The radical transformation of value and belief systems, and organizational cultures, create a huge challenge for management that needs to adapt to an array of different motivation levels. Research establishes the difference between the Anglo- Saxon model which focuses on deregulation, privatization, flexibility and risk taking, and the Continental European model which aims at achieving social cohesion and integration. The reform of the state (transformation governmental management) has occurred in Anglo-Saxon countries, such as New Zeland,Australia, theUKand theU.S.But slowly, last year, a Continental European country as The Netherlands successfully reformed itself becoming more entrepreneurial in its competitiveness strategy.
In the past, a culture of hard work and effort characterizedAsia, stressing education, saving and loyalty. AGallupopinion poll conducted inChinain 1996 revealed that the top priority of the Chinese people was to work hard, but also to get rich. Another study conducted inJapanduring the 1980ís showed that key values of the Japanese work force were persistence, tenacity and loyalty.
In Europe and theU.S.a culture of self-achievement still has an underlying quality in the work culture. As some researchers, from theInstituteofManagement Developmentargue, there seems to be an international changing pattern from hard work to wealth to social responsibility and to self-achievement. The socio-economic movement seems to be from a collective value - belief system to an individual value- belief system. The younger population seems to be valuing work-life balance, individuality and mobility. The concepts of employee loyalty and management credibility are becoming more complex and organizations and societies are increasingly crafting a new culture era and management strategies for fostering enthusiasm and commitment that will help them compete with the best in the world. The drastic movements of value and belief systems create the principal challenge for institutions that need to adapt to a variety of different motivation levels across countries and companies. As established three levels of motivation emerge from employees: The Tigers, entirely devoted to company life, working more than 70 hours a week, highly efficient and well paid; The Cats, focused on work B life balance, working 40 to 60 hours a week, motivated and efficient, they accept mobility only if they can preserve a home base; The Dinosaurs, stressing life B life balance, preferring to work less, under 40 hours a week, and convert benefits into time- off, organizational leaves and other non-monetary rewards. Managing the adequate utilization of human and social capital will have to do with the coupling of an organizational population of tigers, cats and few dinosaurs.
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