<![CDATA[This study examines the relationship between performance target systems, evaluation pressure, and employee work stress at PT Bintang Timur Group, a subsidized housing developer that implements sales targets based on housing units. Using a descriptive qualitative case study, this study involved two informants selected purposively based on their direct involvement in performance target implementation and evaluation: a manager and a salesperson. Data collection was conducted through semi-structured in-depth interviews. The results indicate that the target system of three units per month is considered realistic because it is supported by a safety margin mechanism and is set lower than competitors’ targets. Evaluation pressure is perceived as significant, particularly due to financial consequences such as base salary deductions for those failing to meet targets. However, the discursive nature of the evaluation process and management’s adaptive responses—through price adjustments and promotional incentives—help mitigate the negative impact of this pressure. The company also provides operational support in the form of advertising budgets and routine social activities as a stress management strategy. These findings reinforce the argument that the perceived realism of targets and the quality of organizational support are determining factors in transforming work pressure from a threat into a motivating challenge. The absence of incentives for exceeding targets was identified as an area requiring improvement to enhance long-term motivatio]]>
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