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Encouraging staff members to deliver the best performance and strive to be the best versions of themselves in the workplace is a rather complicated task. Using my personal experience as an example, I must mention that managers at my organization have used the concepts of people-oriented leadership and incremental change successfully for this purpose. Namely, managers demonstrated the company’s loyalty to its employees by offering training options and additional benefits for outstanding performance. Most importantly, the focus on employees’ personal needs was placed in the company’s HRM policy. Thus, they ensured that the workplace environment is comfortable for all staff members and that the corporate policy is rooted in the principles of diversity (Galanti et al., 2021). As a result, staff members became highly motivated to perform to the best of their abilities and explore opportunities for professional growth.
To build the premises for effective change at the work-group level, managers should establish a robust communication channel with the help of staff members who can provide their feedback. Additionally, the feedback in question must be taken into account when shaping organizational standards, policies, and values. Moreover, the concept of change must be defined within the corporate context precisely so that staff members can have clear guidelines to follow (Knight et al., 2019). Thus, the process of gradual and continuous improvement will remain coordinated. In addition, as a leader, one must set the goals that are achievable, measurable, realistic, and specific. The use of the SMART framework to set organizational goals will allow staff members to see the progress achieved within the set timeframe, which will increase their motivation and sense of personal value for the company (Dubbelt et al., 2019). Finally, adequate control tools must be incorporated to ensure that the integrated change remains in place and that new guidelines are followed. The suggested changes are highly valuable for any corporate setting where effective change must be introduced.
References
Dubbelt, L., Demerouti, E., & Rispens, S. (2019). The value of job crafting for work engagement, task performance, and career satisfaction: Longitudinal and quasi-experimental evidence. European Journal of Work and Organizational Psychology, 28(3), 300-314. Web.
Galanti, T., Guidetti, G., Mazzei, E., Zappalà, S., & Toscano, F. (2021). Work from home during the COVID-19 outbreak: The impact on employees’ remote work productivity, engagement, and stress. Journal of occupational and environmental medicine, 63(7), 426-432. Web.
Knight, C., Patterson, M., & Dawson, J. (2019). Work engagement interventions can be effective: A systematic review. European Journal of Work and Organizational Psychology, 28(3), 348-372. Web.
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