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the 4-Drive Model Theory on Employee Motivation Cheat Sheet (DRAFT) by [deleted]

the 4-Drive Model Theory on Employee Motivation

This is a draft cheat sheet. It is a work in progress and is not finished yet.

Introd­uction

The four-drive model of employee motivation is a holistic way to look beyond typical financial workplace rewards. It is an innovative and unique approach for organi­zat­ional leaders, and each drive is necessary to understand motivation in the workplace. Executives typically concen­trate their energy on the need for their employees to achieve by offering incent­ives, benefits, and higher base pay. However, the three additional drives in this theory combine with achiev­ement to perform an integral role in employee motiva­tion. Thus, this design presents a model for informed managers to boost worker engagement

Combining Drives to Meet Needs

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:

1. Acquire and achieve

This area focuses on acquiring resources, status, and posses­sions, which means that leaders should optimize extrinsic incentive programs around this drive. For instance, recogn­izing outsta­nding perfor­mance by offering perks frequently generate as much motivation for enhancing career paths as financial rewards. In other words, achiev­ement awards and titles can boost engagement signif­ica­ntly.

2. Bond and belong.

Unders­tanding that employees thrive on developing relati­onships inside the organi­zation and with clients is essential. Employees need to create connec­tions, perceive a fit with the corporate culture, and engage with others. Nevert­heless, systems, processes, and rules can prevent this, so it is essential that opport­unities for connecting and intera­cting with team members are available.
 

3. Create and challenge.

Employees perform better when they are engaged and learning on the job. Motivation centers around attaining mastery, learning, improving, and creating. Creating challenges for employees provides opport­unities to learn and grow.

4. Define and Defend

An organi­zat­ion’s reputa­tion, moral bearing, and company culture all influence workplace motiva­tion. Those who are driven to protect their status, relati­ons­hips, and ideas also need to clarify their purpose in the company. The business can activate the define and defend drive inclus­ively, but usually it’s smaller sub-groups within the business that drive it.