FMGT 7210 - Week 3
Drive to Acquire - ANS-Obtain scarce goods, including intangibles such as social status
Drive to Bond - ANS-Form connections with individuals and groups
Drive to Comprehend - ANS-Satisfy our curiosity and master the world around us
Drive to Defend - ANS-Protect against external threats and promote justice
Four common workplace indicators of motivation - ANS-1. Engagement
2. Satisfaction
3. Commitment
4. Intention to quit
Acquire - ANS-Drive: ???
Primary lever: reward system
Actions: sharply differentiate good performers from average and poor performers, tie rewards
clearly to performance, pay as well as competitors
Bond - ANS-Drive: ???
Primary lever: culture
Actions: foster mutual reliance and friendship among coworkers, value collaboration and
teamwork, encourage sharing of best practices
Comprehend - ANS-Drive: ???
Primary lever: JOB DESIGN
Actions: design jobs that have distinct and important roles in the organization, design jobs that
are meaningful and foster a sense of contribution to the organization
Defend - ANS-Drive: ???
Primary level: Performance-management and resource-allocation processes
Actions: increase the transparency of all processes, emphasize their fairness, build trust by
being just and transparent in granting rewards, assignments, and other forms of recognition
1. Tight labour market
2. Rapidly changing business environment
3. Increased teamwork - ANS-Current market forces that have led to modern-day thinking about
the performance review process
- Colorcon
- Adobe
Drive to Acquire - ANS-Obtain scarce goods, including intangibles such as social status
Drive to Bond - ANS-Form connections with individuals and groups
Drive to Comprehend - ANS-Satisfy our curiosity and master the world around us
Drive to Defend - ANS-Protect against external threats and promote justice
Four common workplace indicators of motivation - ANS-1. Engagement
2. Satisfaction
3. Commitment
4. Intention to quit
Acquire - ANS-Drive: ???
Primary lever: reward system
Actions: sharply differentiate good performers from average and poor performers, tie rewards
clearly to performance, pay as well as competitors
Bond - ANS-Drive: ???
Primary lever: culture
Actions: foster mutual reliance and friendship among coworkers, value collaboration and
teamwork, encourage sharing of best practices
Comprehend - ANS-Drive: ???
Primary lever: JOB DESIGN
Actions: design jobs that have distinct and important roles in the organization, design jobs that
are meaningful and foster a sense of contribution to the organization
Defend - ANS-Drive: ???
Primary level: Performance-management and resource-allocation processes
Actions: increase the transparency of all processes, emphasize their fairness, build trust by
being just and transparent in granting rewards, assignments, and other forms of recognition
1. Tight labour market
2. Rapidly changing business environment
3. Increased teamwork - ANS-Current market forces that have led to modern-day thinking about
the performance review process
- Colorcon
- Adobe
