MOTIVATING & LEADING
Mexican people are primarily motivated by the need to tend
to the family’s needs. Work is considered a means to enable the Mexican
worker to provide the essentials to his family. Work is to live,
whereas leisure is considered essential for full life. The Mexican
worker has an unwavering loyalty to his supervisor, which is his source
of motivation. The supervisor gives the worker his instructions and
they are to be carried out to the letter without question or hesitation.
The worker’s high uncertainty avoidance suggests the need for job security.
The high power distance that is exhibited in the Mexican worker suggests
motivation in the worker is with the relationship with the boss.
The leadership style that is exhibited in the Mexican supervisor
is autocratic. Decisions are made from the top and the workers are
to adhere to them without question. The supervisor fits more of the
traditional parent role with his worker’s. He is very concerned about
his personal life and what he can do to assist. The Mexican worker
expects his manager to be the authority on all aspects of his life.
There is a tremendous power distance in the Mexican worker and his supervisor.
The worker views his supervisor as a father figure, requiring constant
supervision and instruction. With the family being the Mexican worker’s
primary motivation loyalty and commitment to the family frequently determines
employment, promotion, or special treatment for contracts. “To get
anything done in Mexico, the manager has to be more of an instructor, teacher,
or father figure than a boss.”
Incentive / Reward System(s)
Mexico’s incentive system differs from most in that the Mexican
worker expects an incentive regardless of productivity or profitability.
The Mexican worker views incentives as an entitlement. Part of this
entitlement mentality stems from the government and its mandate to give
Christmas bonuses of 15 days pay to each employee regardless of performance.
Because enjoyment of life is so highly valued in Mexico, the employers
typically provide recreation facilities on site. Fringe benefits
are highly valued because the Mexican worker is so poor. “To this
end, companies often provide on-site health care facilities for workers
and their families, nurseries, free meals, and even small financial loans
in dire situations.”
Sources: Deresky, Helen, International Management (Prentice
Hall 2000) p417-419.
Mexico Executive Planet, www.executiveplanet.com