Stress and Motivation of Staff: The Four-Drive Theory and Equity Theory - Coursework Example

Name Professor Institution Introduction The bust up case is based on the management of work and people at the workplace which according to the case is a clinic. The case study address issues related to stress and motivation of staff. These are major aspects within any given work environment which significantly affects the ability of individuals to work towards the realization of the goals and objectives of an organization. This report majorly focuses on the analysis of bust up case using theories such as the four-drive theory and equity theory as well as applying the EVLN model in a bid to provide a prediction and explanation of Wendy’s future actions as well recommending a strategy for Tanya. The theories involved In the analysis process of the case there are several behavioral theories that will be explored. The first one is EVLN theory implying to Exit, Voice, Loyalty and Neglect. This theory gives a description of how job dissatisfaction can significantly impact on behavior at the work place (Annakis et al., 2005). Basically, the theory provides an explanation of how individuals in an environment of work can react to various issues or problems that may arise while at the same offering possible solutions to the problems. The four-drive is another behavioral theory involved in the study of the case. This theory is based on four drives which are either proactive or reactive. The proactive drives include the drive to acquire which has the tendency of being relative, the drive to bond which motivates individuals enabling them to develop pride due to the fact that they have a sense of belonging and the drive to learn which involves the desire to experience new challenges at the work place (McShane and Von, 2014). The reactive drive is the drive to defend which involves the development of feelings of confidence and security. Equity theory is also involved in the case. This theory involves the understanding of how perceptions in line with fairness are developed by people with regard to the exchange and distribution of resources (Guerrero et al., 2007). EVLN model of job dissatisfaction Within an organization it might very difficult to actually realize that an employee is not satisfied. The EVLN model of job dissatisfaction can be used to predict and explain Wendy’s future actions while at the same provide a strategy for Tanya. EVLN model is composed of four key factors namely exit, voice, loyalty and neglect (Annakis et al., 2005). Exit and Voice are active approaches that offer solutions when one is not satisfied while working in an organization. Exit involves a behavior whereby an individual quits and leaves an organization. They may transfer to another job or decide to seek employment elsewhere. Voice involves constructive and active attempts aimed at improving the status or conditions at the work place. This may constitute activities such as discussions, problem solving actions being initiated or suggestions of solutions being made (Annakis et al., 2005). Loyalty and Neglect are passive approaches. Loyalty involves waiting to see whether the conditions in an organization are going to improve. Finally, neglect involves reduced effort or interest in improving the conditions in an organization (Annakis et al., 2005). The conditions are bound to become worse with increased absence or lateness of employees. Based on the EVLN Model Wendy might decide to exit the department based on the understanding that her promise to be promoted into the position of a nurse manager was not honored. According to the case Wendy is so much dissatisfied with the fact that Tanya was promoted to her position. Through her behavior she openly demonstrates her frustration to Tanya. Wendy can therefore leave and transfer to another in the clinic. Furthermore, based on the EVLN model there is a strategy that Tanya might apply in order to handle the attitude problem depicted by Wendy. Tanya may make use of Voice strategy in a bid to arrive at a lasting solution regarding her job dissatisfaction. In this case she can engage in a discussion her superior and ask for help on how to handle the situation. Tanya’s causes of stress and her stress management plan According to the case there are a number of factors which can be identified as the key causes of stress for Tanya. Psychological harassment is one of the factors that are causing stress for Tanya. She is not able to have control over her own work since she feels that the situation has gotten out of hand and she does not know what action to take in order to deal with the circumstance. Tanya has work overload that she needs to complete. In this respect the situation makes it difficult for her to focus on her work due to the fact that she is psychologically harassed. Stress management is a very crucial for Tanya in order to ensure that she remains focused in her work. Stress management plan will make it possible for her to maintain sobriety and be able to develop and apply the best approach in dealing with Wendy’s attitude. A stress management