Question 2 of the assignment:
Choose three motivational theories that you would draw on for motivating your staff. With the three theories, you will need to discuss the actions (which you have to think up like real) to motivate your staff.
This question will draw on module three of your study guide and covers chapter 2, 3 and 4 of your text book, concentrating more on chapter 3 and 4. Chapter 3 will cover the various theories while chapter 4 will give you ideas on the actions part.
It is suggested that you should combined both Content theories and Process theories. It is foolish to present purely on content theories or process theories only. That would not be balanced and that is not what the markers are looking for.
The relevant theories that are required for this case are: Maslow's hierarchy of needs, Hersberg' s two factor theory, Equity theory and Expectancy theory. An introduction on job satisfaction is in order as to understand why the employees are not happy.

The definition of diagnosis is stated as the process of understanding how the organization is currently functioning. Diagnosis provides the information necessary for designing change interventions. Diagnosis can be problem oriented or development oriented. If it is problem oriented, then it seeks reasons for the problems. If it is development oriented, it assess the current functioning of the organization to discover areas for future development.
In organizational development, diagnosis is used more broadly than a medical definition would suggest. It is a collaborative process between organization members and OD consultant to collect pertinent information, analyse it and draw conclusions for action planning and intervention. Diagnosis may be aimed at uncovering the causes of specific problems or it may be directed at assessing the overall functioning of the organization or department to discover areas for future development. Diagnosis provides a systematic understanding of organizations so that appropriate interventions maybe developed for solving problems and enhancing effectiveness.(Waddell, Cummings & Worley 2004)

Performance management is a process of managing and developing people through everyday activities, where there is a common understanding of what is to be achieved and how well it is to be achieved, based on firm agreements between managers and individuals which clearly contribute to organizational results (Tovey 2001,P.59)

Human Resource Development is a combination of structured and unstructured learning and performance based activities which develop individual and organizational competency, capability and capacity to cope with and successfully manage change (Simmonds & Pedersen 2006)

The common trait between Performance Management and Human Resource Development lies in the development of the human asset, people in organization. In performance management, the manager has to manage performance problems. Human resource development has to look into the training and development needs that are required to develop the necessary competency to enable the individual to perform to the required performance standards.

In any organization, you will encounter workers who do not meet the performance standards. There are two types of unsatisfactory performance. Workers who are not performing to their optimum levels are classifies as 'under performance' while those who have no intention of performing are classified as 'non performance'. There is still hope and opportunity for those who under perform but those who are non performance are usually considered 'dead wood'.
There are two contributing factors to under performance. First, fault of machine or the tools used by the worker which caused the worker to underperform. This factor is largely outside the control of the worker. Identification of this factor is important as the mere correction of this factor will result in improved performance immediately. The second factor is the behavior of the worker which is limiting his performance. Behavior can be influenced and corrected and is within the control of the worker. Right training and instructions will usually lead to change of behavior and result in improved performance.

The identifications of under performance can be done by analysing the actual performance of a worker under observation. Performance appraisal is carried out using the various performance appraisal methods such as objectives based methods and reviewed techniques (Rudman 1995).

The issue of non performance is a more serious problem. There are some workers who do not performance no matter what training, counselling and motivations have been given. There is not the slightest bit of improvement in performance for this group. Sometimes , a total review of the job skills possessed and the job descriptions are done to see if a job reassignment is possible. Maybe the person is wrongly assigned to the job by the previous person. Sometimes a transfer to another department and place may help. Come to the final stage, a termination procedure may have to take place.