Employees really value making a difference at work. Here are $7$ tips from psychologyto get them therePeople want to know they matter, and that theyre spending their time doing work that makesa difference. Thats true regardless of the type of job they hold.Encouragingly, APAs $2023$ Work in America workforce survey found most respondents feelthey matter at work. More than seven in $10$ respondents strongly or somewhat agreed thatthey matter to their employers $(71\%)$ and to their coworkers $(75\%).$Just $19\%$ reported that they are not at all or not very satisfied with the amount of personalfulfilment they get from their work. That fulfilment matters: Those who did not agree theirwork was meaningful $(45\%)$ were more likely to report feeling tense or stressed during theworkday.When people feel valued at work, theyre more satisfied, more creative, and more likely totake risks to contribute in positive ways, said Isaac Prilleltensky, PhD$,$ a psychologist at theUniversity of Miami who summarizes the science of mattering in his book How PeopleMatter $($Cambridge University Press, $2021).$ When people feel they dont matter, they arealso more likely to develop depression or anxiety. Mattering isnt just a nice thing to have,he said. Its a must$-$have.In the post$-$pandemic era of quiet quitting, thats truer than ever. Workers are rethinkingtheir work$-$life integration and seeking jobs where they feel they can make a positive impact.But its hard to feel youre making a difference if the organization doesnt have a culture ofrespect.Fortunately, experts say, there are concrete things organizations and leaders can do tocreate a culture where every employee matters:$1.$ Establish company norms. Prilleltensky advises company leaders to work withemployees to establish norms for how things are done and refer to them often. Thosenorms might be things like no bullying, providing appropriate feedback, allowingpeople to raise concerns, and criticizing ideas but not people. Establishing theorganizations principles lays the groundwork for respect$\mathrm{.}2.$ Provide objective and subjective resources. To feel valued, employees needequitable compensation, with a fair salary and tangible benefits like maternity leaveand health care. But they also need subjective benefits: Things like feelingappreciated, having flexible work hours, or being trusted to make decisions withoutbeing micromanaged. One type of benefit doesnt replace the other, Prilleltenskysaid. To feel they matter, employees need both$\mathrm{.}3.$ Make it safe. Successful organizations create cultures where employees believe thatits okay to express ideas, admit mistakes, and ask questions, according to researchthat Harvard Business School professor Amy Edmondson, PhD$,$ details in herbook The Fearless Organization $($John Wiley, $2018).$ That culture of psychologicalsafety allows employees to feel more empowered and respected. When you havethe kind of open work environment where you feel safe, you are free to focus on yourpurpose and mission, she said$\mathrm{.}4.$ Embrace diversity of thought. Good leaders really listen to their employees, saidTyrone Smith Jr$.,$ EdD, a human capital management strategist, leader, and adjunctprofessor at the University of Southern California. Doing that well meansacknowledging employees unique contributions to the organizations success,regardless of their backgrounds, demographics, or titles. Everyone has something tocontribute, and embracing that diversity fuels a system of creativity, Smith said$\mathrm{.}5.$ Connect the dots. Successful leaders help their employees understand how theirindividual contribution aids the broader organizational mission and the customers orclients they serve. This isnt only true for companies with lofty missions. People inany type of job can feel important when their leaders help employees connect thedots, Edmondson said$\mathrm{.}6.$ Public recognition. Organisations should build employee recognition into theculture, Prilleltensky said. Public praise reinforces a job well done and motivatesothers. When giving praise, the more specific you can be about an employeescontribution and achievements, the better, he said$\mathrm{.}7.$ Say it again. Good managers know the importance of praising employees and tellingthem that their work matters. Yet few say it as often as they should, said Edmondson.Its fair to say you cant overcommunicate how much someone is valued, she said.

Discuss a motivational theory that supports the findings in the above article, and consider its relevance in contemporary organizations?