People do want to be rewarded for their performance, both in terms of recognition and remuneration. But there is a difference between promotions (and raises) based on a range of qualities, and direct remuneration based on measured quantities of output. For most workers, contributions to their company include many activities that are intangible but no less real: coming up with new ideas and better ways to do things, exchanging ideas and resources with colleagues, engaging in teamwork, mentoring subordinates, relating to suppliers or customers, and more. It’s appropriate to reward such
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