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The Case of Suzanne Chalmers and the Four-Drive Theory
Battling employee turnover has become challenging for Advanced Photonics, Inc. (API) due to the increasing competition from start-up companies that foster innovation and attract industry giants risk-seeking employees. The case of Suzanne Chalmers is indicative of the companys mixed success in producing staff retention strategies that would consider leaving intentions aside from financial causes. This report instrumentalizes the four-drive theory to explain the situations root causes, produce strategies to prevent similar incidents, and offer an implementable solution that API can proceed with to strengthen non-financial employee motivation methods.
The events and their underlying causes deserve special attention and constitute a major point of learning for the organization. Suzanne scheduled a meeting with Thomas Chan and announced her willingness to quit despite considering APIs workplace environment as positive (McShane & Von Glinow, 2010). The model of organizational behavior that links employee motivation to four distinct drives is instrumental in comprehending the companys inability to prevent Suzanne from leaving her job. As per the theory of four drives, employee motivation is predicted by the interplay of four primary drives, including the desire to achieve/acquire, belong/bond, comprehend and accept challenges, and defend/define (Furneaux & Rieser, 2022). Emphasizing the first pair of motivators in the form of offering higher wages and financial incentives without acknowledging the other three desires is a common staff retention approach for multiple companies, including API. APIs willingness to prioritize environmental variables, such as external competition, and oversimplify individual-level motivation by reducing it to the need for wealth is problematic.
The drive to acquire states the drive to seek, acquire, control, retain objects or personal experiences. This extends beyond the needs and entail enhancement of self concept though relative status and recognition in the society. Suzanne desired something innovative and as well as something that will keep her moving however this discontent at work resulted in a reduction in her drive and motivation. The decision for Suzanne to leave API and prompting her to look for a job somewhere else allows her the ability to get out of routine and get the freedom she wants in her workplace.
The drive to bond states motivating to form social relationships with others. In Suzannes case, she stated had a comfortable workplace with excellent co-workers. (Keeping Suzanne Chalmers, CA-8). This corresponds to the desire to bond in the four-drive theory. As Suzanne saw many of her co-workers leave, she was driven to resign from Advance Photonics Incorporated. She has the drive to bond refers to the drive she has to meet and work with people; making her decision to quit her job reasonable. She understood that her self-concept does not align along the group that she has now compared to the previous one. Therefore, Suzanne is forced to look for that drive with a different organization.
The drive to comprehend is the drive to satisfy our curiosity as well as to understand ourselves along with the environment around us. Suzanna has worked for API for many years and is known for her intelligence and importance to the company as it was quote by her Chan, one of APIs most valuable employees and that the company would suffer if she left the firm (Keeping Suzanne Chalmers, CA-8). Suzanne herself also understands that she has the dedication and commitment to wanting to work in a start software firm, she had the drive to comprehend that she is seeking for new experiences and new task to do. She required work with more variety and challenges in order to be self-fulfilled.
The drive to defend is the drive to ourselves physically and socially. This is realized through the ability to feel oneself, evaluate from the outside, understand ones physical and emotional state. The attitude towards oneself in this process consists of unsuccessful experiences, the influence of society, etc. For this reason, Suzanne decided to leave the company, which she reported to Thomas Chan (Keeping Suzanne Chalmers, CA-8). Most likely, it was due to her desire to protect herself: she felt that the working atmosphere adversely affects the process of self-discovery. A sound assessment of her situation allowed Suzanne Chalmers to understand where she is and how far she has progressed in terms of career. It was her desire to defend herself as a specialist and strengthen her professional identity that prompted her to make the decision to quit.
As for the final recommendation, the first proposed strategy presents a better option and should be implemented. There are three reasons for giving preference to this strategy. To start with, this approach will not involve wage reductions, thus maintaining APIs attractiveness and overall competitiveness as an employer. Next, the strategy will create additional opportunities for employees who wish to perform other duties without affecting staff members who prefer the development of subject-matter expertise and inflexibility. Finally, it can remove APIs excessive focus on the desire for acquisition by adding opportunities for challenge-seekers and those wishing to work for a fair and respected employer and avoid losing bonds with colleagues.
The solution could be implemented by following three job process restructuring steps. Firstly, with the help of APIs HR department, the consultant team would survey employees to comprehend their career development needs and establish proper timelines for employee advancement for each role. Secondly, the team would instruct APIs leadership on creating processes to implement peer coaching. This could facilitate the exchange of experiences and employee movement across departments. Thirdly, API would establish a professional development committee to provide individualized career advice and conduct specialized training for employees who wish to change the structure of their responsibilities.
Finally, the proposed solutions both positive outcomes and unwanted effects require consideration. The anticipated results include a considerable reduction in APIs employee turnover rate, increases in employee satisfaction, and the establishment of a new corporate culture conducive to creativity and learning from colleagues. The downsides are the risks of role conflict in the workplace and competition between long-term colleagues that strive to perform the same set of activities. Despite these challenges, by enabling API to appeal to several basic desires in turnover prevention endeavors, the strategy would strengthen its position as a market leader.
References
Furneaux, B., & Rieser, L. (2022). User motivation in application abandonment: A four-drives model. International Journal of Electronic Commerce, 26(1), 49-89. Web.
McShane, S., & Von Glinow, M. A. (2010). Organizational behavior: Emerging knowledge and practice for the real world (5th ed.). McGraw-Hill Irwin.
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