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One of the main implications of four-drive theory is that

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one of the main implications of four-drive theory is that

There was a difference in the drive to comprehend between various work roles. Specifically, there was a difference in how both middle management and trained and professionals viewed that drive compared to skilled labor (with middle management and trained professionals placing a much higher significance on it).
This drive is mostly met through an Organizations Culture. Organizations who’s culture is one that: embraces teamwork; encourages the development of friendships and bonding; one in which employees can depend on their peers to help them; a culture that values collaboration; a culture that celebrates and shares; and a culture that is focused on the “employee first” are crucial to this drive being met.

It is also important to know that individual employees each have a unique 4-Drive Motivational profile. Research on this shows that different demographics and personalities respond differently to the four drives. In other words, some employees will respond or require greater satisfaction of the A drive, while others will focus in on the C drive (or B or D). Each employee will perceive how the company or leader is performing on these differently. Great leaders are one’s who understand those differences and can focus specific employees on the satisfiers of their specific needs.
This drive is fulfilled primarily through Job and Organizational Structure. Organizations need to ensure that the various job roles within the company provide employees with stimulation that challenges them or allows them to grow. Job roles that satisfy this drive should:

Lawrence and Nohria: The key moment really came when we clearly framed the question, “What basic mental drives do all humans have as members of the same species?” Once the question was sharply posed and carefully considered, drawing on our lifetime of experience with people at work, the answer suddenly seemed obvious.
Human Nature in Organizational Life
The return from your work must be the satisfaction which that work brings you and the world’s need of work. With it, life is heaven, or as near heaven as you can get. Without this—with work which you despise, which bores you, and which the world does not need—this life is hell. —W.E.B. Du Bois

Equity Theory of Motivation As the cliche goes, no man is an island. Everything man does is influenced by other men and his environment. Be it in school or at work, the reason why people persevere lies on the desire to achieve a certain goal. Hence, motivation is essential to keep the drive of doing things passionately and effectively. However, the enthusiasm to sustain the dream and keep the motivation alive can be tampered by life’s uncertainties. Given the unique characteristics that each student…
there are change theories that explain the change process and aid in producing the change. One change theorist, Ronald Lippitt identified seven phases of change, which is very similar to the nursing process: using assessment, planning, implementing and evaluating. Lippitt’s emphasis is based more on what the change agent must do, rather than on the development of the change itself (Sullivan, 2013). In the first three phases, which falls under assessment, Lippit’s change theory begins by simply…

The Four Drive Model of Employee Motivation was presented by Lawrence and Nohria in 2002. The model is a holistic way of looking at employee motivation beyond the typical “pay” model that is prevalent in the corporate world today. I will not go into detail regarding the model here, but just give an overview and how this model presents a new way of thinking for organizational leaders.
The Four Drive theory is based on research that shows four underlying drives – the drive to Acquire & Achieve, to Bond & Belong, to be Challenged & Comprehend and to Define & Defend. Each of these drives are important if we are to understand employee motivation. While companies typically focus on the drive to Acquire & Achieve (i.e., base pay, incentives, etc…), the other three drives play an integral part in fully motivating employees. Thus, the new theory provides a model for employers to look at when they are trying to find ways to increase employee engagement and motivation.

The main implication of the fourdrive theory of motivation is that: Employers should motivate employees to achieve challenging goals and give them egalitarian rewards.

  • fair;
  • ethical;
  • providing a valued service or good;
  • cutting edge
  • good stewards.

and benefits as their own pleasure.
The ratio of motivation, how people think and feel. It is their trust and faith in himself, his attitude to life. Here’s how they think about the future and how they react to the past.

One key thing to note is that Lawrence and Norhia argued that this particular drive will never be completely satisfied, as sales reps will continuously compare themselves against the other members of the sales organization. But that actually works in your favor; this constant attempt to be “better than the other guy” will, given the right environment, drive increased productivity and revenue.
Achieve – Bond – Comprehend – Defend For effective sales channel motivation, you have to understand what factors drive sales reps to succeed—and how you can fulfill those drives.

Contrary to the active drives to acquire, bond, and learn which people seek to fulfill, the drive to defend is subtle and becomes active only when triggered by a threat. The stimulation to defend can be a result of a threat to the organization, the group, or the individual. In this scenario, it is best for the organization to work out an environment that minimizes or eliminates the source of these threats. With misguided and unintentional triggers handled, the drive to defend allows workers to effectively respond to genuine threats.
Acquire is the drive to gain material possessions, achieve a position, or be awarded a status. On one side, it can lead to increased performance, but on the other, lead to detrimental competition. The drive to acquire combines both basic and complex wants varying from essentials for survival to accomplishments and power. Understanding this drive and providing necessary conditions to fulfill the “acquisition” by means of job performance should be at the core of creating any satisfying job. To balance out unhealthy competition you can use another drive — the drive to bond.

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While each of the four drives features elements that guide workplace interactions to maximize employee motivation, leaders should offer chances for employees to meet these four components. The drives themselves provide a comprehensive analysis of human motivation that cannot be broken down into further structural elements. Accordingly, managers can start the process of satisfying each of these drives by utilizing existing systems and processes. Enhancements to those practices can improve business functions and support employees striving to meet their goals. The four drives include: