EVLN Model and Motivation Theories: Managing Workplace Dissatisfaction

The EVLN Model: Predicting Wendy's Response to Job Dissatisfaction

The Exit-Voice-Loyalty-Neglect (EVLN) 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 by taking a month's leave of absence, but her return suggests that she cannot afford or is otherwise unable to leave the job for another position. The voice approach refers to making constructive attempts to resolve the situation by raising concerns openly. Unfortunately, Wendy has given no indication to Tanya that she will respond to the situation in a positive way.

The loyalty approach involves waiting passively for conditions to improve. Clearly, Wendy has taken an actively aggressive stance toward Tanya, demonstrated through her nasty and disruptive behavior, and thus shows little organizational loyalty. The strategy closest to what Wendy has adopted is that of neglect. Instead of putting patients first and foremost, she has been acting out in a negative fashion and sowing dissent among her fellow staff members. Her hostility may also be an attempt to make Tanya look bad, given the discord it has generated among the staff.

Recommended Strategy for Tanya

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: promoting wellness among patients. To accomplish this, staff members must communicate constructively rather than act in hostile ways toward one another. Tanya could ask for Wendy's input and invite suggestions about coping with some of the challenges affecting the clinic, while maintaining a clear and firm reminder that she holds the leadership position. If Wendy continues to interfere with the functioning of the clinic, Tanya must be assertive and take appropriate disciplinary action.

Four-Drive Theory and Its Application to Wendy's Behavior

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). For Wendy, the drive to define and defend is paramount — she feels compelled to defend her perceived position within the organization. She is also strongly driven by the desire to acquire and achieve power. She appears less motivated by the need to bond and belong, given her attitude not only toward Tanya but also toward the co-workers whose working environment she has made unpleasant.

However, Tanya can capitalize on other drives — particularly the drive to be challenged and comprehend — to help mitigate some of Wendy's anger. By soliciting Wendy's professional opinion, providing learning opportunities such as continuing education courses, and enabling her to participate in meaningful initiatives, Tanya can help Wendy gain a sense of empowerment and accomplishment even without a new formal title.