2k words supporting document （hospitality management）
Vincent666
Final_EffectsofCulturalDifferencesoninternsmotivation.docx
2019.2
GEN 4107 Research Methods
Dr R. Germanier
Research project – Supporting document
Effects of Cultural Differences between Interns and Managers on interns’ motivation:
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Statement of authorship
I certify that this assignment is my own work and contains no material, which has been accepted for the award of any degree or diploma in any institute, college or university. Moreover, to the best of my knowledge and belief, it contains no material previously published or written by another person, except where due reference is made in the text.
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Table of contents
Introduction 3 1. Mapping (30%) 3 2. Transcripts (30%) 5 References 8
Introduction
Motivating employees is vital in all organizations as this aspires the employees to succeed. This process is in a way diverse as there are various individual’s needs. Corporate culture has an important role as it provides a framework that includes the different motivational factors. This culture also provides some crucial aspects in the life of any organization. As much as internships as designed to expanding the depth and breadth of the interns so as they can be able to apply the different theories into the real life experiences this can help in motivating them into crating more opportunities and embracing the new ideas that would result to more positive changes. This would most likely result in giving valuable information that can be used in decision making about the employment.
The research is about analysing how the cultural differences between the interns affects intern’s motivation. It’s critically hard changing
an intern or motivating them to work harder. This becomes more difficult when one is dealing with people who have different values and different from each other. This may require one to attain extra skills and care as the managers are required to formulate a different strategy which fits better the intern’s values and needs. Culture being one of the factor that contributes to the type of motivation as practices are likely to differ as their effectiveness may vary depending on the different motivational variance as this may include the meaning of work as individuals believes that work is more central to one’s life than as compared to the others. Managers that believe that self-identity is the motive to work may be very different from those interns that believes in the monetary and economic rewards as they wish to get paid to afford things they want and making their lives better. The second factor is the body language as this is also an important factor as most of the conversations are nonverbal in any organization. This mostly in the interviews portrays the first impression which is a determinant of whether one would get the job and or not.
This bring us to the objective of the study as the study is aimed at determining which values do managers value in interns as far as the different cultures in intern motivation is concerned. The second objective of this research is which body languages are valued in the work place as far as intern motivation is concerned. Motivation becomes an important aspect that the managers need into consideration as without motivation all the employees including the interns becomes inefficient and costly. This necessitates for finding the different motivational tools that needs to be incorporated to fit the prevailing corporate culture. This objectives helps in perceiving reasons why the different motivational practices should be adopted and if the manager knows this practices and the benefits that comes with them (Mehrabian, 2017).
Mapping (30%)
This is where you indicate how the different parts of your study are linked together.
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Objectives |
Interview questions |
Literature review |
Results section What did the interviewees say in answer to each question. No theory
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Analysis – answers to RQ. Address the objectives. Link to literature too. what did they say and how does this support the literature?
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To perceive why some of the motivational practice are adopted in an organization |
What are the influence of corporate culture on the motivational practices?
Has consideration been given to any other innovative practices in organizations?
Do cultural dimensions affect managers in their choosing of the motivational tool to use in an organization?
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Motivation theories helps in understanding why a certain type of motivation has been adopted. This shows why the different motivation practices are chooses as this depends majorly on the personality-based views, cognitive choice and the self-regulation perspectives. This in a way shows the different problems that the managers faces when trying to decide the type of motivational tools that they can implement in an organization (Marsh, et al. 2015). Motivation in some cultures is a regarded as a pay for performance which means that an one is motivated depending on the contributions they make in an organization. For instance motivation made so as to fulfil one’s self-actualization in some culture and in others it a way of facilitating efforts that has been made for the benefit of the organization (Mehrabian, 2017). |
All the employees have different responsibility that they are needed to take care of at their workplace (Stansbie, et al. 2016). |
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To know the different types and the efficiency of the body languages that can be used in an organization. |
Which body languages are valued in the work place as far as intern motivation is concerned?
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There are certain communicating expectations that are expected in an organization. Interns are expected to express themselves in a way that would be understood by the relevant personnel (Marsh, et al. 2015).. It’s unlikely sometimes as both the interns and the managers tend to fail explaining the expectation that they would want which makes focusing on motivation aspect hard to achieve in an organization (Remland, 2017). |
The possibility of developing attractive body language is highly motivating, this give an intern a comprehensive benefit of receiving better things which gives on a possibility to exercising what they have learnt (Marsh, et al. 2015). |
Transcripts (30%)
Interviewer: Mary & Serena
Interviewee: BBA4 Frank Zhang, BBA3 Iris Lin
Date of interview: 20th Nov, 2019
Location of interview: School lobby
1.Interviewer: Which values do managers value in interns as far as the different cultures in intern motivation is concerned?
