Question Two Grace Myer is the founder and CEO of Myer Sisters Apparel, a retailer of high-end women's business apparel. Earlier this year Grace opened her fourth retail store in Sydney's Eastern Suburbs. While Grace has been pleased with the new store's progress, she is concerned about the growing number of customer complaints and the low sales per square metre compared to some of her better-known competitors, such as Davie Laurie and HighChair Nine. When Grace had only one store that she individually owned and operated, she was able to control most of the details of the business. While she worked with a few employees, she always knew what they were doing. As the number of stores and the size of the stores increased, the number of employees also grew. When Grace was running the one store, she rarely heard a customer complaint, and her sales per square metre were $500, compared to $400 today. This concerned Grace greatly as her expansion plans for Myer Sisters had to slow down because the stores were not producing the returns that she expected. The store managers were also complaining to Grace because of the high training costs of bringing on new employees. The turnover rate seemed to be very high and Grace could not understand why. She was paying one of the highest wages in the area to the sales clerks and store managers, yet they were leaving to work elsewhere. The customers were also complaining about the lack of helpfulness of the sales clerks. Even after extensive employee retraining, Grace was still hearing many complaints. Required: A. Based on your understanding of intrinsic motivation and extrinsic motivation, draw on case information to explain why Myer Sister' employees are not motivated to perform at a high level