Keeping employees engaged and productive is a key component of success, yet many organizations unwittingly stifle motivation and performance through leadership practices that are counterproductive. "Why people work determines how well they work," write Lindsay McGregor and Neel Doshi. And the practice of creating emotional and economic pressure to drive performance can reduce motivation and worsen performance instead of improving it. Here, the authors share how implementing a new operational model in an organization that was already "one of the top performers in its industry," led to frontline employees becoming more engaged in their work, performing better and boosting productivity.
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