Question 1 (20 marks) minimum answer of 1 page with examples Until recently, Coca-Cola India thought that its formal yearly performance review did a good job of motivating employees through structured goal setting and feedback. However, the Gurgaon- based drink maker discovered that this traditional processwhich is widely used by large firms throughout the world is not compatible with both the changing business environment and current employee needs and expectations. Coca-Cola India is now engaging employees with frequent, less formal and more involved goal setting and feedback. "The old performance management system, where goals were set every year, gave limited opportunity to offer real-time feedback," says Manu Narang Wadhwa, VP-HR, Coca-Cola India and South-West Asia. "Organizations need to have a system so that goals can be improved upon." Wadhwa adds: "Today's millennial workforce (those born in the 1980s and 1990s) does not believe in one-time planned feedback." Adobe Systems also replaced traditional performance reviews with much more frequent, helpful, and future-focused "Check-Ins" about the employee's personal development. In a time when flexibility, teamwork and innovation matter most, you can't afford to breed competition, wait a year to tell people how they are doing, and then have them leave because they were disappointed with how they ranked against their peers," explains Donna Morris, chief human resource officer at the San Jose, California, software company. Check-ins not only improve employee motivation; they also significantly free up management time. "With Check- In, we are saving more time now as there are no specific steps, no prescribed timings, and no forms to fill out for submission to the HR team," says Sarah Dunn, Adobe's head of Employee Experience, Asia Pacific Tata Consultancy Services (TCS) is in the early stages of adapting these goal-setting and feedback practices. As its first step, India's largest IT services company no longer uses the bell curve approach in performance ratings. Made popular decades ago by General Electric, the bell curve system requires managers to assign the lowest and highest performance ratings to a small percentage of employees, with most staff receiving scores somewhere in between those endpoints. TCS employees felt that the bell curve rating system was unfair and demotivating. "The project managers used to say that they were forced to put good performers into the poor bracket, just to fit the curve," says a TCS employee. "There was too much room for manipulation. Lots of people used to be unhappy." Your Task Apply expectancy theory to explain why the more frequent feedback and more strengths-based future focus of the new performance review process might motivate employees more than the traditional judgment-oriented, problem-focused, yearly performance review process