When a manager uses personal involvement as a motivational strategy, which employee group is at the highest risk?

When a manager employs personal involvement as a motivational strategy, the group most at risk is employees with low self-esteem who cannot form high performance expectations. This is because such employees may struggle to internalize and benefit from personal attention and motivation, particularly if they lack confidence in their own abilities. Low self-esteem can inhibit their performance, making it difficult for them to engage with the motivational strategy being employed.

These employees may view personal involvement not as a source of encouragement, but rather as added pressure or as a reminder of their perceived shortcomings. Consequently, they may become demotivated or feel overwhelmed, resulting in a stigma against reaching higher performance levels. Their inability to set or achieve high expectations means that personal involvement may not translate to improved performance but could instead highlight their perceived inadequacies.

In contrast, employees who make only verbal commitments to their goals or those who make public commitments as a group may still have a framework for accountability that can foster motivation and engagement, even if they are not immediately confident. Overconfident employees, on the other hand, might thrive under personal involvement, as they typically have a strong belief in their abilities and can utilize the manager's support to reach their performance goals.