Employee Motivation, Job Satisfaction And The Relationship With Corporate Culture

In these years, with the acceleration of the process of economic globalization, a growing number of corporations are going out to optimize the allocation of resources, which aim at obtaining competitive edge and having the initiative. Thus, there exist plenty of new organizational forms, especially multinational corporations where employees with different culture backgrounds work together under the same organization, in the same team and toward the same goals. Unlike local corporations, these new organizational forms, on one hand, face the challenge of implementing company-wide reward systems, on the other hand, recognizing the unique values and preferences of their culturally diverse workforce. It is the cultural difference that cast new problems in Human Resources Management.The subject matter of this research; employee motivation and performance seeks to look at how best employees can be motivated in order to achieve high performance within a company or organization's Culture. Managers and entrepreneurs must ensure that companies or organizations have competent personnel that are capable to handle this task. This takes us to the problem question of this research "why Money is not a sufficient motivation for high performance?" This therefore establishes the fact that money is for high performance but there is need to look at other aspects of motivation which is not necessarily money. Four theories were taken into consideration to give an explanation to the question raised in the problem formulation. These theories include:Maslow's hierarchy of needs, Herzberg two factor theory, and Vroom's expectancy theory. Furthermore, the performance management process as a tool to measure employee performance and company performance. This research equally looked at the various reward systems which could be used by a company. In addition to the above, culture and organizational culture and it influence on employee behavior within a company was also examinedThe study was done at SORALCHINE Company which represents the case study of this research work. Interviews and questionnaires were conducted to sample employee and management view on motivation and how it can increase performance at the company. Finally, a comparison of findings with theories, a discussion which raises critical issues on motivation/performance and conclusion constitute the last part of the research.This report has four chapters. The first chapter is the introduction which familiarizes the reader with the research topic. This chapter also pinpoints the purpose and objectives of the study. It presents how the development of the study area is and the relevance of the study. Theoretical framework will be in the second chapter which presents Historical development of the employee motivation concept, five theories on motivation, the job satisfaction and the culture in human resource management:which includes the concept of culture, understanding of cultural dimensions and managing cultural difference. Chapter three includes Literature review on the relationships between employee motivations, job satisfaction and corporate culture the case study of China-Algeria joint venture Company. SORALCHINE in Algeria will be discussed on chapter four by defining the field of study and the human resource management in the company. And Chapter five analyzes the findings from interviews and findings from survey and the Suggestions and recommendations.In this thesis, I will analyze data collected from the questionnaire which aims to find out whether these Chinese and Algerian employees are motivated or not and satisfied or not and what they need to be like that. Whether there is any difference if the company makes different HR motivation strategies, if there is, is that good or not, etc. Through analyzing and typing these answers from questionnaires to prove there is a need for HR managers to pay attention to the impact of culture diversity and which aspects should be more valued than others.