Kent Publishing Hofstede, G. (1980). Cultures consequences: International differences in work-related values. Houston, TX: Gulf Publishing. Maslow, A. (1954). Motivation and personality. New York: Harpers. Adams, J. S. (1976). Injustice in social exchange. In L. Berkowitz, & E. Walster, Advances in experimental social psychology. New York: Academic Press. C.F. Fey / International Business Review 14 (2005) 345–367