The EVLN model applied to Wendy's workplace dissatisfaction at the clinic

¶ … EVLN model of job dissatisfaction, predicts and explain Wendy's future actions and recommend a strategy for Tanya.

The Exit-Voice-Loyalty-Neglect model of job dissatisfaction suggests there are four different ways in which employees tend to respond to dissatisfaction about their workplace. The first is simply to leave or exit. Wendy has already done this to some extent, taking a month's leave of absence but her return suggests that she cannot afford or is unable to leave the job for another situation. The voice approach refers to making constructive attempts to resolve the situation by raising one's voice. Unfortunately, Wendy has given no indication to Tanya that she will respond to the situation in a positive way. The loyalty approach is waiting for conditions to improve in a passive fashion. Clearly, Wendy has taken an actively aggressive approach to Tanya given her nasty and disruptive behaviour and thus has little organizational loyalty. The strategy closest to that which Wendy has adopted is that of neglect. Instead of putting patients first and foremost, she has been acting out in a negative fashion towards Wendy and sowing dissent amongst her fellow staff members. Her hostility could also be a way of trying to make Tanya look bad, given the discord that has been generated amongst staff members.

Tanya must meet with Wendy, acknowledge Wendy's feelings, and stress the need to put their differences aside so they can focus on the real purpose of the organization, which is promoting wellness amongst patients. To do so, staff members must get along and communicate, not act in nasty and hostile ways towards one another. Wendy could ask for Tanya's assistance and seek out suggestions about coping with some of the problems affecting the clinic, but always with a firm reminder that she is in the leadership position and in control. If Tanya continues to interfere with the functioning of the clinic, Wendy must be assertive and take action against Tanya.

Q2. Assess the usefulness of four-drive theory and equity theory in suggesting how Tanya might deal with Wendy and keep the clinic staff motivated.

The four-drive theory of employee motivation suggests that all employees are motivated by four basic drives: the drive to acquire and achieve; to bond and belong; to be challenged and comprehend; and to define and defend (Nelson 2014). Clearly, to Wendy the drive to define and defend is extremely important to her: Wendy feels driven to defend her perceived position at the organization. She is also highly defined by her desire to acquire and achieve power. She is less driven by the need to bond and belong to others, given her attitude not only to Tonya but the extent to which she has made life unpleasant for her co-workers. However, Tanya can capitalize upon other drives, such as the drive to be challenged and comprehend, to mitigate some of the anger Wendy feels. By soliciting Wendy's opinion, providing learning opportunities (such as continuing education classes) and the ability to participate in endeavours which offer meaningful learning experiences, Wendy can gain a sense of empowerment and accomplishment even without possessing a new, formal title.