Many organizations retain an almost messianic belief in the power of performance-related pay and bonus targets to generate commitment and deliver high-quality performance. This is most evident in the approach to executive pay, which is rarely out of the headlines. But the same thinking often penetrates much more deeply into organizations - whether translated into formal pay systems or simply governing the organization's general approach to managing performance. Unfortunately, commitment can't be gained simply by setting up a process of formal target setting or arranging periodic 'performance review' meetings. People might comply - for a time and in a fashion - with externally imposed routines and targets. But commitment is an inner drive. It arises naturally where people feel that they have the motive, means and opportunity to excel at what they are doing.