Comparing motivation of Japanese computer personnel versus those of the United States

A sunny of perceptions of I.S. computer personnel managers, analysts, progr ammer/analysts and application programmers was conducted in Japan, using the JDSDP II, a modification of the job diagnostic survey inrrrument. Data were collected on 15 job variables, related to four motivation aspects: job components, satisfaction levels, need for growth/achievement and goal participation/feedback. The results were compared to those of a similar survey for the same job typ in the United States. The survey revealed that the work itselfwas ranked highest among 11 motivating factors, for both countries. In two job categories, middle management and analysts, Japanese respondents had responses significantly dtrerent from their U.S. countetparcs. On the other dimensions the responses in Japan were similar to those in the United States. Cultural factors that might have affected the survey results are discussed. (346) and miscellaneous (188). The return rate was comparable to that of other surveys in Japan. The JDSDP II was translated into Japanese and validated before the survey. A working group on Comparative Design and Analysis was assigned the task of ensuring comparability both in terms of content and semantic validity. Data were collected on 15 job variables, related to four motivation aspects: job components, satisfaction levels, need for growth/achievement and goal participation/ feedback. The study answers two questions: Question 1 Are Japan computer personnel similar in characteristics to their U.S. counterparts? Question 2 If there are differences, what are the CauseS? The research results were compared to those of Hofstede [2,3] to make the cultural comparison. * The researchers wish to thank the Central Academy of Information Technology for their sponsorship of this project. Background on the Survey Methodology Introduction Two survey instruments were utilized for the study: 1) the JDS-DP II version of the Job Diagnostic Survey and 2) the Herxberg survey of key motivational factors. Each will be discussed separately. During 1993, a motivation survey was made of Japan computer personnel similar to the one conducted for the United States in 1988 [Couger, et al., 11. In Japan, the Information Processing Development Association is the central body for surveying, training and educating I.S. professionals. The association conducts a national survey each year as a part of a state-of-the-art assessment. The motivation survey was appended to the annual survey for 1993. During November, 10,928 questionnaires were mailed; 1,524 usable responses were received: middlemanagers (123), first-line managers (217), analysts (167). programmer/analysts (429), application programmers JDS-DP II Survey Instrument. The reliability and validity of the JDS-DP survey instrument was substantiated in 1978 [Couger and Zawacki, 41. This instrument was utilized to derive a database on more than 16,500 U.S. computer personnel and over 13,008 computer personnel in other countries. The JDS is based on the job characteristics model theory of motivation developed by Turner and Lawrence [5] and expanded by Hackman and Lawler [6] The essence of this motivation theory is that an individual’s 1012 1060-3425/95$4.00@1995IEEE Proceedings of the 28th Hawaii International Conference on System Sciences (HICSS '95) 1060-3425/95 $10.00 © 1995 IEEE Proceedings of the 28th Annual Hawaii International Conference on System Sciences 1995 need for growth must be matched by the degree of richness of the job assigned to that individual, to ensure motivation and productivity. Individual growth need strength (GNS) is defined as the strength of the individual’s need for challenge, for moving beyond his/her present level of knowledge and ability, for being stretched. The motivating potential of a job is determined by the degree of richness of five core job dimensions: skill variety, task identity, task significance, autonomy and feedback from the job. The job’s MPS (motivating potential score) is based on the five core job dimensions. When MPS is matched to individual growth need, motivation can be expected to improve. If an imbalance occurs, motivation is not reaching its potential. In the tables below, results from the Japan survey are compared to the U.S. data base. Statistically significant differences are identified. Analysis of the survey results was facilitated by use of SPSS. Responses on each of the 15 survey variables will be analyzed below, grouped by survey category. Definitions for the survey variables are provided in the Appendix. Her&erg Survey h.mument The second part of the survey utilized the Herzberg instrument 171. He&erg used his survey instrument to compare motivation factors for a variety of occupations, but did not include computer personnel. Couger [8] replicated the study for computer personnel. Table 1 shows that the work itself was ranked first place by Japan computer personnel, as it was in the United States. This result has been the same in every country surveyed with the JDS-DP II [Couger, 9, lo], despite significant cultural differences: Singapore, Austria, Hong Kong, Israel, Taiwan, Australia, Finland, South Africa, Spain and New Zealand. Table 2 shows Japan rankings of the top five factors by gender, job type and age. The work itself was ranked first place regardless of demographic factor. Standard deviation was lower than for any other category except recognition and quality of supervision. The opportunity for recognition is ranked second for all demographic categories except age 20-30, where it is ranked third place. Pay and benefits was ranked second by that age group. Pay and benefits was ranked third through sixth for the other categories. Fourth and fifth place rankings were fairly evenly split between oppottunity for advancement and opportunity for achievement. Table 1 Rankings of the Herzberg motivational factors Motivation Factor U.S. Japan The Work Itself 1 1 Opportunity for Achievement 2 4 opportunity for Advancement 3 5 Pay and Benefits 4 3 Recognition 5 2 Increased Responsibility 6 10 Quality of Supervision 7 9 Interpersonal Relations wl Peers 8 6 Job Security 9 8 Working Conditions 10 11 Company Policies 11 7 Table 2 Japan rankings of the top factors -by gender, job, age Motivation Gender Job Ane Factor M E P/A M~I 20-30 3140 40+ The WorkItself 1 1 1 1 1 1 1 Recognition 2222322 Pay&Benefits 3 5 3 4 2 3 6 Advancement 5345 443 Achievement 4453 555