Cutting “Turn Times” Without Adding Staff

Read Case Study: Can an Airline Cut “Turn Times” Without Adding Staff? and answer the following questions. Incorporate only the following theories in your responses:

Hierarchy of needs theory
Two-factor theory
Goal-setting theory
Equity theory
Expectancy theory
Job characteristics model.

Hint: Not all of these theories necessarily apply to every question.
Questions

Select two theories of motivation from the list above that explain why Mari Kata thinks that “better training and higher wages” could lead to increased productivity and lower turnover among crew members. Discuss how each theory applies.

2.Select two theories of motivation from the list above that explain why Mayuka Mori thinks that “stopwatches and competitions are terrific ideas” for reducing “turn times.” Discuss how each theory applies.
3.Despite Mayuka Mori’s belief that “stopwatches and competitions are terrific ideas,” Toshi offers a different take when explaining Lady Stopwatch’s role:
“She holds one up and shouts out times to help us keep pace. Sometimes that helps, but it can also get annoying. They want us to do the turns in 12 minutes. That’s fine for a half-full 787. But last week we were on 747s the whole day—with only six people in the crew —and it was just impossible. After the first two turns went overtime, we had to start skipping stuff.”
Using goal-setting theory or expectancy theory, explain why Lady Stopwatch’s approach to motivating her staff is actually having the opposite effect.
4.Besides the ideas already discussed in questions 1 and 2 (e.g., higher wages, competitions, etc.), propose one additional strategy for motivating and retaining ground crew members. Incorporate at least one theory of motivation (choose from the list above) in your explanation.