Unit 4 Assignment: International Organizational Behavior Cul

Unit 4 Assignmentinternational Organizational Behavior Cultural Diff

Compare facts about each of the three countries (People and Economic categories are most significant) and determine which of the three countries is most likely to have higher job satisfaction and motivation among employees. Justify your answer with material from Robbins and Judge.

Paper For Above instruction

Understanding the relationship between cultural and economic factors and employee job satisfaction is essential for organizations operating across different countries. This essay compares three countries—India, Sweden, and Brazil—focusing on their demographic, economic, and cultural characteristics to evaluate which country is likely to have higher employee motivation and job satisfaction, supported by insights from Robbins and Judge (2021).

Country Profiles

India: India is a developing country with a large population exceeding 1.3 billion people. Its labor market is characterized by a youthful workforce, a high level of cultural diversity, and a mix of traditional and modern employment practices. Economically, India has a diverse economy with major sectors including agriculture, manufacturing, and services. Despite rapid economic growth, income inequality remains significant, and social security systems are less comprehensive. Culturally, India emphasizes collectivism, hierarchical social structures, and respect for authority, which influence organizational behavior and employee expectations.

Sweden: Sweden is a highly developed Nordic country with a population of around 10 million. Its economy is characterized by advanced technology, innovation, and a strong social welfare system. The country maintains high levels of gross domestic product (GDP) per capita, income equality, and extensive social security benefits. Culturally, Sweden emphasizes individualism, egalitarianism, and low power distance, promoting employee autonomy and participative decision-making.

Brazil: Brazil is a middle-income country with a population of approximately 213 million. Its economy is diverse, with significant sectors in agriculture, manufacturing, and services. The country faces economic challenges such as inflation and income inequality. Brazil’s cultural context is marked by high power distance, collectivism, and a hierarchical organizational culture, which can influence employees’ levels of job satisfaction and motivation.

Analysis of Factors Affecting Job Satisfaction

Examining the economic and cultural factors, Sweden’s high income levels and strong social security systems create an environment where employees are less concerned about basic survival and can focus more on intrinsic job characteristics such as recognition and skill use. As Robbins and Judge (2021) suggest, in countries with extensive social security and wealth, intrinsic factors are more strongly linked to job satisfaction because employees feel secure enough to seek meaningful work experiences.

Contrastingly, India’s cultural norms emphasizing hierarchy and collectivism, combined with less comprehensive social security, suggest that extrinsic factors—such as pay and physical working conditions—may play a more prominent role in job satisfaction. Employees might prioritize tangible benefits that address immediate needs over intrinsic rewards. Nevertheless, in India, rapid economic growth and modernization are gradually shifting employee expectations towards valuing intrinsic rewards, especially among younger workers in urban areas.

Brazil, with its high power distance and collectivist culture, may present a middle ground; however, socio-economic disparities and inconsistent social security coverage can limit job satisfaction. While the cultural emphasis on hierarchy and relationships can foster social cohesion, they might also suppress a focus on intrinsic rewards, especially in less secure employment settings. Nonetheless, Brazilian organizations that foster participative management and recognize employee contributions can enhance motivation.

Conclusion: Most Likely to Exhibit High Job Satisfaction and Motivation

Based on the analysis, Sweden is most likely to exhibit higher levels of job satisfaction and employee motivation. The country's high levels of wealth, social security, and low power distance create a conducive environment for intrinsic motivation, as supported by Robbins and Judge (2021), who note that in affluent countries with egalitarian cultures, intrinsic job characteristics correlate strongly with job satisfaction. Employees in Sweden can prioritize personal growth, recognition, and skill use, which enhances motivation.

In contrast, while India and Brazil have vibrant economies and unique cultural strengths, economic constraints and cultural norms tied to hierarchy and collectivism might limit the emphasis on intrinsic motivation. Therefore, organizations in Sweden are positioned to foster higher job satisfaction through meaningful work, recognition, and empowerment, aligning with research findings on cultural influences on motivation.

References

• Robbins, S. P., & Judge, T. A. (2021). Organizational Behavior (18th ed.). Pearson.
• Hofstede, G. (2001). Culture's Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations. Sage Publications.
• World Bank. (2022). World Development Indicators. https://data.worldbank.org
• United Nations Development Programme. (2023). Human Development Reports. https://hdr.undp.org
• Schneider, S. C., & Barsoux, J. L. (2003). Managing Across Cultures. Pearson Education.
• Kirkman, B. L., Lowe, K. B., & Gibson, C. B. (2006). A New Approach to Study of Work Teams in Global Contexts. Journal of Management, 32(1), 41-67.
• Hofstede Insights. (2023). Country Comparison. https://www.hofstede-insights.com/country-comparison
• OECD. (2023). Employment Outlook. https://www.oecd.org/employment-outlook
• Global Competitiveness Report. (2022). World Economic Forum.
• Gordon, G. G., & DiTomaso, N. (1992). Predicting Corporate Performance from Organizational Culture. Journal of Management, 18(5), 687-706.