High uncertainty avoidance suggests need for job security, lowuncertainty suggests motivation by risky opportunities. High powerdistance suggests motivators in boss-subordinate relationship, lowpower distance suggests motivation by teamwork and peers.Individualism suggests motivation from opportunities for individualadvancement and autonomy, collectivism suggests appeals to groupgoals and support and masculinity suggests people are morecomfortable with traditional division of work, femininity suggestslooser boundaries, flexible roles. Mexico’s emphasis on familymeans that loyalty and commitment to family and friends oftenunderlies personnel decisions. This emphasis has many implicationsfor structuring motivational initiatives. For instance, turnoverand absenteeism can be very high, with “family reasons” being mostcommonly cited for absenteeism and for failing to return to work.For Mexican males, the value of work lies primarily in its abilityto fulfill culturally imposed responsibilities as head of householdand breadwinner rather than to seek individual achievement.Paternalism is expected, and bosses are often viewed as fatherfigures whose role is to take care of workers. Likewise, employeesexpect managers to be authoritative. If not told to do something,the workers will not do it, nor will they question the boss or makeany decisions for the boss. Many Mexican factory workers doubttheir ability to personally influence the outcome of their lives.They attribute events to the will of God, luck, timing, orrelationships with higher authority figures. Corrective disciplineand motivation must occur through training examples, cooperation,and, if necessary, subtle shaming. It is a mistake to directlyinsult a Mexican. Thus, one must appeal to the pride of Mexicanemployees and avoid causing them to feel humiliated. Given that“getting ahead” is often associated with outside forces, motivationand reward systems become difficult to structure. For the mostpart, motivation through participative decision making is not aseffective as motivation through more autocratic methods. Mexicanworkers expect authority will not be abused but rather will followthe family model in which everyone works together in a dignifiedmanner according to their designated roles. Any event that breaksthis harmony or seems to confront authority, will likely be coveredup. For example, a supervisor may hide defective work. Maslow’shigher-order needs (self-actualization, achievement, status) arenot high on many Mexican’s lists of needs because of a context ofcontinuing economic problems and a relatively low standard ofliving. Additionally, economic reforms and the peso devaluationmake money a key motivational factor. Fringe benefits also areimportant. Benefits that help to manage family-related issues arepositive motivators for people to at least show up at work. Thus,companies often provide on-site health care facilities for workersand their families, nurseries, free meals, and even small loans incrisis situations. Company buses may be provided to minimizeabsenteeism and tardiness.
please design a suitable organizational reward system forworkers in a manufacturing plant in Mexico
