1. This case study describes several different strategies for attracting and retaining new employees. On the basis of the four drives described in four drive theory and the needs listed in Maslow’s needs hierarchy, identify the drives and needs associated with each of these initiatives. Which needs or drives seem to dominate in this article?
2. If Claire Pignataro and some other recruits earn less pay than people in other industries, to what extent would the attraction and retention initiatives described in this case study reduce feelings of inequity?

College grads aren’t exactly beating a path to the hotel industry to get rich quick. New staff would be lucky to earn $40,000 in their first year. Yet when Marriott International visited the University of Delaware, it was able to attract recruits with something else that motivates—the chance to help run a hotel. In industries where the money is tight, companies are using other incentives to motivate people to join and stay with them. Many offer the lure of interesting work; others point out the work—life balance or “cool” workplace perks. A growing number of employers are also trying the carrot-and-stick approach by restructuring their 401(k) matches and vesting schedules to entice new employees to stay until the richer benefits kick in.