Managers often try to generate buy-in for unwanted assignments by persuading, incentivizing, or softening the message—but these tactics can backfire. Research shows that what matters more than choice is acceptance: when employees see an assignment as settled, fair, and partly within their control, they are more likely to commit and perform well. By offering some element of choice, signaling finality, and ensuring a legitimate decision process, leaders can foster genuine buy-in even when people wouldn't have chosen the work themselves.
When You Have to Assign Work No One Wants to Do
Adam Eric Greenberg
;Kurt P. Munz
2026
Abstract
Managers often try to generate buy-in for unwanted assignments by persuading, incentivizing, or softening the message—but these tactics can backfire. Research shows that what matters more than choice is acceptance: when employees see an assignment as settled, fair, and partly within their control, they are more likely to commit and perform well. By offering some element of choice, signaling finality, and ensuring a legitimate decision process, leaders can foster genuine buy-in even when people wouldn't have chosen the work themselves.
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