In 2001, Paul Lawrence and Nitin Nohria of Harvard Business School developed the Four DriveTheory, which identified four basic motivational needs that act to drive people and that resultfrom our evolutionary past. The level to which these needs are satisfied directly affects ouremotions and behaviour.The four drives (needs) are:1 The drive to acquire – this can be regarded as both a basicand a complex need. For instance, it is basic as it relatesto an individual gathering the necessities for survival (e.g.clothing, housing, money); it is complex when it relates tothe acquiring of status, accomplishments and power (e.g.promotion and a private office).2 The drive to bond – we all need to find, connect with andseek others, whether it is family, peer groups or being part ofa business, an association and our nation. Motivation receivesan enormous boost when employees feel proud to belong toa business, but this plummets if the business does somethingto betray this feeling of pride.3 The drive to comprehend (learn) – people need to make sense of the world aroundthem and contribute to it. This directly links to why learning and work both engage andenergise employees.4 The drive to defend – this stems from our natural instinct to defend ourselves, family andfriends, property and our accomplishments, beliefs and ideas against external threats (i.e.fight–flight response). This drive directly links to people’s fear and resistance to change.This theory is based on an understanding of human psychology, and the relative strengthof each drive therefore differs between individuals over time. Should one drive dominate,an imbalance can occur between the personal and business outcomes. For instance, shouldan employee’s drive to acquire become too strong, this may lead to a situation of beingovercompetitive and then negatively impacting on their work team.Four DriveTheory theorythat identifiedfour basicmotivationalneeds (need toacquire, bond,defend andcomprehend)Figure 4.6 The Four Drive Theory1 Drive to acquire3 Drive tocomprehend (learn)2 Drive to bond4 Drive to defendFour DriveTheory106 Unit 3 | Managing a businessISBN 978-1-009-20260-2 © Julie Cain et al 2023 Cambridge University PressPhotocopying is restricted under law and this material must not be transferred to another party.In addition, the four drives act independently of each other, unlike the Hierarchy of Needs,where you must satisfy one level to move to the next one in the hierarchy. You cannot, however,substitute one drive for another. For instance, paying employees a large wage or salary willsatisfy their drive to acquire, but it will ignore their drive to bond.Businesses and their managers need to understand that satisfying these four drives (needs) oftheir employees requires action by individual managers to find out the needs profile of each oftheir subordinates, as well as developing and implementing business-wide policies. Table 4.2sets out examples of actions that can be used to motivate employees while satisfying thesefour drives
Question
In 2001, Paul Lawrence and Nitin Nohria of Harvard Business School developed the Four DriveTheory, which identified four basic motivational needs that act to drive people and that resultfrom our evolutionary past. The level to which these needs are satisfied directly affects ouremotions and behaviour.The four drives (needs) are:1 The drive to acquire – this can be regarded as both a basicand a complex need. For instance, it is basic as it relatesto an individual gathering the necessities for survival (e.g.clothing, housing, money); it is complex when it relates tothe acquiring of status, accomplishments and power (e.g.promotion and a private office).2 The drive to bond – we all need to find, connect with andseek others, whether it is family, peer groups or being part ofa business, an association and our nation. Motivation receivesan enormous boost when employees feel proud to belong toa business, but this plummets if the business does somethingto betray this feeling of pride.3 The drive to comprehend (learn) – people need to make sense of the world aroundthem and contribute to it. This directly links to why learning and work both engage andenergise employees.4 The drive to defend – this stems from our natural instinct to defend ourselves, family andfriends, property and our accomplishments, beliefs and ideas against external threats (i.e.fight–flight response). This drive directly links to people’s fear and resistance to change.This theory is based on an understanding of human psychology, and the relative strengthof each drive therefore differs between individuals over time. Should one drive dominate,an imbalance can occur between the personal and business outcomes. For instance, shouldan employee’s drive to acquire become too strong, this may lead to a situation of beingovercompetitive and then negatively impacting on their work team.Four DriveTheory theorythat identifiedfour basicmotivationalneeds (need toacquire, bond,defend andcomprehend)Figure 4.6 The Four Drive Theory1 Drive to acquire3 Drive tocomprehend (learn)2 Drive to bond4 Drive to defendFour DriveTheory106 Unit 3 | Managing a businessISBN 978-1-009-20260-2 © Julie Cain et al 2023 Cambridge University PressPhotocopying is restricted under law and this material must not be transferred to another party.In addition, the four drives act independently of each other, unlike the Hierarchy of Needs,where you must satisfy one level to move to the next one in the hierarchy. You cannot, however,substitute one drive for another. For instance, paying employees a large wage or salary willsatisfy their drive to acquire, but it will ignore their drive to bond.Businesses and their managers need to understand that satisfying these four drives (needs) oftheir employees requires action by individual managers to find out the needs profile of each oftheir subordinates, as well as developing and implementing business-wide policies. Table 4.2sets out examples of actions that can be used to motivate employees while satisfying thesefour drives
Solution
The Four Drive Theory, developed by Paul Lawrence and Nitin Nohria of Harvard Business School in 2001, identifies four basic motivational needs that drive people's behavior and emotions. These needs are a result of our evolutionary past and their satisfaction level directly affects our behavior and emotions.
