代写MBA作业-美国和日本激励行为的比较。本文是一篇留学生MBA作业代写范例，主要内容是讲述一项关于激励和工作满意度的典型研究告诉我们，人们对自己的工作感到满意，工作满足了他们的需求，他们有动机工作，以满足当前的各种需求。人们仍然出于某些内在需求而追求卓越，这些需求可能是成就、对努力的欣赏、自我发展、工作中发现的意义、认可、权力等。下面就一起来参考一下MBA作业的全部内容。
INTRODUCTION 简介
A typical research on motivation and job satisfaction enlightens us that people are satisfied with their jobs to the degree that the job meets their needs and they are motivated to work in order to fill their current mix of needs. People are still motivated to excel because of certain intrinsic needs which could be achievement, appreciation of effort, self-development, meaning found in the work, recognition, power, etc.
According to Snyder and Grasberger (2004), the need for motivation was true 30years ago and will still be true 30 years later and the challenge for managers, they also said according to Porter Henry “…no two people can be motivated in the exact same way, and within one individual motivation may vary from time to time.”
根据Snyder和Grasberger，激励的需要在30年前是真实的，在30年后仍然是真实的，对管理者来说也是挑战，他们还说，根据Porter Henry，“没有两个人可以以完全相同的方式受到激励，一个人的激励可能会不时变化。”
The purpose of this study is to compare motivation practices between America and Japan. If an American company wants to set up a business in Japan there is a need for them to know what motivates the Japanese to work.
本研究旨在比较美国和日本的激励行为。如果一家美国公司想在日本建立业务，他们就需要知道是什么促使日本人工作。
GENERAL OVERVIEW 概述
The study of motivation is mainly concerned with why people behave in a particular way. Baron and Greenberg (1990) defined motivation as a beginning to understanding work behaviour. They also defined motivation as the set of processes that stimulates, direct, and maintain human behaviour toward achieving goals (Baron and Greenberg 1990).
激励的研究主要关注人们为什么以特定的方式行事。Baron和Greenberg将激励定义为理解工作行为的开始。他们还将激励定义为刺激、引导和维持人类行为以实现目标的一系列过程。
FEATURES OF MOTIVATION.
According to Mitchell (1982), there are four main characteristic of motivation and they include the following.
根据Mitchell，激励有四个主要特征，包括以下内容。
Motivation can be regarded or seen as an individual experience. Every person is unique and the major theories of motivation allow this uniqueness to be demonstrated in one way or the other (Mullins 2002).
激励可以被视为一种个人体验。每个人都是独特的，激励的主要理论允许以某种方式证明这种独特性。
Motivation can also be explained as a conscious act. This is assumed under an individual’s control, and behaviours that are influenced by motivation are seen as choices of action (Mullins, 2002)
激励也可以解释为一种有意识的行为。假设这是在个人的控制下进行的，受激励影响的行为被视为行动的选择
Motivation is also comprehensive; it could be what gets people activated or the force in which an individual engages in his/her desired behaviour (Mullins 2002).
激励也是全面的；这可能是人们被激活的原因，也可能是一个人参与他/她的期望行为的力量（Mullins 2002）。
Motivation theories also can envisage the behaviour of an individual. It concerns actions and the internal/external forces which influences a person’s choice of action (Mullins 2002).
激励理论也可以设想个人的行为。它涉及行动和影响一个人行动选择的内部/外部力量（Mullins 2002）。
CATEGORIES OF MOTIVATION 激励类别
Motivations can be categorized into two: intrinsic and extrinsic motivation.
Intrinsic motivation is defined as the doing of an activity for its inherent satisfactions rather than for some separable consequence (Ryan and Deci 2000). Intrinsic motivation is related to subconscious rewards, such as the opportunity to use one’s ability, a sense of challenge and achievement, receiving appreciation, positive recognition, and being treated in a caring and considerate manner (Mullins, 2002). Intrinsic motivation is a kind of motivation that comes from inside an individual rather than outside. Thus, it is an internal desire to perform a particular task.
内在激励被定义为一项活动的内在满足感，而不是某种可分离的结果）。内在激励与潜意识奖励有关，例如使用能力的机会、挑战感和成就感、获得赞赏、积极认可以及受到关心和体贴的对待。内在激励是一种来自个体内部而非外部的动机。因此，执行特定任务是一种内在愿望。
Extrinsic motivation is a construct that applies whenever an activity is done in order to attain some separable outcome. Extrinsic motivation thus contrasts with intrinsic motivation, which refers to doing an activity simply for the enjoyment of the activity itself, rather than its instrumental value (Ryan and Deci 2000). Extrinsic motivation is an outside motivation. Extrinsic motivation is related to tangible rewards such as salary and fringe benefits, security, promotion, contract of service, the work environment and conditions of work (Mullins, 2002).
