Cultural Difference and Reward Perception: Response of Multicultural Teams Towards Incentive Systems in Multinational Organizations — a Case Study of Google Inc

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Pages: 62-72
DOI: https://doi.org/10.54664/EIYK1295

Abstract:

This article investigates how cultural value differences shape employee interpretations of reward and incentive systems in multinational organizations, with Google Inc. serving as the focal case. Using a netnographic analysis of publicly available employee discussions, the study identifies systematic cultural variations in responses to autonomy-based practices, performance-related rewards, collective recognition, and well-being benefits. The findings indicate that perceptions of fairness and motivational relevance are mediated by national cultural dimensions, particularly power distance and individualism–collectivism. The study contends that effective reward design in multicultural settings requires a unified strategic framework complemented by culturally attuned adaptations that address divergent expectations of equity and motivation.

Keywords:

cultural difference, reward perception, multicultural teams

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