Steven Kerr challenges the assumption that poor employee motivation necessarily reflects a lack of commitment or effort. He suggests that managers should first examine whether their organisation’s reward systems encourage the behaviour they expect. Employees may respond rationally to existing incentives, even when the resulting actions conflict with management’s stated objectives. For example, a company that rewards the number of tasks completed rather than the quality of work may inadvertently encourage speed at the expense of accuracy.

The quotation places responsibility on managers to consider how organisational structures influence employee behaviour. Rather than attributing disappointing results primarily to individual shortcomings, managers should investigate whether promotions, bonuses, recognition and performance assessments reinforce the desired outcomes. Kerr’s broader argument is that motivation cannot be understood independently of the rewards attached to particular actions. Changing employee behaviour may therefore require altering the incentive system rather than simply demanding greater effort or commitment.