The Use of Instruments in International Training

Peters, E. Bruce; Lippitt, Gordon L.

doi:10.1108/eb002307

Cited by 3 publications

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“…For example, a study comparing the relative importance of ten work values in the United States, Australia, Canada, and Singapore found similarities among the countries (Popp, Davis, and Herbert, 1986). A similar study comparing managers in the United States, Colombia, Peru, and Chile also found that the countries shared similar work values (Peters and Lippitt, 1978). The results of these two studies show that good pay, opportunity for growth, and a feeling that the job is important are universally valued.…”

Section: Measuring Managerial Valuesmentioning

confidence: 76%

Organizational psychology in cross-cultural perspective

2005

Choice Reviews Online

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viii | Contents 1 differently when the parent American company stepped in to run the factory. After years of labor problems, poor quality, and low productivity, the American parent company decided they had had enough and could run the factory much better. Within a week of the American takeover of management, the workers were involved in one of the longest strikes in company history, as the Americans tried to apply their American business practices in a British work environment. Their biggest mistakes did not concern critical organizational issues such as productivity or procedures or automation, but rather the way they treated the tea ladies and the way workers should take their breaks. The absolute ignorance of or blindness to cultural behaviors in British factories caused a bigger problem than any of the traditional conflict issues such as wages, productivity, and working conditions and, in this case, led to a very long strike. This lack of understanding of cultural differences in the workplace and the resulting problems gave me an early insight into the power of cultural differences and the serious negative consequences of ignorance and ethnocentrism. Why Is National Culture Important in Organizations?Organizations are operating in a global environment that has increased competition throughout the world. Countries can no longer depend on a protected domestic market while at the same time exporting to other countries to protect jobs and generate revenue. Trade barriers have come down, and countries have made significant changes to their trade policies. Now, more than ever, organizations must do everything possible to become or remain competitive.Culture involves pervasive and deeply held implicit beliefs. Because cultures vary and different societies do not share all the same values, it is reasonable to believe that individual behavior will also vary across cultures. And there is ample evidence that national culture will have an affect on behavior at work. Cultural norms influence a manager's behavior, as well as an employee's behavior and reactions to managerial and organizational actions. Based on their research findings, L. Gardenswartz and A. Rowe (2001) identified five areas that they considered to be particularly important in organizations operating across cultures: hierarchy and status, group versus individual orientation, time consciousness, communication styles and patterns, and conflict resolution.

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Section: Measuring Managerial Valuesmentioning

confidence: 76%

Organizational psychology in cross-cultural perspective

2005

Choice Reviews Online

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“…The scale used in this study is a potentially useful springboard for a broader discussion of cross-cultural differences and their impact on career development and career counselling practices. Peters and Lippitt (1978) noted that motivation instruments, translated for a particular culture, might have many advantages, such as (a) increase of peoples involvement in the learning/action process; (b) efficiency of administration and economic value, in comparison with the utilisation of consultants or lengthy interviews; (c) variety of utilisation instruments can be used to provide a trend that can be diagnostic; availability of immediate fe-edback; raise awareness about assumptions, feelings or beliefs; educate; offer direction and serve as an stimulus for corrective action; and (d) a degree of objectivity and opportunity for comparison between individuals.…”

Section: Implications For Human Resource Development Practices Potential Uses Of the Instrumentmentioning

confidence: 99%

Efectos de las diferencias interculturales sobre el desarrollo de carrera y la orientación vocacional: un estudio empírico de los factores que influyen en la motivación hacia el trabajo de trabajadores irlandeses y españoles

