$\backslash$table$[[$Example$,\backslash$table$[[$Equity$],[$theory$]],\backslash$table$[[$Two$-],[$factor$],[$theory$]],\backslash$table$[[$Reinforcement$],[$theory$]],\backslash$table$[[$Social$],[$learning$],[$theory$]]],[\backslash$table$[[$One employee is dissatisfied by low pay and poor working condition, but when the employee$],[$receives a raise and better working conditions, he has neutral feelings about his job. It is not$],[$until he gets recognition for high achievements on the job that he is satisfied.$]],O,O,O,0]]$

Use your knowledge of motivation theory to select the best actions to take in the following circumstances.

Assume you are Mike Boyle of Mike Boyle Strength and Conditioning and one of your employees seems to lack the motivation perform well. When you discuss your concerns with her, you discover that although she values the pay and promotion opportunities of the job, she doesn't believe that pay or promotions are affected by her performance. She is a good trainer and coach and seems to believe that she is capable. If you are trying to help your employee become more motivated, what are the most important things you can do$?$ Check all that apply.

Increase her effort$-$to$-$performance expectancy for being a good employee

Increase her valence for pay

Enhance her performance$-$to$-$outcome instrumentality for pay

Enhance her performance$-$to$-$outcome instrumentality for promotion

Assume you are the owner of Mike Boyle Strength and Conditioning. One of your employees seems to be confident and capable but is always asking for feedback on how she is doing. However, she is also not motivated and not performing well even though you've set easy goals for her. What might you do to help address this problem?