5 of estion SECTION C: CASE STUDY Clara, who has been with ACE LTD for five years as a Project Manager, finds herself facing a new challenge. She's been appointed as the leader for a project with a tight six-month deadline. Despite her confidence in her abilities, Clara is apprehensive about the expectations of her new role, especially as she has never led a project team before. To address her concerns, Clara discusses her insecurities with her manager. To boost Clara's motivation, the manager reveals that this year's bonus is tied to project performance. While Clara is pleased to be chosen as the project lead, she recalls a past instance where her ex-colleague Susan did not receive the expected bonus for a similar project. Also, during the same project there was biasness and favoritism by the department head on allocation of resources for the project that Susan led. She felt that she was being burdened with tasks more than her colleagues who were leading projects of similar kind. And at the closure of project Susan had a lot of resentment and ambiguities about the Management's decisions on project tasks and resource assignments. This memory adds a layer of hesitation and reduces Clara's excitement about the new opportunity. This lack of enthusiasm on Clara's part is causing her manager to doubt her commitment. The manager is eager for Clara to take on the project, given the company's current understaffed situation, and recognizes Clara as the most senior Project Manager. Moreover, the success of this project holds significant importance for the company's profits. Amidst these pressures and uncertainties, Clara is experiencing a notable impact on her motivation levels, making it essential for her manager to address these concerns and help Clara navigate the challenges ahead. Question 1) Keeping in view the concept of "Expectancy theory" can you relate and explain the 3 elements that defines Clara's motivation? (5 marks)