Culture and MotivationAccording to Robbins, DeCenzo and Coulter (2011) "motivation is the process by which a person's efforts are energized, directed and sustained towards the achievement of a goal" (p . 267) . Organizations are always looking for new ways to motivate employees. In a global economy it is important to understand that cultural differences can influence how an organization can motivate its employees. Geert Hofstede (as cited in Sledge, Miles, & Coppage, 2008) believed that there were five dimensions of culture. These five dimensions are power distance, individualism versus collectivism, uncertainty avoidance, masculinity versus femininity, and Confucian dynamism (p. 1670). This article will discuss each dimension of culture and how they might influence employee motivation. Power Distance According to Sledge, Miles, and Coppage (2008) power distance is “the degree to which control and influence are unequally distributed in society” (p. 1670). . In a country with high power distance, employees would not feel comfortable expressing their opinions or disagreeing with their managers. Giving employees more power would not work well because employees would be afraid to take actions themselves. Employees would feel more comfortable with rigorous structures and procedures. In low power distance countries, managers may benefit from empowering employees. Employees are free to express their opinions and to develop and express new ideas or projects. Empowerment would motivate employees more in a country with low power distance. Individualism versus collectivism According to Sledge, Miles, and Coppage (2008) individualism versus collectivism is “the concepts of 'I and Me' versus 'We and Us'” (p. 1670 ). Some cultures rely heavily on groups and teams. Collective societies look at group outcomes rather than individual outcomes. Some countries like China and Japan rely heavily on groups. Countries like the United States and Canada are more of an individualistic society. People focus more on individual achievements. Teams have started to become popular in the United States, but they are not as effective as in a collective society. In a country where individualism is strong, individual recognition and rewards would be effective motivators. Uncertainty Avoidance Sledge, Miles, and Coppage (2008) explain uncertainty avoidance as “the degree of risk aversion” (1670). In a country with high uncertainty avoidance there may be more policies and procedures in place. In a culture with low uncertainty avoidance, companies may allow employees to develop new ideas.