F&I: managers have high expectations from the interns, as far much as they are new in the organization and ready to work, the managers expects that the interns show them respects honesty and openness. For you to be selected in an organization, you should be able to prove yourself that you have this qualities and you ready and willing to work. This may motivate the managers into motivating you if they are convinced that you are worth it. Most of the organizations believes that motivations is a reward that is awarded to individuals who have brought a positive change in the organization.
2.Interviewer: What are the influence of corporate culture on the motivational practices?
F&I: The culture impacts an organization in different ways. Since people are different, the way they need to be motivated is likely to vary depending on their needs. Some of the interns always needs support as they want to be motivated while others are self-motivated. The corporate culture in that case always aims at giving support to the interns who need the kind of motivation and self-confidence.
3.Interviewer: Has consideration been given to any other innovative practices in organizations?
F&I: the cultural differences makes it hard for new motivational tools to be implemented in an organization as most of the managers majorly considers mutual communication being the only factor that can determine the motivating factor as this would enable them to know the needs of the interns. The interns and the managers needs to do more development on the job which makes it motivating as there is need to add some dimensions to it. This has become hard as the managers get it hard as they need to find new different ways that they can use in motivating the employees.
4.Interviewer: Do cultural dimensions affect managers in their choosing of the motivational tool to use in an organization?
F&I: yes. Cultural dimension affects the choice of the motivating tool in an organization as they may be forced to view other aspects. This in accordance to many organization is very rare to implement as most of the managers assumes that the interns are young and energetic hence they need to draw their interest on finances and develop interest on their jobs. Different motivational tools can only be used when an organization is facing other challenges which makes the manger thin of other new options available.
Interviewee: BBA4 Victor Bai, BBA3 Kevin Wang
Date of interview: 20th Nov, 2019
Location of interview: School lobby
5.Interviewer: Which body languages are valued in the work place as far as intern motivation is concerned?
F & I: the body languages that are valued at the work place. However during interview, proper body language is expected as this interviewer would get the first impression would be the determinant of job qualification or not. Mirroring the interviewer for example repeating a phrase that was used by the interviewer may create a connection between you and them which may give you an opportunity to getting to the next interview process. Another example is gesturing with one’s hand helps one to express themselves more effectively as it increases one ability to understand you. This forms clear thoughts as it speaks more concisely.
6.Interviewer: What communication expectations are expected among the interns in the organizational setup by the managers?
Iris Lin: Mangers are more interested in one’s ability to write and speaking professionally, hence as an intern you have to a task of proving your sharpness in the written and verbal skills as this would be evaluated from how you answer the questions that are being posed to you. The communication skills also helps in good impersonal relation with the other employees. Managers would choose to hire an intern with interpersonal skills as they are able to identify the wants and the needs of others as they also value and recognize the value of the different perspectives among the employees.
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Research philosophy |
The research philosophy used was realism as there is need of disclosing the truth of reality in the job market. |
Research approach |
Quantitative approach |
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Methodological choice |
Qualitative research interviews was used giving interviewers an opportunity of expressing themselves. |
Research strategy |
Qualitative interviews |
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Primary data collection method |
A direct way of collecting data through personal interviews was used in this thesis which can be assumed to be an indirect collection of data (Stansbie, et al. 2016). |
Data analysis method for primary data |
The data collected was used to help answer the research question and determine their validity. |
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Population in words (e.g.: millennials* resident in San Francisco) *20-34 year olds |
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Population in figures (e.g.: 86,000 (‘American FactFinder—Results’, n.d.) |
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Ideal sample size if relevant |
Working definition of the population size to be studied ((Marsh, et al. 2015). |
Planned minimum sample size |
2
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Sampling strategy
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Random selection
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Time horizon |
Longitudinal study as the cultural dimensions keeps changing over time (Stansbie, et al. 2016). |
References
Ellis, A. W., & Beattie, G. (2017). The psychology of language and communication. Routledge.
Marsh, H. W., Abduljabbar, A. S., Parker, P. D., Morin, A. J., Abdelfattah, F., Nagengast, B., ... & Abu-Hilal, M. M. (2015). The internal/external frame of reference model of self-concept and achievement relations: Age-cohort and cross-cultural differences. American Educational Research Journal, 52(1), 168-202.
Mehrabian, A. (2017). Nonverbal communication. Routledge.
Remland, M. S. (2017). Nonverbal Communication in Organizations. The International Encyclopedia of Organizational Communication, 1-6.
Stansbie, P., & Nash, R. (2016). Customizing internship experiences by emphasis area: The key to increased satisfaction and motivation in hospitality and tourism management students. Journal of Hospitality & Tourism Education, 28(2), 71-84.
Thornley, N., Chang, T., Martin, D., Thau, S., & Hall, B. (2017). Implicit theories of motivation: Self-serving biases decrease accuracy of motivation expectations. In Academy of Management Proceedings (Vol. 2017, No. 1, p. 13263). Briarcliff Manor, NY 10510: Academy of Management.
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