plan may involve exercising resilience (Gregson, 2000). This may involve delegating the position to Wendy so that Wendy may stop blaming and throwing tantrums on her. This way she will be able to avoid being harassed psychologically. Alternatively Tanya may clarify the situation to Wendy and give her the reasons as to why she was promoted and not her. If Wendy understands her she will therefore be able to avoid being stressed. Tanya may as well decide to seek help from her superior manager. This will reduce the psychological harassment since she will have a chance to discuss with the manager on how she can best to deal with situation so as to avoid being stressed. Mediation could also be included in the stress management plan (Robinson, 2012). This process will enable Tanya to take some time and critically think about the root cause of the problem she is experiencing and some of the solutions that may be applied in dealing with problem. The usefulness of the four-drive theory and equity theory The four-drive theory and the equity theory are quite useful as far as providing suggestions regarding how Tanya might deal with Wendy and the clinic staff motivated is concerned. The four-drive theory is based on the understanding of the drives towards employee motivation which includes the drive to acquire, bond, learn and defend (McShane and Von, 2014). Tanya might engage in activities that create conditions for the employees to fulfill the four motivational drives. Such activities include ensuring that employees at the clinic receive rewards that are adequate and sufficient, providing learning opportunities for them and promoting social interaction among them (McShane and Von, 2014). With such an approach the employees will realize that their presence in the organization is highly recognized hence being able to engage in team work activities towards the realization of the goals of the organization. The equity theory is built upon the understanding of equitable distribution of resources of resources in an organization (Guerrero et al., 2007). This theory is also founded on being aware of aspects that lead to motivation of employees. Based on this theory Tanya might try understanding the behavior and attitude being depicted by Wendy. She will be able to understand what exactly motivates Wendy as well other staff members. In this case, in order to deal with Wendy she might ensure that there is a balance between the inputs and outputs in the organization. This is in terms of the input and output of every employee in the kind of work each is doing. This approach may actually make it clear for Tanya as to why Wendy is so much infuriated with her promotion and might in the process be able to address the problem by meeting Wendy’s motivational needs. Nevertheless, the equity theory has a major limitation on its application in the situation. This is in line with the fact that it does not identify exactly the kind of outputs or inputs which the staff considers to be the most valuable (Guerrero et al., 2007). Besides the suggestions provided on how Tanya can deal with the situation involving Wendy the situation itself is complicated. The main reason is that Wendy is angered that Tanya is in her position yet Tanya is a mere employee or rather work colleague who has been promoted something which is beyond her own influence. In this case the only and most possible solution is Wendy leaving the organization and seeking employment elsewhere. Conclusion The bust up case demonstrates that different environments of work have different problems and issues that may arise. In this respect, managers working in different departments have to deal with different kinds of individuals. This case indicates that the management within an organization should ensure that they engage in the promotion of organizational commitment. Managers should therefore ensure that there is justice and that employees are getting the support they need in order to do their work in the best way possible. In addition they should also promote trust and shared values in the organization. Employee involvement is also a very significant aspect demonstrated in the case. The management of an organization is thus tasked with the obligation of ensuring that employees are also provided with the opportunity to make contributions in the decision making process in the organization. Employee involvement makes employee develop the feeling of having a sense belonging in the organization. References Annakis, J., Nawano, Tsunehiko, and Slepcev, J. (2005). Interpreting levels of dissatisfaction: exit, voice, loyalty and neglect: a case study of academics in an Australian university. Common Ground Publishing. Gregson, S. R. (2000). Stress management. Mankato, Minn: LifeMatters. Guerrero, Andersen, and Afifi. (2007). Close Encounters: Communication in Relationships, Sage Publications, Inc. McShane, S. L., and Von, G. M. A. Y. (2014). Organizational behavior. New York: Mcgraw-Hill/Irwin Robinson, B. E. (2012). The smart guide to managing stress. Norman, OK: Smart Guide Publications. 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