Organizational researchers have long sought metods to increase the likelihood that individuals work hard in organizations. Historically, this problem has been characterized as an issue of work motivation. As a result, motivational research has been one of the most prevalent forms of organizational inquiry. However, as Bhagat and McQuaid (1982) note, most, of the research in work motivation has been conducted in Western cultural settings, particularly in the U.S. Little work has been done to, investigate work motivation in other cultural settings. Moreover, most of the available theories of work motivation were developed by American researchers using data from U.S. cultural settings. As a result, it is very, likely that those theories are laden with implicit assumptions of the American culture. According to Hofstede (1980), the United States is characterized by a very high degree of individualism. As Hofstede himself notes, the dimension of individualism/collectivism is strongly related to "the nature of relationship between a person and the organization to which he or she belongs" (p. 217). Therefore, motivational models which have foundations in individualistic cultures may not be applicable to collectivist, cultures. This paper tries to examine the cross-cultural validity of the Job. Characteristic Model of Work Motivation developed by Hackman and Oldham (1976, 1980). Some theoretical modifications of the model will be attempted toward extending its applicability to "collectivist" cultural settings.