外在激励是一种结构，它适用于任何时候的活动，以获得一些可分离的结果。因此，外在激励与内在动机形成对比，内在动机指的是仅仅为了享受活动本身而进行活动，而不是其工具价值。外在激励是一种外在动机。外在激励与有形奖励有关，如工资和附加福利、安全、晋升、服务合同、工作环境和工作条件。
MOTIVATION THEORIES 激励理论
Motivation theories are grouped into two main categories such as; ‘content theories’ that focus on the sorts of factors that produce motivation and ‘process theories’ that attempts to explain how motivation is related to behaviour.
激励理论分为两大类，如：内容理论侧重于产生激励的各种因素，以及试图解释激励与行为之间关系的“过程理论”。
CONTENT THEORIES 内容理论
MASLOW’S HIERARCHY OF NEEDS THEORY: 马斯洛的需求层次理论：
According to Maslow (1943), human needs arrange themselves in hierarchies of pre-potency. The hierarchy of needs is shown as a series of steps, and is usually displayed in the form of a pyramid, which is illustrated below
根据马斯洛的观点，人类的需求按前效力的层次进行排列。需求层次结构显示为一系列步骤，通常以金字塔的形式显示
According to Mullins (2002), the physiological needs includes, satisfaction for hunger and thirst, the need for oxygen and to maintain temperature, sexual desires etc. The safety needs includes needs for safety and security, freedom from threat or pain of physical attack, protection from danger etc. Social needs include the needs for love, friendship, affection etc. Esteem needs also known as Ego needs can be categorised into self respect and the esteem of others. Self respect includes the desire of confidence, freedom, strength, etc while the esteem of other includes reputation, status, recognition etc. And finally the self actualisation needs is the development and realisation of one’s full potential (Mullins 2002).
根据Mullins，生理需求包括满足饥饿和干渴、需要氧气和维持体温、性欲等。安全需求包括安全保障、免受身体攻击的威胁或痛苦、免受危险等。社会需求包括对爱、友谊、安全感的需求，尊重需要也称为自我需要，可以分为自尊和他人的尊重。自尊包括对自信、自由、力量等的渴望，而对他人的尊重包括声誉、地位、认可等。最后，自我实现的需要是开发和实现个人的全部潜力。
HERZBERG’S TWO-FACTOR THEORY 赫茨伯格的双因素理论
Herzberg’s two-factor theory is one of the known views of work motivation and it was done by examining the job attitudes of 200 accountants and engineers. These factors are the hygiene factor and motivator factor (Herzberg et al, 1959).
Herzberg的双因素理论是已知的工作动机观点之一，它是通过检查200名会计师和工程师的工作态度来完成的。这些因素是卫生因素和激励因素。
Hygiene Factors 卫生因素
Hygiene factors are factors based on the need for a business to avoid conflict at work. These factors can lead to dissatisfaction at work place if they are viewed inadequately by employees. Hygiene factors include, income, salaries and other financial remuneration, feelings of job security, Quality of inter-personal relations, working conditions etc (Mullins, 2002).
卫生因素是基于企业需要避免工作冲突的因素。如果员工对这些因素的看法不充分，则会导致员工对工作场所的不满。卫生因素包括收入、工资和其他经济报酬、工作安全感、人际关系质量、工作条件等。
Motivator Factors 激励因素
These factors are based on an individual’s need for personal growth. Motivator factors strongly create job satisfaction and if they are useful, it can lead to lead to an increase in effort and performance of an individual (Lloyds and Basset-Jones 2005). These motivator factors include: Gaining recognition, Status, Opportunity for advancement, Challenging /stimulating work, sense of personal achievement & personal growth in a job (Lloyds and Basset-Jones 2005).
这些因素基于个人成长的需要。激励因素强烈地创造了工作满意度，如果这些因素有用，它可以导致个人努力程度和表现的提高。这些激励因素包括：获得认可、地位、晋升机会、挑战/激励工作、个人成就感和工作中的个人成长。
DOUGLAS MCGREGOR THEORY X AND Y 道格拉斯-麦格雷戈X和Y理论
McGregor developed two theories of human behaviour at work namely; theory X and theory Y.
McGregor提出了两种关于工作中人类行为的理论，即：X理论和Y理论。
Theory X explains that individuals’ dislikes work and tends to avoid it if it’s possible. It also explains that individuals must be forced and most times bribed before they can put an extra effort to work. Theory X also explains that most individuals are motivated mostly by money and desire security (Mullins 2002). While theory Y explains that individuals are interested in their work and, under the right conditions that they enjoy it. It also explains that individuals see effort at work as to work and play. Furthermore, theory Y sees individuals who seek responsibility if they are motivated (Mullins 2002).
