PEOPLE.IDEAS.PERFORMANCE

79 group for the desired level of performance that will achieve the organization’s objectives. Whereas expatriate managers working in the USA should consider what the individuals need/want and align the employees’ behavior so that employees are indivi dually rewarded while working to achieve the organization’s objectives. The expatriate manager working in Romania should give both public group feedback and private individual feedback keeping in mind the need to build the relationships with employees, both in the group setting and individually. However, the expatriate manager working in the USA should provide individuals with feedback and while relationship has some importance to the individualist, there is less importance placed on the supervisor- relationship than in Romania. The expatriate manager must keep in mind that in the collectivist culture promotion and new job assignments are less important than in the individualist culture. Thus, part of motivation in the USA would consider how attainment of rewards makes it more likely for the employee to get promoted or to be qualified for a new job in the organization, or outside of the organization. Wagner (1995) determined that collectivists in smaller groups cooperated more than did collectivists in larger groups, thus the expatriate manager working in Romania may wish to consider structuring work- groups so that the greatest level of cooperation occurs. Wagner’s study demonstrated that a contributor to small group cooperation was the collectivists’ sense of shared responsibility, which is the sense of knowing that everyone is responsible and the group must work together. This is similar to the Swahilli concept of Harambee found in Kenya (Koshal, 2005), also a collectivist country, where „ Harambee embodies and reflects the strong ancient value of mutual assistance, joint effort, mutual social responsibility, and community self-reliance ” (Winston & Ryan, 2008, p . 217). At the inter-organizational level, expatriate managers working in Romania should present the value of cooperation as a means of improving the living conditions of all Romanians through the proposed objectives such as increased safety, increased quality, reduced pollution, improved education, etc. The appeal would have to be focused on the greater community. Whereas the expatriate manager working in the USA, when working with other organizations, would have to appeal to the value to the other organization as an outcome of cooperation, such as reduced legal liability, increased public image, lower operating costs, increased new products. /R\DOW\ Expatriate managers working in the USA must keep in mind that employee turnover is more of a problem in individualistic societies than in collectivist societies and should work to create a loyalty-bond with each employee, if the employee is someone the manager wants to keep. Loyalty works toward organizational stability in both individualistic and collectivistic societies but loyalty is not as much a given in individualistic societies, thus managers need to create a reason for employees to stay with the firm. This is truer for the Millennial Generation employees than for the prior generation employees (Howe, 2010). For the Millennial Generation employees, retention can occur but usually requires more focus on the alignment of the organization’s values and the employee’s personal values Millennials want meaningful work where they can make a difference and enjoy the work experience. Thus, expatriate managers working in the USA need to focus on the value of work and alignment with the employees desire for a meaningful experience (Chou, 2012). When seeking cooperation at the inter-organizational level the expatriate manager working in Romania would focus on loyalty to the industry and the importance of working together to accomplish the organizations’ common obj ectives, similar to the concept of Harambee mentioned in the prior section.