Global teams are geographically dispersed workforces of employees that work on a single business worldwide (Lee-Kelley, & Sankey, 2008). Motivating international teams ensures that companies establish a cohesive and productive team culture. However, the prevalence of cultural backgrounds, different time zones, and communication barriers can make it very difficult for team managers to motivate all their employees in global teams. Nonetheless, motivated and engaged employees are significant to the success of any group, particularly in the context of a globally spread team where collaboration is crucial to gain from each other’s perspectives. When motivating employees in global teams is essential to have comprehensiveness of each employee’s unique needs and preferences. In addition, team managers need to foster open communication, provide opportunities for skill development, and create a sense of shared purpose and belonging. By applying these approaches, global teams can thrive and achieve their goals and objectives with their motivated employees’ commitment, resilience, and dedication.
Specific issues/concepts
Motivation
Noe, Tews, & Dachner (2010) describe motivation as incentivizing employees to work or commit to their work environment. Concisely, team leaders should employ extrinsic and intrinsic motivation to enhance employee motivation (Wang, Kim, & Kim, (2019). Motivation in global teams refers to the aspects that drive and sustain employee engagement (Yoon, 2001), incentives to work, and productivity (Martin, 2005) in cross-cultural and geographically dispersed teams (Ritcher et al., 2021). Motivation is a significant element in determining the success of an organization in the global context, as it influences collaboration, communication, and overall decision-making among the team members. Among the key concepts concerning motivation include Cultural differences, communication, effective leadership, goal setting, and reward and recognition.
Cultural differences impact motivation in global teams (Cramton & Hinds, 2014). This is because different cultures may have different attitudes, values, and expectations regarding work, impacting how team members approach their tasks and associate in the workplace (Stewart et al., 2017). For instance, certain cultures emphasize teamwork and collaboration, whereas some insist on individual performance and achievements (Meterko, Mohr, & Gary, 2004). Therefore, comprehending these differences is essential for employee motivation in globally spread teams.
Apart from understanding cultural differences in employees, communication is another crucial concept in employee motivation (Welch, 2011). Ideally, employee communication is significant for motivating employees in global teams. However, in some instances, communication barriers, time differences, and cultural differences may reduce trust, hinder collaborations and create misunderstandings (Morrison-Smith, Sarah, & Ruiz, 2020). Therefore, team managers must ensure employees can access the tools and resources to facilitate better communication.
Additionally, effective leadership is paramount in motivating employees in global teams. Contextually, leaders need to inspire and engage employees despite differences in distance and culture. Team leaders must be competent in building trust, establishing clear and concise objectives, and providing real-time employee feedback or response (Bell & Kozlowski, 2002). Concisely, leaders who employ a transformational leadership style may be particularly effective in motivating their employees in global teams.
Another factor that is consequential in motivating employees in global teams and improving their productivity is a clear and measurable global setting (Zander, Mockaitis, & Butler, 2012: Maznevski & Celia, 2017). Although goal setting can be complicated for most global teams due to the differences in time zones, language, and cultural barriers, team managers must strive to create an environment where employees comprehend their roles and responsibilities.
Finally, employees in global teams need to be rewarded and recognized for their input in global teams (Kirkman et al., 2002). Proper reward and recognition are excellent motivating factors in ensuring employees improve their productivity in global teams. However, employees must keep in mind that cultural barriers and employees’ personal preferences may play a factor in recognition and reward since people from all over the globe are motivated by different rewards; some may see financial rewards as motivating factors, while others may perceive increased autonomy as rewarding.
Empowerment
Empowerment is another significant concept on the topic. Empowerment gives employees the authority and autonomy to make crucial decisions and take the necessary actions in global teams(Hui, Michael, & Fock, 2004). A study by Quinn & Spreitzer (1997) contends that managers must provide clear and concise expectations and guidelines to their employees in global teams to empower them. A similar study by Kirkman and Gibson (2017) suggests that team managers should employ a participatory leadership style involving employees in the team’s decision-making processes.
Culture
Culture is also an integral concept on the topic. Ideally, culture is essential in determining how employees integrate and integrate with team management as they work toward achieving common goals. According to Maznevski and Celia (2017), leadership plays a significant role in managing cultural differences and preventing conflict in virtual teams. Moreover, in a virtual team, the employers or managers should strive to create a conducive environment and inclusion, which can help with differences and foster effective communication and collaboration.
