Organisational Structure

and Motivation

Introduction
This essay reviews how motivation of employees is influenced by organisational culture, national
culture and organisational structure using journals and academic texts. The intent of the essay is
to highlight some of the less obvious factors that influence motivation in organisations.
According to Kanfer (1987) motivation is an inner state that energies, stimulates and directs
behaviour towards specific goals. Additionally, Handoko (1992) stated that there are generally
two elements in motivation which are encouragement and goal.
Schein (1985), states that organizational culture is a set of beliefs, values and way of life in an
organization. Hofstede (1980) defines national culture as the programming of the human mind
that distinguishes one group of people from another.
Drucker (1968) describes structure as the means for attaining objectives and goals of the
organisation. Handys (1993) definition of structure states, the allocation of formal
responsibilities, the typical organisational chart. It also covers the linking mechanisms between
the roles and the co-ordinating structures of the organisation.
1.2 Influence of Organisational Structure on Motivation
Handy (1999) developed a model of organisational cultures categorized into four types. The
power culture relies on central power with lines of influence extending throughout the company,
frequently found in small organisations and relies on trust, empathy and communication for
effectiveness and is less bureaucratic.
The role culture is characterized as a bureaucracy operates by logic and rationality. Harrison and
Handy (1993) describes it as a temple that relies heavily on strong organizational pillars and is
controlled by procedures and controlled from the top.
Task culture is job-oriented and is similar to a net with some strands stronger than others. The
power and influence at the interstices are somewhat like the matrix organizational structure
which brings the right resources together to unify power of the group. Influence is widely spread
and based on expert power.
Person culture has the individual as the central focus with the structure used to serve individuals
within them. Management hierarchies are only possible by mutual consent. Individuals have
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almost complete autonomy and any influence over them is likely to be on the basis of personal
power.
1.3 Influence of Organisational Culture on Motivation
According to Kanfer (1987), motivation is an inner state that energies, stimulates and directs
behaviour towards specific goals. Additionally, Handoko (1992) stated generally the two main
elements in motivation are encouragement and goal. Employees take specific actions driven by
encouragement and aspirations to achieve goals set by the organisation. Organizational culture
triggers employees motivation to accomplish organizational objectives, therefore high
motivation requires strong organisational culture according to Holmes and Marsden (1996).
Many authors state that strong organisational culture is built on positive-sounding virtues,
attitudes and behaviours which they claim to be useful to employee motivation according to Deal
and Kennedy (1982); Trice and Beyer (1985). Kilmann et al. (1985) argue that culture has
positive impacts on motivation when it channels behavior in the right direction; alternatively,
culture has negative impacts on motivation when it points behaviour in the wrong direction.
According to Wilkins and Patterson (1985), the ideal culture is distinguished by clearly defined
assumptions of equity and a sense of collective competence which result in employee motivation.
According to Kanter (1983), there are cultures of pride which is good for motivation and cultures
of inferiority which impacts motivation negatively.
1.4 Influence of National Culture on Motivation
National culture is essential to motivation as stated by de Mooji and Hofstede (2010). Hofstede's
dimensions identified key distinctions among cultures which drive motivation based on their
perspective on life, level of independence, opinions and beliefs. Stewart and Bennett (1991)
stated that employees in the USA believe that there should be equality of opportunity but not
equality of outcomes, therefore, rewards based on individualistic performance is a better
motivator. Example, in order to motivate a group of collectivists, independence and selfachievement will not motivate them, however, a focus on their family cohort will. Additionally,
short term oriented employees are motivated via monetary gains while long term oriented
workers are motivated by job security.
Taras et al (2010), view Hofstede's dimensions as a better predictor compared to personality
traits and individual differences when searching for ways to motivate staff.

1.5 Influence of National Culture on Organizational Culture and Structure

Hofstede (2001) defines culture as the collective programming of the mind which distinguishes
the members of one group or category of people from another.
According to Hofstede (2001) Asian countries have high power distance scores, which relates to
a cultures willingness to accept differences in power compared to other cultures. Taller
organisational structures are expected, with a higher ratio of supervisory staff having a narrow
span of control, additionally, decision making is more centralized. Motivation of employees from
with cultures with high power distance comes from status and power.
Masakazu (1994) defines individualism as a view of humanity that justifies inner beliefs and
unilateral self-assertion, as well as competition based on these. In collectivist cultures though,
the interest of the group is placed above the interest of the individual.
In collectivist cultures, assignments are second place to relationships and group based decision
making is preferred over individual. They place a higher value on consensus and teamwork
compared to individual initiatives. Promoting a supportive atmosphere and facilitation of team
effort are the primary roles of the leader. Employees are rewarded based on length of service and
tenure and they are motivated from a sense of belonging.
1.6 Conclusion
Motivation of employees is influenced by organisational culture, national culture and
organisational structure. According to Holmes and Marsden (1996), motivation of employees is
highly influenced by organizational culture.
An understanding of Hofstedes (1980) dimensions is a powerful tool for motivating employees
from varying cultures, it was also seen as a better predictor compared to the use of personality
traits.
Findings from research done by Oldham and Hackman (1981) suggested that the relationship
between organizational structure and motivation can be explained by the nature of the jobs
within the structure.
Anderson and Brown (2010) concluded from their research that there was a clear link between
structure and motivation, additionally they found that flat structures are often more advantageous
for promoting motivation.

2.0 References
Alvesson, M. (2002). Understanding organizational culture. London: SAGE.
Anderson, C. and Brown, C. (2010). The functions and dysfunctions of hierarchy. Research in
Organizational Behavior, 30, pp.55-89.
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de Mooij, M. and Hofstede, G. (2010). The Hofstede model: applications to global branding and
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Hall/Financial Times.
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