|
Indian Approach |
Western Approach |
Japanese Approach |
1. |
Long term needs are the basis (moksha) |
Short term needs are pursued |
A mix of Indian & Western approach where individual needs are met but dedication to the group is all important. |
2. |
Inspirational self motivation |
Motivational carrot & stick approach. |
Dedication – to the group, company and country is the driving force. |
3. |
Intrinsic – do your actions / duties without any external stimulus; and yet help the organization progress. |
Extrinsic –one’s actions depend upon the external environment and stimulus from outside – hence reactions can be quite erratic. |
Stready, dedicated actions where their goals are completely aligned with those of the organization. |
4. |
Psychologically strong individuals, since rewards do not cause worry / stress. |
Psychological burn-out |
Psychologically stable & strong-as they believe that their work & actions are not ends but a means to better quality and productivity. |
5. |
Perfection is the aim of any work. |
Success is the aim or motivation |
Contribution to the nation is the aim. |
6. |
Contentment – believing work is worship |
Competition – because of competitive rivalry for rewards |
Contribution to the nation is the aim. Co-operation is the key. |
7. |
Leads to mind enrichment and self satisfaction. |
Lead to job enrichment. |
Leads to both job and mind enrichment. |
8. |
All actions are guided by one’s dharma – righteous conduct is of primary importance. |
Actions may be motivated by the Temptation to adopt unethical means to achieve targets. |
No scope for temptations as the work is not centred around the individual but towards the group. |
9. |
In pursuit of happiness – not of material gains alone. |
In pursuit of material gains. |
Pursuit of wealth is only a by-product dedication to the group is the key. |
10. |
Works will once basic needs are fulfilled or taken care of. |
Employees may perform actions, but their satisfaction is not guaranteed. |
Has worked very well once the group is convinced. |
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