Abstract
Effective managerial performance is influenced by the types of rewards which managers seek in their work environment and by their perceptions of the degree to which their job expectations are being satisfied. This research provides empirical evidence on the nature of job-related values and outcomes in 4 countries: Canada, France, Japan, and the UK. The survey data reveal that the types of job outcomes sought by managers differ significantly from one culture to another. The results should be of practical value to companies seeking to develop more effective management motivational devices in the countries studied. Moreover, the approach and methodology may provide a useful model for further cross-cultural studies.
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*Rabindra N. Kanungo is Professor of Organizational Behavior on the Faculty of Management, McGill University. He has published extensively in the area of work motivation.
**Richard W. Wright is Professor of International Business on the Faculty of Management, McGill University. He has published widely in international business management and Japanese business.
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Kanungo, R., Wright, R. A Cross-Cultural Comparative Study of Managerial Job Attitudes. J Int Bus Stud 14, 115–129 (1983). https://doi.org/10.1057/palgrave.jibs.8490521
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DOI: https://doi.org/10.1057/palgrave.jibs.8490521