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1A.Identifyandexplainonecontentandoneprocesstheoryofmotivation.Motivationtheoryistopointtobyspecificmethodsandmanagementsystem,tomaximizeemployee'scommitmenttotheorganizationandtheworkoftheprocess。motivationtheoryincludingthecontentandprocess.ContentmotivationtheoryincludingMaslow’shierarchyofneeds,Herzberg’stwo-factortheory,ERGtheory,andX-Ytheory.ProcessmotivationtheoryincludingAdams’equitytheory,Vroom’sexpectancytheoryandGoal-settingtheory.ContenttheoryThecontenttheorythatIdescribedisMcGregor'sTheories,itcontainsTheoryXandTheoryY.TheTheoryXassumesthatpeopledislikeworkandresponsibility,andTheoryYassumesthatphysicalandmentaleffortinworkisasnaturalasplayorrest.theoryXmeansthesomeemployeesdisliketheirworkandavoidtotakeresponsibilityifpossi-ble,atthesametime,becausetheyhavenopassionforthetheirwork,sotheirleaderswilltreatthembysomewayssuchascoerced,directed,controlled,threatenedwithpunishmenttohelpthemfinishtheorganization'sgoals.Whensomethinghappened,theyregardthesecurityasmoreimportantra-therthaneverythingelse.TheoryYdescribedtheeffortsaboutphysicalandmentalofworkareequalwithrestingandplaying,employeeshaveambitions,theycanachieveworkobjectivesbytheirowndirectedandcontrolratherthanmanager'sforce.Inaddition,theycanusetheirimagination,creativityandwisdomtosolvetheproblems,whichplayanimportantingroupcooperating.Theyarewillingtoacceptevenseekoutresponsibilityratherthanavoidit.ProcesstheoryThecontenttheorythatIdescribedisGoal-SettingTheory.GoalSettingTheoryin1960bythegenerationofrock(EdwinLocke),proposedtheGoaloftheTheoryisthatchallengingisthesourceofmotivation,sospecificgoalswillimproveperformance;Difficultgoalsareac-cepted,couldachieveabetterperformancethantheeasytarget.AmericanpsychologistJohnLocke(E.A.Locke)in1967,thefirstputsforwardtheTheoryofGoalSetting(GoalSettingandfound),hethinkstheGoalitselfhasincentive,targetcanchangethepeople'sneedsformotivation,makepeople'sbehaviortowardsacertaindirection,theirbehaviorandtheresultwas,ascomparedwiththeestablishedtargettoadjustandamendintime,toachievetheirgoals.Goalsettingtheoryisputforward,thegoalisoneattempttocompletethepurposeoftheaction.Goalisthedirectcauseofbehaviormotivation,settheappropriatetargetcanmakethepersonpro-duceswanttoachievethegoaloftheachievementneed,andthushasastrongincentivetopeople.Valueandasfaraspossible,setuptheappropriatetargetmotivationistostimulatetheimportantprocess.Goalsettingtheorypredictswhentargetsisdifficulttoincreaseaperson'sworkperformancewillbeimproved,untilyoureachthepeakperformance,andthelackofasenseofidentitytodifficulttargetindividualsandcorporateperformancetoreduceorverypoor.1B.HowcouldeachofthesetheoriesbeappliedtosituationswithinShangri_laHotels?theoryXInthiscase,Craigisthistheory'sperformer,becausewhenhisstuffofferedsuggestionsonhowtodealwithproblems,Craigalwaysrejectedthemandsaid:Thisismykitchen,werunitmyway.Whichrepresenthewanttocontrolhisemployees.TheoryYInthiscase,Antoniobehavioursareobvious.First,Antonio'sgroupcanprovidetheperfectstandardqualityservices,aswellashightacitunderstanding,bothofthemarebenefittosatis-fiedthebusinesscustomers'needsandimprovetheserviceefficiency.Andthen,whenAlisawasoutofrestaurant,Antonioalwayshelpedhertomanagetherestaurantwell.Consideringpersonalability,Antonioacquiredawealthofknowledgeintherestaurantindustry.Allofthemreflectinghisselfcontrolandselfdirected,aswallashiswisdom,thecontributionsofteamcooperation.Goal-SettingTheoryCraigalsoaimedtoensurethatallcustomerswouldbeattendedtowithinfiveminutesofbeingseated,Craighavemuchpressurefromrestaurant.TheaimofCraigiseveryhard,butCraigstillin-sisthisaimtomanagerestaurant.2.Highlightmethodswhichmanagementcouldusetoimprovejobper-formanceandexplainthesuitabilityofeach.Therearethreeapproachestoimprovejobperformance:jobenrichment,Financialincentivesandconsultation.ThefirstmethodthatIdescribedisjobenrichment.Itmeansthemanagershouldusediffer-entwaystoenrichwork,aswellasimprovethequalityofwork.Inthiscase,Antonio'sgrouphavearegularmeetingeveryweek.Duringthemeetings,theymakeresearchtogetherabouthowtoimprovethebusinesscustomersrestaurantexperience.Antonioalwaysinvitedhisgroupmemberstogiveadvices.Sowiththeperfectgroupcooperation,sohealwaysreceivecustomersfeedbackandpraise.Whicharebeneficialtopromotethecompany'sdevelopmentaswellasencouragetheemployeeshavemorepassionfortheirwork.ThesecondmethodthatIdescribesisfinancialincentives.Itmeansthemanagershouldpaymoremoneyforstafftoencouragestaff.Incase,Ailsahadcloselinkswiththelocalcollegewhoranhospitalitycourses,andwouldoftentakeonlearnerswhowerestudyingthereaspart-timestaff.Oncompletingtheirstudies,manyoftheselearnersoptedtotakeupfull-timeem-ploymentwiththehotel,atwhichtimeAilsawouldincreasetheirsalary.Thelastwaytoimprovejobperformanceisconsultation.Itmeansthemanagershouldcom-municatewithemployeesregularly,suchasdeliberateandnegotiate.Inthiscase,Craigalwaysrejectwithhisemployeestotalkaboutcustomersproblems,healsoproclaimthisismykitch-en,werunitmyway.Sohisemployeeswillfeeljealousandgetnosenseofbelonging.Differ-entpeoplehaved