X理论解释说，个人不喜欢工作，如果可能的话，往往会避免工作。它还解释了个人在投入额外努力工作之前，必须受到强迫，而且大多数情况下是受贿。X理论还解释了大多数人的动机主要是金钱和安全感。而Y理论解释说，个人对自己的工作感兴趣，在适当的条件下，他们享受工作。它还解释了个人将工作中的努力视为工作和玩耍。此外，Y理论认为，如果个人有动机，他们就会寻求责任。
If a manager decides to use any of the set of ideas related with theory X or Theory Y, there is a tendency that most people in the organisation will respond to the way they are being managed. Therefore, if employees feel that they are not being trusted, they may behave in a less trustworthy way (Mullins 2002).
如果管理者决定使用与X理论或Y理论相关的任何一组想法，那么组织中的大多数人都会对他们的管理方式做出反应。因此，如果员工觉得自己不被信任，他们可能会表现得不那么可信。
ALDERFER’S ERG THEORY 奥尔德弗的ERG理论
According to Alderfer (1972) whose aim was to focus on the limitations in Maslow’s theory by associating the needs hierarchy with an empirical research argued that there is a modified need hierarchy and it is divided into three levels instead of five and they are based on the core needs of Existence, Relatedness and Growth (ERG theory).
Alderfer的目的是通过将需求层次与实证研究联系起来，关注马斯洛理论中的局限性，他认为存在一个修改后的需求层次，它被分为三个层次，而不是五个层次，它们基于存在、关联和增长的核心需求（ERG理论）。
The existence needs is based on the basic human needs that are necessary for existence, which can be linked to Maslow’s hierarchy on needs which are the physiological and safety needs while the relatedness needs refer to man’s desire to maintain important interpersonal relationships which are man’s social, acceptance, belongingness and status desires and it can be linked to Maslow’s esteem needs and finally, the growth needs represent man’s desire for personal development, self-fulfilment and self-actualization (Arnolds and Boshoff, 2002).
生存需要是基于人类生存所必需的基本需要，这可以与马斯洛的需要层次联系起来，需要层次是生理和安全需要，而关系性需要是指人想要维持重要的人际关系的愿望，这是人的社会、接受、，归属感和地位欲望可以与马斯洛的自尊需求联系起来，最后，成长需求代表了人对个人发展、自我实现和自我实现的渴望。
LINKING MASLOW’S, ALDERFER’S AND HERZBERG’S THEORIES OF MOTIVATION 联系马斯洛、奥尔德弗和赫茨伯格的动机理论
All theories of motivation can be linked to one another. Maslow’s lower-level needs can be related nearly to Alderfer’s existence needs and Herzberg’s the hygiene factors , Maslow’s middle level can be related to Alderfer’s relatedness needs and the motivators to Maslow’s higher-level needs. Ellis and Dick (2000) argues that if a manager is to provide a positive motivation then attention must not only be given to hygiene factors, but also to the motivating factors. In other words, for employees to be motivated, managers must use motivation factors (Herzberg et al, 1959).
所有动机理论都可以相互联系。马斯洛的低级需求与奥尔德弗的生存需求和赫茨伯格的卫生因素密切相关，马斯洛的中级需求与奥尔德弗的相关需求和马斯洛高级需求的激励因素密切相关。Ellis和Dick认为，如果管理者要提供积极的激励，那么不仅要关注卫生因素，还要关注激励因素。换句话说，为了激励员工，管理者必须使用激励因素。
PROCESS THEORIES 过程理论
Process theories attempt to identify the relationships among the dynamic variables that make up motivation and the actions required to influence behaviour and action (Mullins 2002). The process theories were written by different writers;
过程理论试图确定构成动机的动态变量与影响行为和行动所需的行动之间的关系。过程理论是由不同的作者撰写的；
Expectancy theory – Vroom, and Porter and Lawler 期望理论
Equity theory – Adams 公平理论
Goal theory – Locke 目标理论
EXPECTANCY THEORY 期望理论
According to (Mullins 2002), expectancy theory is that most people are moved based on the expected result of their action.
