How to build trust, commitment and effort

By giving workers the chance to develop professionally and personally, distributing responsibility, encouraging hard work, and communicating effectively:

Managers can foster trust, dedication, and effort among their staff. Employees can give back by working diligently and assiduously on the duties assigned to them and making sure the specified goals are accomplished within the allotted time frames. Trust will be built between the management and the employees when the manager is confident in their ability to give their all-out effort at all times, and when they feel valued and appreciated. However, the manager has more responsibility in the development of faith, commitment and effort as they are tasked with achieving high productivity in an organization. Managers must be persistent in efforts aimed at establishing trust and loyalty in an organization that Christians are encouraged in Colossians 3: 23-24 that “Whatever you do, work at it with all your heart, as working for the Lord, not for human masters.” Every manager should continue their work at building a committed and trustful workforce as if they are working for the Lord to ensure the company succeeds.

Guiding the business firm towards a common goal:

A manager oversees a company to achieve a common goal by creating a uniting vision and ensuring the employees are committed and support the vision. The employees are involved in creating the vision and mission, their input is considered, and they are made to feel like part of the company taking responsibility for the vision and taking steps towards achieving it. The manager ensures the motivation towards attaining the goal is high by rewarding the employees for high performance and creating an atmosphere of free communication with employees. Creating a friendly environment for interaction between the manager and employees allows for cooperation and unification towards achieving a common goal.

Purchase of attitudes with financial incentives:

Attitudes and efforts cannot be purchased using financial incentives as they require long-term sustained effort by management and rest on developing relationships. Financial incentives do not work because they only bring changes in the short-run but once employees get used they revert to their previous levels of productivity and commitment (Flower, 2014). The lack of sustainability makes financial incentives ineffective. Intrinsic motivation is what I required to achieve these attitudes and effort including training, goal setting, job enrichment, and realistic job reviews (Whitney & Ochsman, 2013).

References

Authors, M. The Holy Bible—New International Version.

Fowler, S. (2014). Why motivating people doesn’t work... and what does: the new science of leading, energizing, and engaging (Vol. 36, No. 12). Berrett-Koehler Publishers.

Whitney, P., & Ochsman, R. B. (2013). Psychology and Productivity. Springer Science & Business Media.