The document discusses various motivational theories and their application to individual differences and diverse workgroups, focusing on Maslow's hierarchy of needs and Herzberg's two-factor theory. It emphasizes that understanding these diverse motivations is crucial for effective management and corporate governance, highlighting the need for self-awareness in leadership styles. Additionally, it addresses the importance of ethical behavior and sustainability in corporate governance, noting that while some managers embrace these principles, others may resist due to increased costs.

1. A minimum of 150 words each question and References
Response (#1 – 6) KEEP RESPONSE WITH ANSWER
Make sure the Responses includes the Following: (a) an
understanding of the weekly content as supported by a scholarly
resource, (b) the provision of a probing question. (c) stay on
topic
1. I don't find the motivational theory argument to be
contradicting when recognizing individual differences and when
it comes to also paying attention to members of diverse groups.
The reason being every individual has a skill set that they can
bring to an organization. I have seen this in many of the
different places I have worked over the years. There are
individuals that can handle interacting with others (customers,
coworkers), then there are individuals who are able to perform
task around the workplace (speed, precision, quality). This not
only has the individual stand out from the rest, but they also
give coworkers the chance to experience and get better in that
area too. Two theories that come to mind is Maslow's Hierarchy
Theory (content) and Herzberg's Two-Factor Theory (process).
Maslow's theory is what motivates people and breaks it into
difference categories. “In the workplace these translate into
things that make a job appealing. For example, most people
want a safe working environment, to feel appreciated,
recognition for hard work and a chance to move up the ladder of
success” (Reference, 2019). This can cover apply to everyone in
a diverse workplace. Then there is Herzberg’s theory which is
based off someone’s behavior. This implies in understanding
each individual motivation and what outcome it will have.
2. Though motivational theory promotes the idea of individual
differences, we must also recognize these differences within
diverse groups as well. Thus, a content theory such as the
hierarchy of needs, by Abraham Maslow focuses on five
specific elements that ultimately promote motivation within a

2. person (Schermerhorn & Uhl-Bien, 2014). Additionally, this
theory focuses on the basic of human needs and the underlying
factors that cause motivation. In the same regard, applying this
theory may work with some individuals, but not all. Further,
some diverse workgroups may be more motivated by a process
theory, such as equity theory, which was brought upon by J.
Stacy Adams, which focuses on any form of perceived inequity,
that ultimately spawns motivation (Schermerhorn & Uhl-Bien,
2014). It is with this theory that equity comparison among
people, ultimately spawn motivation. This can be seen with
those who feel as though they have been given less than others
which creates negative inequity, and those who feel they
received more than others, which is known as positive equity.
When gaining knowledge as to how to navigate specific
atmospheres within a workplace setting, it is essential to
recognize the differences among a group of people, and what
truly motivates them based upon their diversity. Thus, I do not
believe that it is a contradiction to focus not only on individual
differences but to also pay attention to members of diverse
groups. I think that these are both required in order to maintain
a sense of synergy within the workplace and to have the
realization that different things motivate every person. Further,
I believe that this is the reason why so many motivational
theories, such as the ERG theory or goal-setting theory, exist.
They exist to adapt to the differences that exist within every
person and what motivates them, which leads to a more
productive and cohesive work environment for all.
3. From the group of theories, I was reading about I don’t think
they are necessarily contradicting. I think they kind of resemble
each other but from different perspectives. In comparing and
contrasting some of the theories I chose to compare Maslow’s
Hierarchy of needs and McGregor’s theory on the X and Y
models. Maslow’s hierarchy of needs consists of the job
satisfaction that revolves around employees needs and the
factors that bring them a basic degree of satisfaction (Saif et al.,

3. 2012). Maslow based this theory on the physical, biological,
social and psychological need of human beings. He came up
with a five stage theory that places these needs of individuals in
different categories and prioritized their personal goal.
McGregor on the other hand has a theory of X and Y. This puts
employees in one of two category groups on two sets of
assumptions. Theory X assumes a negative perspective of
people. Meaning other people can inherent dislikes of work and
avoid it and so they think they can be controlled and threatened
with punishment to make them work. These individuals prefer to
be directed to avoid any responsibility and want the need of
security. The Y theory consists of the opposite. The Y theory is
the mental and physical inputs at the workplace. The internal or
external environments may not be a sole influence when it
comes to their performance. In normal circumstances, people
can adapt to seek responsibility and not just be able to accept it
(Saif et at., 2012, p.1357).
4. One thing about my learning style is that I rely on visual
learning and hands on doing things, then reading and speaking.
With my emotional intelligence is I need to have better handing
of my own personal emotions, but I can help others so well with
there’s. With my personality I don’t find being active and going
out with others to be much of something that satisfies me, and I
mostly prefer my own solitude. I don’t find I need much
improvement because people already consider me a good leader
when I am placed in charge. How I can be a better manager after
looking at these result though is being more confident in myself
and more open, those are two key areas I feel I lack most that if
I betters I would be able to raise my ceiling in how I lead.
5. I can become a more effective manager by understanding that
my employees may not learn the same way I do. They may need
more visuals or may need a larger chunk of the information to
understand. I think it is important to understand this and try to
train employees in a way that could be understood and

4. interpreted by all, or most. To be a more effective manager, I
need to work on my self-awareness and self-motivation, even
though I felt this score was lower then expected. As I stated I
am working outside of work on my own feeling and internal
voice. This will help me with my overall effective
communication. As a manager it will be important for me to
understand my responsibilities and what is too much. I need to
work on that for myself and also understand not all my
employees will be willing to take as much on. As an effective
manager, I would need to understand what the expectation are
and hold them to those expectations.
6. Corporate Governance and Sustainability
The ethical behavior, social responsibility, and sustainability
are critical elements in corporate governance as they promotes
transparency, accountability and ethical compliance and
enhanced morality. Some managers embraces these aspects
because it improves trust with the customers and shapes a
positive public image to the stakeholders. However, some
managers resists the aspects due to the increased costs of
implementing ethical behavior, social responsibility, and
sustainability. The virtual circle of corporate social
responsibility includes crow sustainably, decoupling negative
eco-impacts, and double social benefits.The circle aspects are
critical in shaping the ethical and corporate social responsibility
programs. Starbucks Inc has been able to implement the virtual
circle of corporate social responsibility promoting ethical and
sustainability in the organization.