Rísquez

2014

REOP

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RESUMENEn una era marcada por la globalización y en la que cada vez es más común buscar oportunidades laborales fuera de las fronteras nacionales, las diferencias interculturales pueden proporcionar información muy relevante a investigadores y orientadores involucrados en un contexto multicultural. Este artículo reúne evidencia empírica sobre las diferencias en motivación laboral entre dos muestras de trabajadores irlandeses y españoles; y apoya el argumento culturalista de que gran parte de la literatura sobre desarrollo de la carrera y orientación vocacional está fundamentada en creencias ingenuas acerca de la homogeneidad de los valores relacionados con el trabajo alrededor del mundo. Se han utilizado varios modelos teóricos para interpretar las actitudes de los trabajadores: las dimensiones culturales propuestas por Hofstede (1980) (distancia con la autoridad, evitación de la incertidumbre, individualismo versus colectivismo y masculinidad-feminidad); el concepto de Schwartz de sociedades de dominio (1997); los hallazgos de Super en su estudio de la importancia del trabajo (1979) y la teoría de motivación de valor-expectativa (Porter & Lawlar, 1968). Se distribuyó una escala de motivación a una muestra aleatoria de 110 empleados a tiempo completo de diferentes organizaciones y diferentes características (57 irlandeses y 53 españoles). Los resultados indican que los trabajadores irlandeses muestran mayores niveles de motivación respecto a las variables de reconocimiento social, mantenimiento del auto-concepto y poder; en comparación con la muestra de trabajadores españoles. Estos tres valores laborales se ajustan a las dimensiones de masculinidad e individualismo de Hofstede, y al concepto de dominio propuesto por Schwartz. En otras palabras, las respuestas de los trabajadores irlandeses que participaron en este estudio se ajustan al concepto de ética del trabajo, es decir, la noción de que el trabajo no es solo respetable sino también virtuoso, y que la ocupación juega un papel muy importante en la identidad personal del individuo (Ferraro, 1990). En contraste, los trabajadores españoles pueden tener mayor tendencia a percibir su trabajo como un medio de supervivencia más que una fuente de dignidad o valía personal, mientras que buscan otras fuentes de identidad y de aprobación externas a este. Las implicaciones de estos hallazgos en cuestiones relacionadas con el desarrollo de la carrera y la orientación vocacional son múltiples, y están relacionadas con: (a) el uso potencial del instrumento para provocar una discusión más profunda del impacto de las diferencias interculturales; (b) la necesidad de promover prácticas flexibles y centradas en el cliente, y de formar a profesionales culturalmente competentes; y (c) un nuevo paradigma que se aleje de la concepción tradicional de desarrollo de la carrera para acercarse a un concepto más integral de desarrollo personal a través del trabajo y otros roles vitales, con todas las implicaciones prácticas que ello conlleva.ABSTRACTIn age of globalisation, when career opportunities are increasingly sought across national boundaries, cross-national differences may provide valuable insight both for researchers and counsellors practising in a multi-cultural context. This paper gathers empirical evidence of the cross-cultural differences between two samples of Irish and Spanish workers, supporting the culturalist claim that much of the literature in career development and vocational counselling is underpinned by naïve believes about the homogeneity of work related values around the world. A motivation scale was distributed to a random sample of 110 full-time employees of different companies and backgrounds (57 Irish and 53 Spanish). The results indicate that Irish workers are more motivated by social recognition, self-concept maintenance and power than their Spanish counterparts. These work-related values conform to Hofstedes dimensions of masculinity and individualism, and to Schwartzs concept of mastery. The implications of these findings for career development and vocational counselling are discussed.

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IR Training for Expatriate Managers:

Brewster¹

1980

Journal of European Industrial Training

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With the increasing overseas penetration of the UK economy occurring at the same time as the spread of trade unionism in this country the potential for differences in national background leading to labour‐management disputes is greater now than ever before. Part 1 of this article developed a continuum for managers from abroad who have to deal with British subordinates and hence risk such disputes. It suggested that managers could be placed in three broad categories according to the degree of difference between their home country's culture system and that of the UK. This second part of the article examines the different training needs of each category and shows how, in the air transport industry initially, different forms of training were developed to meet these needs.

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The Use of Instruments in International Training

Cited by 3 publications

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Organizational psychology in cross-cultural perspective

Organizational psychology in cross-cultural perspective

Efectos de las diferencias interculturales sobre el desarrollo de carrera y la orientación vocacional: un estudio empírico de los factores que influyen en la motivación hacia el trabajo de trabajadores irlandeses y españoles

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