Leveraging employee evaluations to motivate employees performance is dependent upon the type of motivational theory best used based on the employee’s characteristics. Some motivational strategies are straight-forward such as monetary awards and promotions. Other strategies involve creative thinking on management’s part to determine what course of action will provide the best possible outcome of the employee’s ability to achieve results. Under the self-efficacy theory, employees with high self-efficacy are more likely to respond to negative feedback through increased efforts. To demonstrate this in a positive manner, a manager needs to set challenging goals for the employee with the understanding that by achieving these goals, the employee has increased his or her self-efficacy. According to Robbins and Judge (2011), “when a manager sets difficult goals for employees, they will have a higher level of self-efficacy and set higher goals for their own performance” (p. 217). The employee builds confidence that he or she can perform the goal above what others can. This psychological step in the self-efficacy theory creates a level of security and confidence in the employee that he or she can master the task. This in turn will have the employee looking for a higher challenge to master. The self-determination theory is a theory “which proposes that people prefer to feel they have control over their actions, so anything that makes a previously enjoyed task feel more like an obligation than a freely chosen activity will undermine motivation” (Robbins & Judge, 2011, p. 211). This theory is based on the internal attributes of a person and how he or she determines his or her ability to achieve success. Motivational interviewing is used in conjunction with the self-determination theory. The Journal of Social and Clinical Psychology (2005)