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As leaders and managers, the authors often assume that, if the employees really wanted to perform better, their performance would just increase. They assume that people's ability to boost their own performance is totally within their own control. This is just not true. Decades of research into motivation and performance don't back this up. Jobs can actually restrict performance, for instance. Think of a production line where the performance of any single worker depends on the speed of the whole line, not on any one individual's performance.
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