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The drive to acquire: This need can be both basic and complex. It is basic when it relates to an individual gathering survival necessities like clothing, housing, and money. It becomes complex when it relates to the acquisition of status, accomplishments, and power, such as promotion and a private office.
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The drive to bond: This is the need to find, connect with, and seek others, whether it is family, peer groups, or being part of a business, an association, or our nation. Employees' motivation can significantly increase when they feel proud to belong to a business, but it can drastically decrease if the business does something to betray this feeling of pride.
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The drive to comprehend (learn): This is the need to make sense of the world around us and contribute to it. This drive is why learning and work both engage and energize employees.
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The drive to defend: This drive stems from our natural instinct to defend ourselves, family and friends, property, and our accomplishments, beliefs, and ideas against external threats. This drive directly links to people’s fear and resistance to change.
The strength of each drive varies between individuals over time. If one drive dominates, it can create an imbalance between personal and business outcomes. For example, if an employee's drive to acquire becomes too strong, they may become overcompetitive, negatively impacting their work team.
Unlike the Hierarchy of Needs, where one level must be satisfied to move to the next, the four drives act independently of each other. However, one drive cannot be substituted for another. For instance, paying employees a large wage will satisfy their drive to acquire, but it will ignore their drive to bond.
Businesses and managers need to understand that satisfying these four drives of their employees requires individual managers to identify the needs profile of each of their subordinates, as well as developing and implementing business-wide policies.
Similar Questions
Drive-reduction approaches to motivation areMultiple Choicetheories that suggest a lack of some basic biological need produces a drive to satisfy that need.theories that suggest people try to maintain certain levels of stimulation and activity.theories that suggest motivation stems from the desire to obtain valued external goals.theories that suggest motivation is a product of people's thoughts, expectations, and goals.
What is the difference between a drive and a need, according to drive reduction theory?Multiple choice question.A need is involuntary, whereas a drive is voluntary.A drive is a physical deprivation, whereas a need is an aroused state that occurs in response to the drive.A need is a physical deprivation, whereas a drive is an aroused state that occurs in response to the need.There is no difference—they are two terms for the same thing.
_______ proposes that all people seek to satisfy five basic kinds of needs: physiological needs, safety needs, belongingness needs, esteem needs, and self-actualization needs.Multiple ChoiceVictor H. Vroom's expectancy theoryClayton Alderfer's ERG theoryAbraham Maslow's hierarchy of needs theoryFrederick Herzberg's motivator-hygiene theoryDavid McClelland's theory of needs
The theory of motivation that asserts that people are driven to try to grow and attain fulfillment, with their behavior and well-being influenced by the three innate needs of competence, autonomy, and relatedness, is known as the ______ theory.Multiple choice question.self-determinationtwo-factorhierarchy of needsacquired needs
McClelland's manifest needs theory of motivation has a hierarchy of needs.
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