Guest blog by Kristen Swadley
According to the Four-Drive Model the drives to acquire, bond, comprehend, and defend motivate every human being and should all be addressed in the workplace. However, it is critical for managers and leaders to recognize that employees are motivated by the four drives at differing levels. My recent study, which is discussed in the post “New Research on The Four-Drive Theory of Employee Motivation”, revealed that a person’s demographic background effects which of the drives he or she values the most.
This information could have three potentially significant effects on the way managers implement the Four-Drive Model of motivation.
First, managers can use the results from the study to fine-tune motivation techniques in order to best fit the strongest drives of each employee. Workers should be tested to determine which of the drives is most motivating on down to which provides the least motivation. This will allow managers to not only implement all four drives, but to build custom motivation plans based on what drives the employee the most.
Second, managers can find ways to fulfill each of the drives in order to increase motivation. For example, employees who had sought higher education valued the drive to comprehend more than those who had not obtained a college degree. Managers can make note of employees with higher educational levels and ensure that they are given ample opportunity to express ideas, problem-solve, and engage in challenging and meaningful work. Those with a strong drive to acquire should be given recognition and opportunity for advancement. Employees with a strong drive to bond need opportunities to work in teams and collaborate with coworkers, while those with a strong drive to defend need to see fairness and just processes in the workplace. Research has shown that increasing fulfillment in all four drives leads to much higher motivation in the workplace, but if that is focused specifically to what drives the employee the most without disregarding the other three drives, I believe this would have additional positive impacts on motivation.
Finally, managers should have some way to assess employees in relation to how they perceive that each drive is being fulfilled and they are being given enough opportunities to excel in those areas that most strongly motivate them to go the extra mile. Whether through employee questionnaires or informal meetings, it is a critical step to get feedback from employees so that any necessary changes can be made to further increase motivation in the workplace.
Feel free to comment with any questions or feedback.
Ms. Swadley recently completed her thesis titled: Managing Motivation in the Workplace: A Demographic Dissection of the Four Drive Theory. She is currently at Missouri Southern State University. This article is based on the research that she completed in her thesis.
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