Culture and MotivationAccording to Robbins, DeCenzo and Coulter (2011), “motivation is the process by which a person's efforts are energized, directed and sustained to achieve a goal” (p. 267). Organizations are always looking for new ways to motivate their employees. In a globalized economy, it is important to understand that cultural differences can impact how an organization can motivate its employees. Geert Hofstede (cited in Sledge, Miles and Coppage, 2008) believes that there are five dimensions to culture. These five dimensions are power distance, individualism versus collectivism, uncertainty avoidance, masculinity versus femininity, and Confucian dynamism (p. 1670). This article will discuss each dimension of culture and how they might affect employee motivation. Power DistanceAccording to Sledge, Miles, and Coppage (2008), power distance is “the degree to which control and influence are unequally distributed in society” (p. 1670). . In a country where power distance is high, employees would not feel comfortable expressing their opinions or disagreeing with their superiors. Empowering employees would not work well because they would be afraid to take action on their own. Employees would feel more comfortable with strict structure and procedures. In countries where power distance is low, managers could benefit from employee empowerment. Employees are free to express their opinions and develop and express new ideas or projects. Empowerment would motivate employees more in a country where power distance is low. Individualism versus Collectivism According to Sledge, Miles, and Coppage (2008), individualism versus collectivism is “the concepts of ‘I and me’ versus ‘us and us’” (p. 1670). ). Some cultures rely heavily on groups and teams. Collective societies look at group achievements rather than individual achievements. Some countries like China and Japan rely heavily on groups. Countries like the United States and Canada are more of an individualistic society. People focus more on individual achievements. Teams have started to become popular in the United States, but are not as effective as in a collective society. In a country where individualism is strong, individual recognition and rewards would be effective motivators. Uncertainty Avoidance Sledge, Miles, and Coppage (2008) explain uncertainty avoidance as “the degree of risk aversion” (1670). In a country where uncertainty avoidance is high, more policies and procedures can be put in place. In a culture where uncertainty is low, companies could allow their employees to develop new ideas..