This paper circulates around the core theme of The purpose of this paper is to identify content and process theories of motivation. Identified theories will be discussed and applied to the Internal Support Group at Acme, Inc. Theories will be analyzed for their efficacy, strengths and limitations in r together with its essential aspects. It has been reviewed and purchased by the majority of students thus, this paper is rated 4.8 out of 5 points by the students. In addition to this, the price of this paper commences from £ 99. To get this paper written from the scratch, order this assignment now. 100% confidential, 100% plagiarism-free.
The Application of Content and Process Motivation Theories:
A Case Study for Acme, Inc.
Jolene Denn
Southern New Hampshire University
PSY 612
Introduction
The purpose of this paper is to identify content and process theories of motivation. Identified theories will be discussed and applied to the Internal Support Group at Acme, Inc. Theories will be analyzed for their efficacy, strengths and limitations in resolving key issues facing morale, motivation, and productivity.
Background
After the replacement of Carol on account of personal reasons with Ron, the employees of the Internal Support Group find themselves in a precarious situation and face a dwindling of morale, motivation and productivity.
Content Theories of Motivation
Two content theories suitable to the situation at hand include Maslow’s Hierarchy of Needs theory, and the McClelland’s Need for achievement (nAch) Theory.
Maslow’s Hierarchy of Needs
Maslow’s theory advocates that each individual has five basic needs, including: physiological, safety, social, self-esteem, and self-actualization (Gunkel, 2007, p. 8). These needs guide employee behavior until they feel fulfilled. Moreover, it is only after the achievement of the lower level need to a considerable extent, that an individual’s next level of needs is activated (Gunkel, 2007, p. 8). Thus, an employee need that stands satisfied fails to motivate employees any further.
