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So, if someone perceives that any one of these is true:
The third most sensitive element is the career ladder in an organization. Recently, many companies have concluded that their system of evaluating their people, which drives the promotion process, tends to destroy performance. Systems where employees are stack-ranked or rated against each other will increase emotional and economic pressure, reducing total motivation and thus performance. As a result, companies from Microsoft to Lear are moving away from performance review systems that foster unhealthy competition.
For the first time ever, practice meets theory in a concise report on how people get (de)motivated, and exactly what you can do to get them back on track. More about the employee motivation ebook
Edwin A. Locke ’s goal theory describes setting more specific goals to elicit higher performance and setting more difficult goals to increase effort.  He also believed that, through employee participation in goal setting the employees would be more likely to accept the goals and have a greater job satisfaction.  The goal theory’s underlying assumption is that employees who participate in goal setting will set more difficult goals for themselves and yield superior performance.  The theory is logical because employees are going to set more difficult goals but the goals will be attainable with increased effort. Sometimes organizations set goals that their employees will rarely, if ever, be able to meet. If the goals are always unattainable, there is no motivation to try accomplishing them.
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