QUESTION 2 The Lagos State Government recently established the Lagos Urban Renewal Agency (LURA), a public sector entity charged with coordinating infrastructure development across Lagos metropolis. The Director-General, Mrs. Funke Adeyemi, is faced with managing a workforce of 420 civil servants drawn from diverse professional backgrounds. She notices that while some departments consistently exceed their targets, others are characterised by absenteeism, indifference, and resistance to change. A consultant hired to assess the situation reported that employees in the underperforming departments felt their basic needs were unmet, that they were not trusted by their supervisors, and that they had little sense of purpose in their roles. The consultant recommended the adoption of motivational theories to restructure the agency's people management approach. Required: (a) Explain Abraham Maslow's Hierarchy of Needs Theory and, using the consultant's findings, identify at which level(s) of the hierarchy the employees of the underperforming departments appear to be stuck. Recommend how LURA can address these deficiencies. (12 marks) (b) Compare and contrast McGregor's Theory X and Theory Y assumptions about workers, and advise Mrs. Adeyemi on how Theory Y assumptions can be embedded into LURA's management culture. (10 marks) (c) Briefly explain the concept of 'intrinsic motivation' and state THREE ways in which LURA can leverage intrinsic motivation to improve performance in the public sector context. (8 marks) (Total: 30 marks)