Managing motivation in the Chinese family business

Employees may have low motivation attitudes since management system is not perfect in most family business. Moreover, both family member and non-family member may have the conflicts to a great extent, because most non-family members may feel inequality in job position and their promotion opportunities could be affected (Jia 2013). In addition, most managers are charged by male employees, they may have more prejudice and stereotyping for female (Singh, Finn and Goulet 2004). Hence, female employees’ working motivation and performance may be impacted by gender discrimination. Additionally, employees’ motivation may be influenced based on their job natures, educational level and individual background (Geng 2004; Yang, Fang and Ling 2003; Jia 2013). Therefore, on the basis of this, managers may need to take into consideration applying various motivation methods so that employees’ different demands could be satisfied. Therefore, this study attempts to see both employees and their managers’ perspectives of using motivation management in a Chinese family business. Also, this study will be conducted to see both participants’ attitudes. Meanwhile, 15 employees and managers were invited to do the semi-structured interview. As a result, this study showed that both employees and their managers may have different attitudes on the motivation issue mainly because of their various job natures, educational levels, different gender and unique personal background. In the meantime, this study attempts to illustrate that the challenging and possible implications for applying motivation method on Chinese high-tech family business