There has been an explosion of businesses moving operations overseas, setting up international joint ventures and establishing multinational enterprises. This trend has led organizational researchers as well as corporations to explore the implications of cultural differences in managing a workforce. Can the same Western management practices be used as effectively with employees in Asia as in North America? Does the application of Western management principles in multinationals affect aspects of job satisfaction in non-Western countries? This poster reports the findings from two exploratory analyses on the relationship between job attitudes and the geographic/cultural setting of business organizations. The first analysis is an overview of the levels and correlates of job satisfaction in four regions, North America, East Asia, Europe, and Latin America, and in nine countries of East Asia – China, Japan, South Korea, Taiwan, Indonesia, Malaysia, Singapore, Philippines, and Thailand. The second analysis uses 2002 survey data from three large multinational companies, in financial services, manufacturing, and oil & gas production, to examine the relative importance of top and immediate management, recognition, teamwork, salary and pay, and other employee attitudes for overall job satisfaction across these four regions. The research suggests that it is advisable for multinational companies to examine differences in employee views geographically to gain an understanding of attitudes and influences on occupational satisfaction in each of the countries they are involved in.