The paper 'Attitudes and Behaviors of the Insider and the Outsider with Respect to Dancom Organization' is a great example of a human resources case study. In the introduction, motivation is a characteristic aspect of an individual with the potential to influence an individual behaves or individual responds to environmental stimuli. Motivation is a behavioral product (Sorrells 1998) with emotional and success associations (Varner 2000a: 39-57). Hofstede (1980:21) argues motivation is a derivative of intrinsic, extrinsic, physiological, and achievement functions in the life of an individual subject to the domain of basic values (Hofstede 1980, 1983:46-74).
Hofstede (1980) indicates organizational intrinsic and extrinsic environment determines the outcome of employee motivation that shapes organizational economic growth. In multi-national organizations, cross-cultural motivation determines the scope of economic growth (Varner 2000b: 99-111) that an organization can realize subject to cross-cultural leadership behavior that is adopted vis-à -vis the local cultural and traditional affiliations of the employees (Early, Ang and Tan 2006). This essay evaluates theories of motivation and their application in understanding contrasting attitudes and behaviors of the ‘ insider’ and the ‘ outsider’ with respect to the Dancom organization (Gooderham and Nordhaug 2003:153-163).
The essay analyses varieties of motivational factors at play in Dancom, managerial viewpoints in providing an environment for the blossom of motivational attitudes, availability of behavioral modification processes that prevail at Dancom and primary managerial actions that are a stimulus to foster motivation among employees at Dancom and how the interaction of different factors of motivations have created a division of employees into ‘ insiders’ and ‘ outsiders’ . Gooderham and Nordhaug (2003:153) indicate that an individual’ s perceived ability of ‘ sense to belong’ , to an organization subject to the ability to communicate and share knowledge, differentiates individuals into ‘ insiders’ or ‘ outsiders’ .
Lack of rapport (Varner 2000b) among employees is a recipe for employees to feel included or excluded in organizational strategies for development (Gooderham and Nordhaug 2003:159). Early and Ang (2003:59) indicate this is dependent on an intrapersonal perspective that is responsible for employees adjustment to new cultures forming ‘ insiders’ and those who fail become ‘ outsiders’ irrespective of the time they join the organization. Early and Ang (2003) have shown that this is based on the cross-cultural intelligence of the employee and is a determinant of successful employee interaction with cross-cultural contexts.
Early and Ang (2003) suggests the intra-personal aspect to be intersection product of cognition, metacognition, and motivation parameters. The insiders don’ t suffer the language barrier (Varner 2000a) and can communicate effectively with foreign managers and specialists. Outsiders though have values and expectations (Gooderham and Nordhaug 2003) they have no desire to engage cross-cultural environments. Early and Ang (2003) proposes that this is subject to inadequate enactment of verbal and non-verbal communication that are core virtues for body language.
This aspect of body language (Sorrells 1998) is evident in foreign managers who fail to benefit from the potential to piece together available pieces of information to form ideas that can be used to implement strategies to adapt to changing market fluctuations (Gooderham and Nordhaug 2003:153-161). Outsiders are disadvantaged by the language barrier that results in poor self-efficacy (Gooderham and Nordhaug 2003:159). Employees who feel excluded have a tendency to prefer the formulation of regulations and organizational protocols (Gooderham and Nordhaug 2003:159). Hall (1963) indicates foreign managers suffocate cross-cultural motivation at Dancom by adopting high-context interaction (Hall 1963) that is characterized by a minimal flow of information (Gooderham and Nordhaug 2003) by assuming those in contact with market fluctuations ought to respond to isostatic market changes.
Both insiders and outsiders don’ t understand the implementation of high-context interaction and perceive low-context interaction (Hall 1963) should prevail as a function of more information flow to bridge the gap of insufficient familiarity of cross-cultural management. Outsider’ s cognition inability for high-context interaction suffocates information handling and thinking processes that negatively affect their ‘ parts’ to the organization.
Early and Ang (2003) argue this is brought about by the failure to meet standards of behavioral conformity that makes outsiders appear to have little knowledge of what to do and how to implement it hence behavioral repertoire both verbal and non-verbal responses are poor subject to poor cross-cultural intelligence that ought to have bred cognitive capabilities and motivation to acquire such behavior.
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