预期理论认为，大多数人是基于他们行动的预期结果而被感动的。
Vroom (1964) was the first person to propose an expectancy theory and the model used was based on three key variables: valence, instrumentality and expectancy (VIE) (Mullins 2002). He argued that valence is based on the feeling about specific outcomes. Instrumentality is the association between first-level outcomes and second-level outcomes (Mullins, 2002). Several clear ideas for motivating others can be derived from expectancy theory. Therefore, if a manager wants to influence the behaviour of an employee by applying expectancy theory, what he should put into consideration is if the possible rewards for the behaviour are exceedingly valued by the individual, or if the individual sees that the reward that will be received is based on his or her behaviour (Vecchio, 1995).
Vroom是第一个提出预期理论的人，使用的模型基于三个关键变量：配价、工具性和预期。他认为，配价是基于对特定结果的感觉。工具性是一级结果和二级结果之间的关联。期望理论可以为激励他人提供一些清晰的思路。因此，如果管理者希望通过应用期望理论来影响员工的行为，他应该考虑的是，个人是否非常重视行为的可能回报，或者个人是否认为将收到的回报是基于他或她的行为。
EQUITY THEORY 公平理论
This theory was developed by Adam in 1963 and it is based on the belief that employees primarily expect a fair balance between their inputs and outputs. That is to say, the employees are likely to be de-motivated  both in relation to their employer and the job if they happen to believe that their inputs which are the effort, loyalty, hard work, commitment, ability etc are greater than their outputs such as salary, benefit, reputation, responsibility, sense of achievement, job security etc.
这一理论是由Adam在1963年提出的，它基于这样一种信念，即员工主要期望在他们的投入和产出之间实现公平平衡。也就是说，如果员工碰巧认为他们的投入（努力、忠诚、勤奋、承诺、能力等）大于他们的产出（如工资、福利、声誉、责任感、成就感、工作安全感等），那么他们很可能会失去与雇主和工作相关的积极性。
According to (Sweeney 1990), Adams’ equity theory believed that a higher level of job satisfaction comes from individuals who perceive their overall situation to be equitable and also adopt a better work behaviour than those individuals who feel they are been treated unjustly (Sweeney, 1990).
Adams的公平理论认为，与那些认为自己受到不公正待遇的个人相比，认为自己的总体情况是公平的，并且采取了更好的工作行为的个人会获得更高的工作满意度。
GOAL THEORY 目标理论
This theory is based mainly on the work of Locke (1968) and the basic premise of goal theory is that people’s goals or objective play a major role in determining behaviour (Mullins 2002). People try to achieve certain goals in order to fulfil their desire. Goals are guide by people’s actions, direct work behaviour and performance, and lead to certain consequences or feedback (Gordon, 2002). Individuals with specific quantitative goals tend to do or perform better than people with no set goal or only a vague goal, such as, do the best you can.
该理论主要基于洛克的工作，目标理论的基本前提是人们的目标或目的在决定行为方面发挥着重要作用。人们试图实现某些目标以实现他们的愿望。目标由人们的行动、直接的工作行为和表现引导，并导致某些后果或反馈。有具体量化目标的人往往比没有既定目标或只有模糊目标的人做得更好或表现更好，例如，尽力而为。
MOTIVATION THEORY IN AMERICA 美国动机理论
American employees are motivated based on pay, advancement, supervision etc (Lewis 2006). Jurgensen (1978) found differences in desires for attributes such as advancement, pay, supervision, and type of work across age groups and between men and women. According to Fisher and Yuan (1998) employees reported that pay was fifth in importance to them, but felt that it was first in importance to other people and also security and interesting work top rated in America. Full appreciation at work place is ranked first in importance by US employees, ‘good wages’ is also a motivating factor for US employees. According to Fisher and Yuan (1998), job security was ranked first or second in Jurgensen’s records between 1949 and 1975 but in the early 1990s it seems to be floating at around third or fourth place in the US. One might expect that it would have less importance in China for several reasons (Fisher and Yuan 1998). The US employees also find interesting work as a motivating factor at present, and promotion and growth are relatively important too. In reviewing the history of US work psychology, pay was considered the primary motivator at the start of the century, social relations and job satisfaction came to the fore in the 1930s, and interesting work was not ‘discovered’ as an important variable for rank and file employees until the 1950s(Fisher and Yuan 1998).