Theoretical Approaches
Motivating employees and empowering them in virtual teams is a very complicated but essential task for achieving the goals and objectives of the global business environment. To develop effective and proficient strategies, team managers must first comprehend the theoretical approaches underpinning employee motivation and empowerment. The various theoretical approaches include; self-determination theory, job demand-resource model, social exchange theory, goal-setting theory, and expectancy theory.
Self-determination Theory
Self-determination theory is a motivational theory that explains how people’s psychological needs of autonomy, competence, and relatedness impact their extrinsic and intrinsic motivation and general well-being (Niemiec & Ryan, 2009). Proponents of the STD theory contend that people are more inclined to peruse experiences that satisfy their innate psychological needs, ultimately influencing their motivational behaviors. This approach is essential in global teams because it can help managers realize their employees’ psychological needs and preferences, which are critical in influencing their engagement and motivations in global teams. Concisely, employees can only engage and commit to their roles and responsibilities if they feel autonomous, appreciated, competent, and in good relations with their colleagues. However, if they perceive that they are patronized, controlled, and unappreciated, they may disconnect from the work environment leading to economic losses for the global teams.
Managers are instrumental in improving employees’ attitudes and helping them connect with the work environment. This is because, in some instances, employees may face challenges in satisfying their psychological needs due to communication barriers and cultural differences. In such a scenario, the team manager should create a conducive environment that supports these needs and elevate their commitment to work. The ways to achieve this include creating a sense of belonging and connection among members, involving them in decision-making, and sorting their professional development.
Social Exchange Theory
Social exchange theory focuses on how social interactions between individuals shape their attitudes, behaviors, and relationships (Karen et al., 2013). Proponents of this theory posit that individuals only engage in social exchanges when they expect rewards or benefits from their interactions. Although the SET theory can be used in different contexts, it can be used in the workplace to educate and inform employers about the perceptions and expectations of their employees (Parzefall, Salin, & Marjo-Ritta, 2010). In global teams, various factors that have the potential to influence social exchanges include; communication barriers, communication barriers, and many other factors. Concisely, team managers should have a deep comprehension of the cruciality of social exchanges and hence create environments that support the reinforcement of positive exchanges in global teams. For instance, when employees realize they are being treated fairly and have positive exchanges with their colleagues and employers, they will intrinsically respond by being competent, committed, and motivated. Among the ways that team managers use the SET approach in global teams is by encouraging and providing their employees with opportunities to interact with their colleagues and managers. This is often achieved by organizing retreats and team-building activities among colleagues and offering support and feedback to the employees when needed.
Goal Setting Model
Goal-setting theory is a motivational theory that explains how the processes of setting goals and achieving goals are instrumental in employee motivation and overall performance (Rasch & Tosi, 1992). Proponents of this theory contend that when individuals put specific and challenging goals that align with their preferences, interests, and values, these goals enhance their performance and their performance. In global teams, goal setting may be challenging because of the prevalence of cultural differences, communication differences, time barriers, and other eminent factors. Therefore, team managers must comprehend the vitality of setting practical goals aligned with their employees’ preferences, personal values, and interests. Ideally, when employees in global teams perceive their goals are respected and valued, they are likely to be engaged and motivated to work. One way in which workers can utilize goal setting to improve their employees all engagement and motivation of by setting clear, concise, specific, and challenging goals for them.
Expectancy Approach
An expectancy model is a motivational approach that elucidates how people’s beliefs about the relationship between their efforts, performance, and outcome impact their engagement and motivation (Paros & Yawson, 2021). Proponents of this theoretical model argue that individuals are only motivated to exert their efforts if they are confident that their efforts will result in a higher performance, which will be a precursor for positive outcomes. In the context of global teams, team managers can employ this theory to improve the motivation and engagement of their employees by setting concise expectations, offering incentives, and providing the needed support that aligns with their employees’ beliefs and values. For example, a team manager may offer training and development programs that align with the personal values and beliefs of the employees. This can be instrumental in helping employees build skills and be more engaged, motivated, and productive for the company.
Job Demand Theory
Job demand theory details how job demand may impact employee motivation and engagement. According to this theory, huge workloads can act as stressors to individuals, reducing their workplace productivity (Dawson & Beehr, 2016). Concisely, in a global team, managers must realize their employees’ job demands, such as work-life balance, cultural differences, communication, and coordination challenges. Ideally, if the managers fail to be wary of job demand, employees will experience stress and burnout, negatively impacting their motivation and hence general performance leading to poor productivity. Employers may employ ways to enhance performance and engagement in global teams, including providing resources and support to employees, setting realistic expectations, and promoting work-life balance by encouraging employees to take vacations with their close ones. In addition, managers can offer counseling services and coaching services to help employees regain their motivation and engagement in their work.
