Depending upon the present literature review and primary research conduction, this research will set out at exploring clearly the influence that management of reward and practices of engagement can have over employee and organization performance on the whole. This will not be done in a general context but by comparing these practices over eastern nations and western ones.
Rationale of research
An economic miracle is the term attributed to China as a nation (Ajzen & Fishbein, 2000). The nation has managed achieving a higher rate of annual growth and has helped several poor individuals to come out of their poverty. There have been several economic as well as political changes within the nation which have impacted dramatically the labour market of China. The life-time employment idea, the pay systems of egalitarian nature and the welfare reward benefits called cradle to grave, have resulted in replacement. They have been replaced through completely newer conceptions such as career paths, performance based pay, programs offering bonus as well as opportunities to learn and develop. Workers and employers have to adjust to the labour mobility based unprecedented level. The skilled workers newer generation within China has good skills. They are quiet motivated and have various options of jobs to choose from than it did before.
This can at times waver across differentiation or flexibility when the contextual factors specific to country are warranted as such. Multinational organizations as such from either eastern countries or western countries should view not only the way in which practices of management can help in enhancing performance but also how other practices help in enhancing the performance. However, in both these regions, the practices utilized are different. It becomes crucial to motivate employees but their motivation goals and needs are different. Now two employees can have same beliefs over motivation because something might work for a person while it might not work for the other. Thus, when it comes to motivation, there exist regional differences. Those in the eastern lands such as India and China have different practices to engage and reward employees while those in the western lands have different ways to reward and engage (Akazar et al., 2005). It becomes essential to compare the differences and the cultural ideologies behind the practices as it will help multinational firms from east to motivate employees in west and vice versa is the case. When organizations start globally, they will employ workforces and this workforce without proper motivation does not result in offering good productivity or motivation to the company until properly engaged and motivated. Henceforth it comes forward the rationale of this research.