Introduction
Job dissatisfaction is a negative feeling or response by employees to their jobs. Job dissatisfaction includes feelings of frustration, anger, resentment, and depression among others. This is a problem since it lowers the productivity of employees, increases employee turnover rates, and impacts negatively on the overall performance of an organization. To enhance the productivity and profitability of their organizations, it is crucial for employers to prevent job dissatisfaction among their employees. Job dissatisfaction has several causes such as underpayment, career stagnation, poor management, and loss of interest in a job. Employers will increase the productivity of their employees by addressing job dissatisfaction.
Using the EVLN model of job dissatisfaction, predict and explain Wendy’s future action actions and recommend a strategy for Tanya
The EVLN model has four steps; exit, voice, loyalty, neglect. The Exit step refers to employees transferring to other jobs, resigning from work, or leaving situations unattended. Voice is an attempt by employees to change a situation instead of escaping from it (Vangel 2011, p. 5). Loyalty is the situation where dissatisfied employees wait for solutions to a workplace problem. In the Neglect step, employees deliberately reduce their output, increase cases of lateness and absenteeism, and become unconcerned about the quality of their work.
Wendy is likely to use the Neglect option. From her reaction to Tanya’s promotion, Wendy is jealous of Tanya’s success. When she hears that Tanya is promoted, she takes a month-long leave instead of helping Tanya adapt to her new position. Wendy was groomed by the previous nurse manager and has more knowledge of the position. Wendy is resentful and this is harmful to teamwork expected in the clinic. Wendy’s apparent decision to use the Neglect option of the ELVN Model is illustrated when she leaves early from work. She does not care about the duties that she is expected to perform or the consequences of leaving early.
Tanya can react to Wendy’s threat of neglecting her duty by reorganizing other nurses to make up for Wendy’s absence. Tanya already has a qualified and dedicated team of nurses in the clinic, and this will make it easy to reorganize them for new duties. Meanwhile, Tanya can talk to Wendy and assure her of a senior position that will become available at the clinic.
Assess the usefulness of four –drive theory and equity in suggesting how Tanya might deal with Wendy and keep the clinic staff motivated
The four-drive model organizes motivational drives into four groups. The drive to acquire and achieve refers to the situation where employees are motivated to acquire a status at the workplace. In addition, the drive to bond and belong refers to the desire for employees to develop positive relationships with other employees. The drive to create and challenge refers to the desire of employees to enhance their proficiency at their workplaces. Finally, define and defend drive refers to the desire of employees to define their roles or purpose and to defend their relationships, ideas, or status at workplaces. The four-drive theory is an important motivational tool for leaders (White 2006, p. 13).
According to the Equity Theory, various factors have an influence on the workers’ perception and assessment of relations with their employers. According to the theory, employees are motivated based on their perception of fairness when comparing themselves to their colleagues. Using the four-drive theory, Tanya can encourage Wendy to develop positive relationships with her colleagues since Wendy risks receiving similar treatment she shows Tanya when she assumes the position of a nurse manager. Wendy increases her chances of getting a senior position by being cooperative with her colleagues. Tanya can also ask the clinic’s management to increase Wendy’s salary, and acknowledge her long-time contribution to the success of the clinic. This will encourage Wendy to focus on her work, and it will eventually motivate other employees.
Conclusion
Job dissatisfaction lowers the productivity of employees and has negative effects on organizations. Therefore, job dissatisfaction should be promptly addressed to improve workplace cohesion. Various approaches such as EVLN Model, four-drive theory, and Equity Theory are useful in understanding and addressing job dissatisfaction.
Reference List
Vangel, K. 2011, Employee responses to job dissatisfaction, Schmidt Labor Research Center Seminar Series, Kingston, Web.
White, D. (2006), Coaching Leaders Guiding People Who Guide Others. Hoboken: John Wiley & Sons.