Four - Drive Theory
Four-Drive Theory is an Employee Motivation Theory that is based on the innate drives to Acquire, Bond, Lean and Defend and that combines emotions and rationality (Paul and Nitin, 2002).
Figure 1: Four - Drive Theory
Figure 1: Four - Drive Theory
(Source - Paul and Nitin, 2002)
Drive to Acquire
This is the drive to control and retain objects and personal experiences, it applies to physical goods like clothing, housing and money as well as experiences like travel and entertainment (Paul and Nitin, 2002).
Drive to Bond
This is to form Social Connections and develop mutual commitments with society. Feel proud of belonging to the company will boost employees’ motivation (Paul and Nitin, 2002).
Drive to Learn
This is the drive to satisfy our custody, to understand ourselves and society. Employees are motivated by tasks that challenge them and enable them to learn (Paul and Nitin, 2002).
Drive to Defend
This is to protect ourselves, our family, our property, our beliefs against external danger. It’s about feeling of security, confidence and people’s resistance to change (Paul and Nitin, 2002).
A leading finance company in Sri Lanka; CCL levers to use is a reward system such as differentiate good performers and tie rewards to performance while uses CCL culture to increase mutual reliance among co-workers and value teamwork. Also the Learning & Development drives CCL employees to learn new things. CCL conducts a 360-degree appraisal per quarter and resource-allocation processes to enhance transparency of all the Performance Management and Resource Allocation.
Paul, R.L. and Nitin, N. (2002) Driven: How Human Nature Shapes Our Choices, San Francisco, John Wiley & Sons. Inc.
List of References
Paul, R.L. and Nitin, N. (2002) Driven: How Human Nature Shapes Our Choices, San Francisco, John Wiley & Sons. Inc.
According to Employee Motivation, it plays a vital role in any organization for its long term growth and stability, which has a direct link with the performance of the employees. Employee motivation and performance are essential or critical tools for the success of any organization in the long run in this competitive and volatile environment (Dobre, 2013).
ReplyDeleteBased on numerous studies done, it is evident that there is a positive relationship between employee motivation and organizational effectiveness (Dobre, 2013).
Motivation is the force that energises, directs and sustains behaviour. It provides the personal and dynamic element in the concept of engagement. High performance is achieved by well-motivated people who are prepared to exercise discretionary effort (Armstrong, 2010).
As you discussed about theories and factors affecting for employee motivation, further we can discuss that over with following points.
ReplyDeleteJob privacy and better packages of benefits and rewards on employee attainment of tasks are relatively important to gain motivation of employees (Shruthi, 2009). This statement has been further supported by Morris (2009), saying that employees tend to increase their work effort in order to achieve rewards. In addition, employee motivation influences incremental creativity and radical creativity. Intrinsic motivation had greater impact on radical creativity, whereas extrinsic motivation had greater impact on incremental creativity (Madjar and Gilson, 2008). Importantly, Luthan (1998) mentioned that motivation should not be considered as the only interpretation of behavior, as it acts in a mixture of other external factors and surroundings.