Motivational Theories

Seven stack were chosen who were thought to be representatives of a diverse survive force. The info was compiled provided by the playact Motivation Survey anchor on the University of Phoenix imagination page to determine what the man-to-man strengths and weaknesses were of the team up. Next, four motivational theories were chosen that were believed to be the best motivators to cooperate the team through the changes caused by the merger/acquisition. The purpose of this stem is to assess the impact of the data that was gathered on employee ruminate satisfaction and motivation.\n\nPersonality Profiles\n individualist #1\n police squad extremity #1 is male and has hited with the keep company over 10 eld as a professional. He is extremely motivated by completing difficult challenges. He has a strong film to be interchangeabled by others and enjoys building close relationships with his co- take formers. However, he would much rather convey by himself. He is non motivate d by compass and achieving goals and is only moderately competitive. He does non prefer an despotic role and enjoys feedback on his feed progress.\n\n individual(a) #2\nTeam extremity #2 is a male who has worked with the company slight than two years in production/assembly. He is not motivated to improve his work capital punishment and prefers little or no competition. He has problems charge on the task at hand because of socializing with swain co-workers. He desires no model of authority and does not privation difficult challenges. He is highly confrontational but likes to work in a team setting. He doesnt like to be influential or belong to group organizations. He likes to know the progress of his work.\n\nIndividual #3\nTeam member #3 is a womanly who has worked for the company for 3-5 years in an administrative role. She tries to improve her performance but is intimidated by competition. She is very people lie and gets distracted easily talk of the town with co-work ers. She doesnt loss to be in charge nor does she want very challenging tasks. ...