According to the Latham’s integrated model of motivation, in order to ensure positive workplace attitudes and motivation, managers should assist employees in seeing how their personal goals align with organizational goals to motivate persistence. Secondly, the management should seek to increase employees’ job satisfaction by offering them an opportunity to work on tasks that are personally relevant to them, provide a sufficient level of intellectual challenge, offer rewards and satisfaction upon completion, and are clearly recognized as important for the company’s success so that workers feel valued and engaged. At the same time, managers should avoid giving employees tasks that are too easy or seem irrelevant as it hurts one’s self-efficacy (Latham, 2012).
Assessing what can be dome for promoting positive work attitudes and promoting motivation at the current workplace, it is clear that the management should focus developing an open and trusting culture where all employees know the corporate goals, know their role in achieving these goals, and can independently make work-related decisions to attain the best results. In other words, the company should overcome its micromanagement practices to make the employees feel competent and trusted and encourage them to take ownership of their work and get further involved in the process. This will contribute to employees’ engagement and motivation.
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The key elements of workplace motivation that require a definition are engagement and trust. Engagement characterizes the degree to which an employee feels an important part of the company, experiences personal responsibility for attaining corporate goals and is wishing for the company to do well. Engagement makes employees more persistent, more willing to invest energy, and more likely to derive satisfaction out of work. Trust indicates whether the person believes that the company has their back, whether it would treat them fairly, and whether the company has a person’s best interests in mind. Trusting the company makes one feel safe and more willing to invest engage more fully into the work process (Macey et al., 2009).
- Latham, G.P. (2012). Work Motivation: History, Theory, Research, and Practice. Sage.
- Macey, W.H., Schneider, B., Barbera, K.M., & Young, S.A. (2009). Employee Engagement: Tools for Analysis, Practice, and Competitive Advantage. Wiley-Blackwell.