Methodologies
This section analyzes, describes, and summarizes the methodologies used in the literature review and best practices for motivating employees in global teams. The methodologies include surveys, interviews, case studies, and theoretical approaches.
Theoretical Approaches
Self-determination theory, social exchange theory, goal-setting theory, expectation theory, and demand approach theory are among the relevant methodologies in identifying best practices for motivating employees in global teams. These methodologies provide practical strategies for team managers that can be utilized to promote and enhance employee motivation in global teams. Each approach offers a unique solution to the issue and can be utilized depending on the circumstances.
Surveys
Another methodology employed in the study is the use of surveys. In the study, several articles used surveys to acquire data on employee motivation and empowerment in global teams. One such article is Kirkman et al. (2017) which surveys employees to decipher the association between different leadership styles and employee satisfaction and empowerment. In addition, Wang et al. (2019) surveyed employees to identify the significant aspects of their motivation.
Interviews
peer-reviewed articles employed interviews to collect data on employee motivation and engagement in virtual teams. One example is Cramton & Hinds (2014), which conducted interviews with 132 team members and managers to explore the role of cultural differences in employee motivation and empowerment.
Case Studies
The literature review also utilized case studies to explore the best practices for motivating employees in global teams. One such case study is Lee, Rocco, and Shuck (2020), which investigates the factors contributing to workplace employee engagement.
Strengths and Weaknesses of the Research
Strengths
The research provides a comprehensive analysis of the different theoretical frameworks and how they relate to the topic of the study. In addition, the theoretical approaches offer a wide range of solutions to enhancing employee engagement and motivation in global teams. Each theoretical model can aid employers and team managers adapt to the situation. For instance, some advice on the need for transformational leadership, whereas others advocate for the participative leadership style. Furthermore, the theoretical frameworks explore diverse ways for team managers to enhance motivation and engagement. For instance, the job demand model emphasizes the need for employers to offer employees sustainable tasks to avoid burnout and stress. While other models, like the expectancy approach, focus on rewarding employees for enhancing engagement and motivation in global teams.
Another strength of the research is the use of credible peer-reviewed sources in its analysis. The peer review articles, from case study articles, interviews, and surveys, provide different expert perspectives on the research.
Weaknesses
Although the literature review provides different theoretical approaches to motivating employees in global teams, neither does it provide an in-depth analysis of the specific best practices that organizations can adopt, nor does it propose the most suitable approach to be implemented by global teams’ managers. In addition, the research needs to evaluate the strengths and weaknesses of the theoretical approaches critically.
Secondly, the research lacks empirical evidence. However, the research reviews some empirical studies and needs a thorough analysis of the evidence or general findings, limiting the strengths of the research’s conclusion. In addition to the unavailability of empirical evidence, the research needs to include more discussion of technology’s role in motivating and empowering employees. The omission of the significance of technology in the research analysis limits the strengths of the research’s conclusion because technology is a crucial element in global teams due to the significant difference in geographical distances.
Research Gaps
Future research could identify the best practices and strategies to motivate employees and enhance their engagement in global teams. Among ways this could be achieved includes; examining the most effective theoretical approaches, examining the best leadership styles, the effectiveness of different leadership styles (this could include examining the impact of different leadership styles, the role of trust, and communication), examining the effectiveness of different incentive systems, team building and also communication strategies.
Future research could examine the impacts of cross-cultural differences on motivation and employee engagement in global virtual teams. This could include exploring the impact of cultural diversity, cultural values, and communication styles on team dynamics.
Future research could explore technological tools’ role in employee motivation and engagement. This could be achieved by examining the significance of various technological tools and platforms and the role of virtual communication and collaboration in fostering employee engagement and motivation.
New Ideas
New ideas for future research on best practices in motivating employee motivation in global teams include; Gamification, Diversity, Equity, and Inclusion (DEI), Psychological safety, and Remote Work.
Exploring the use of and application of gamification techniques in motivating and engaging employees in global teams. This could involve the employment of game mechanics to improve collaboration and motivate employees.
Future research could analyze and explore the significance of Diversity, Equity, and Inclusion (DEI) initiatives in motivating and engaging employees in global teams. This could include examining the impact of diverse team compositions on motivating employees and the efficacies of the different DEI practices.
Ultimately, future research could focus on the significance of remote work on employee engagement and motivation in global teams. Contextually, this could include investigating the efficacy of virtual collaboration on team dynamic performances and examining the effectiveness of remote work strategies.
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