美国员工的动机是基于薪酬、晋升、监督等。Jurgensen发现，不同年龄段以及男性和女性对晋升、薪酬、监督和工作类型等属性的渴望存在差异。根据报告，员工们认为薪酬对他们来说是第五重要的，但他们认为薪酬对其他人来说是第一重要的，而且安全感和有趣的工作在美国排名第一。工作场所的充分赞赏在美国员工中的重要性排名第一，“高工资”也是激励美国员工的因素。，在1949年至1975年间，工作保障在Jurgensen的记录中排名第一或第二，但在20世纪90年代初，它似乎在美国浮动在第三或第四位左右。人们可能会认为，由于几个原因，它在中国的重要性会降低。目前，美国员工也发现有趣的工作是一种激励因素，晋升和成长也相对重要。回顾美国工作心理学的历史，薪酬在本世纪初被认为是主要的激励因素，社会关系和工作满意度在20世纪30年代出现，有趣的工作直到20世纪50年代才被“发现”为普通员工的一个重要变量。
MOTIVATION THEORY IN JAPAN 日本的动机理论
The Japanese executives give motivational factor the highest priority. In fact, a Japanese present president of a Japanese-affiliated company commented that Japanese business people were more familiar with ‘management by objective’ than Korean people were (Usugami and Park 2006). Based on this, the Japanese executives are likely to consider ‘clarifying company policy and job objectives’ as a strong motivational factor, based on the business strategy they have implemented.
日本高管最重视激励因素。事实上，一家日本附属公司的一位日本现任总裁评论说，日本商界人士比韩国人更熟悉“目标管理”（Usugami和Park 2006）。基于此，日本高管可能会根据他们实施的业务战略，将“明确公司政策和工作目标”视为一个强大的激励因素。
Both the Korean and Japanese executives recognize maintenance and improvement of employee motivation as an important management issue for the sake of high corporate performance and employee job satisfaction. The Japanese recognize ‘wage and bonus increases’ and ‘opportunity and speed of promotion and career development’ as strong motivational factors. ‘Fringe benefits’ and ‘good human relationships and communication in the workplace’ are serious hygiene factors for them. In other words, the motivational factor of Herzberg’s two-factor theory is what motivates the Japanese, while it is a hygiene factor to Korean (Usugami and park 2006).
韩国和日本的高管都认识到，为了提高公司业绩和员工工作满意度，保持和改善员工动机是一个重要的管理问题。日本人认为“工资和奖金的增加”以及“晋升和职业发展的机会和速度”是强有力的激励因素。”“附加福利”和“工作场所良好的人际关系和沟通”对他们来说是严重的卫生因素。换言之，Herzberg双因素理论的动机因素是激励日本人的因素，而对韩国人来说，这是一个卫生因素。
THE PROBLEM IN MOTIVATION THEORY 激励理论中的问题
If an American company wants to set up a business in Japan, there is a need for them to know what motivates the Japanese workers. The problem that an American manager will face in Japan will basically be on the issues raised based on the motivational factor of Herzberg’s two-factor theory in Japan. The problem on communication may not necessarily be problematic for the manager since the Japanese’s communication flows is participative as continual interactions and exchange of information is present in the Japanese culture as this is also present in the American culture.
如果一家美国公司想在日本创业，他们就需要知道是什么激励了日本工人。美国经理人在日本面临的问题基本上是基于赫茨伯格双因素理论在日本的激励因素提出的问题。对于管理者来说，沟通问题不一定是问题，因为日本人的沟通流是参与性的，因为日本文化中存在持续的互动和信息交流，而美国文化中也存在这种情况。
POSSIBLE SOLUTION 可能的解决方案
However, the motivation theory can be responsible for the performance of workers and for the attainment of organizational goals. To solve the problem associated with difference in motivation theory, it is important for the Americans to be trained so as to understand and be aware of such differences in its culture and also to know how the Japanese employees can be motivated.
然而，激励理论可以对员工的表现和组织目标的实现负责。为了解决与激励理论差异相关的问题，对美国人进行培训以了解和意识到其文化中的这种差异，并了解如何激励日本员工，这一点很重要。
Understanding how the Japanese work is also very important, what motivates them and their general attitude towards their job is very relevant.
了解日本人的工作方式也很重要，激励他们的因素以及他们对工作的总体态度也很重要。
CONCLUSION 结论
Presently, the world is becoming a small global village and as such, people tend to move from one geographical area to another and this can lead to meeting people from different cultural cluster to another resulting to the mingling between people from different culture and regions. Based on the above discussion, there is a need for managers to understand what motivates their workers and also understand the different motivation theories so as to ensure an effective and efficient employee. Therefore the different motivation theories should not be ignored.
MBA作业最后总结世界正在成为一个小地球村，因此，人们往往从一个地理区域迁移到另一个地理区域，这可能导致不同文化群体的人在另一个文化群体中相遇，从而导致不同文化和地区的人之间的交融。基于上述讨论，管理者需要了解是什么激励了他们的员工，也需要了解不同的激励理论，以确保员工的工作效率。因此，不同的动机理论不容忽视。本站提供各国MBA作业写作指导服务，如有需要可咨询本平台。