A. Analysis Document for Anne Ewers on Issues with Merger Process 1. Bill Bailey, chairman of the board of the Utah Opera Organization, could use the Equity Theory of motivation to oppose the merger. Much like the five levels of needs determined by Maslow and the two factors of motivation as classified by Herzberg (intrinsic and extrinsic), the Adams’ Equity Theory of motivation states that positive outcomes and high levels of motivation can be expected only when people perceive their treatment to be fair. A person can develop a belief of inequity when assessing whether they have received adequate compensation for their contribution (Kreitner & Kinicki, 2010). So it goes, when people feel fairly or advantageously treated they are more likely to be motivated; when they feel unfairly treated they are highly prone to feelings of cynicism and dissuasion. The way that people measure this sense of fairness is at the heart of Equity Theory. Mr. Bailey’s perception of inequity is identified in his concern over the financial strength of the symphony vs. the opera. The opera has reserves and is financially stable whereas the symphony has not reached its fund-raising goals and has a more inflexible schedule than the opera. He also has concern that the opera would lose its identity. 2. Scott Parker, chairman of the board of the Utah Symphony wants to convince Mrs. Abravenal to support the merger. One way to do this might be appeal to Mrs. Abravenal’s need for esteem. Maslow noted two versions of esteem needs, a lower one and a higher one. The lower one is the need for the respect of others, the need for status, fame, glory, recognition, attention, reputation, appreciation, dignity, even dominance. Mrs. Abravenal is concerned that the merger will in some way diminish her husband’s accomplishments and memory. When she stated that her husband “would never