Most are not validated across cultures and thus can only be applied to a fairly homogeneous, mainstream American workplace. It may be true that the average American is primarily motivated to be productive and remain with an organization because his or her need for individual achievement is met in the workplace. The employee is rewarded for hard work with a higher salary. However, a joint venture may involve employees from traditional non-European cultures or a company in Detroit may find an increasing number of employees who are female and from Latin American backgrounds. These employees may be more concerned with long-term security or being valued as part of a group.
Intercultural management takes cultural context into consideration.
The stick and carrot that works best depends on the background of the employee. Most importantly, an effective manager is able to communicate with people from various backgrounds, not simply co-workers from his hometown or home state. It is tempting to take the position that those who are different ought to fit into the organizational culture. That is, the organizational culture trumps all other cultures. Somehow people leave their ethnic or national cultural identities on the sidewalk before they walk into the building each morning.