Managers and the Trust, Commitment, and Effort of Others
Management is typically linked to handling work processes rather than changing employees’ motivation and inspiring them to excel in their performance. However, there is a strong connection between managers’ efforts and the levels of trust and commitment among the staff. Unless employees are devoted to a single cause and are willing to participate in corporate teamwork, managers will find it very difficult to handle key processes because of the lack of involvement among staff members.
Trust has a direct effect on the efficacy of the decisions that managers take to facilitate. The levels of trust in the corporate setting affect the degree to which employees are willing to share information and collaborate with each other. The observed phenomenon can be explained by the sense of security that employees develop once they establish trust-based relationships with managers. According to the results of a recent study, “employee trust can facilitate beneficial organization practices engendering workplace performance-enhancing behavior” (Brown, Gray, McHardy, & Taylor, 2015, p. 377). Thus, encouraging relationships based on trust is essential to efficient management. Similarly, the commitment and effort of others affect the management of crucial workplace processes as well. The active promotion of commitment helps prevent the instances of errors in the workplace, whereas the effort of others implies that responsibility is valued greatly by all parties involved.
Building Trust and Guiding Business to a Common Goal
The process of encouraging trust and commitment among employees is very delicate. While a number of companies believe that the provision of financial incentives is enough to convince staff members to be loyal to the organization, additional steps need to be taken. For instance, the enhancement of communication between managers and employees must be regarded as a crucial step toward promoting trust. Moreover, a positive corporate philosophy supported by a set of values aimed at meeting the needs of all stakeholders involved has to be recognized as a paramount component of a proper management strategy. The proposed steps will also serve as the platform for encouraging employees to strive toward a common goal. With a rigid set of corporate ethical standards to follow and a clear common goal to pursue, employees can be guided toward developing corporate social responsibility (CSR) (Moreira & Silva, 2015). As a result, the management of workplace processes will improve significantly.
Encouraging Attitudes with Financial Incentives
Financial rewards as the means of keeping motivation levels among employees high can also be deemed as an important addition to the set of management tools. However, to create a setting in which employees can develop trust and loyalty toward an organization, other types of support will also have to be used. For instance, one may need to redesign a workplace environment to create a setting in which staff members will feel comfortable. The specified change is especially important in a multicultural context, where conflicts may occur due to the lack of appropriate negotiation skills.
Additionally, the enhancement of communication will lead to improved dialogue between staff members and managers. Consequently, removing the obstacles that employees have to overcome in order to deliver the required performance will become significantly easier. Thus, communication enhancement must be seen as the key priority together with the use of financial rewards. Similarly, expressing gratitude for stellar performance verbally is a crucial part of keeping employees motivated. With the specified factors taken into account, a manager can convince employees to do their best when performing workplace tasks.
References
Brown, S., Gray, D., McHardy, J., & Taylor, K. (2015). Employee trust and workplace performance. Journal of Economic Behavior & Organization, 116, 361-378.
Moreira, A. C., & Silva, P. M. (2015). The trust-commitment challenge in service quality-loyalty relationships. International Journal of Health Care Quality Assurance, 28(3), 253-266.