Answer

Preventing Burnout among the Employees

Employee burnout refers to emotional and physical fatigue that contributes to a reduced sense of productivity and personal attitude and identity at work (Shirom, 2010). It normally takes place as a consequence of sustained frustration, stress, or tight deadlines at the workplace among other substantial reasons. Burnout manifests itself in different ways depending on employees’ personalities. For example, some employees manifest endless tiredness as a result of burnout, some become argumentative at the workplace, manifest anger, sarcasm, or decide to be absent from work without a justified reason (Längle, 2003). Employee burnout has extreme consequences to both employers and employees, especially for their health if the root cause is not well established and understood (Day, Crown, & Ivany, 2017).

The key ways to prevent burnout include the provision of remote and flexible working strategies to employees in order to prevent undue anxiety and stress (Fuhl, 2018). This helps employees to work in ways that suit their schedules and personal lifestyle as well. Supporting employees’ welfare is another key way to prevent burnout (Marc, & Osvat, 2013); this calls for putting employees’ wellbeing and health at the forefront and central point of the organization’s philosophy. In the same breath, educating employees on the signs and burnout warnings is very crucial to the prevention of burnout. This can be done through the creation of an action plan for getting affected employees back on track in line with more balanced work-life. Lastly, encouraging work balance, giving employees the necessary tools for managing stress like mentorship programs, and equipping line managers with skills, abilities, techniques, and tools to fully comprehend the workloads encountered by employees helps to prevent burnout (Keinan, & Malach-Pines, 2007).

How to Improve Communication Between Senior and Junior Officers

Communication between senior and junior officers calls for a symbiotic and mutual relationship through amicable and open channels of both action and words (Vdovin, 2017). Both senior and junior officers have different roles that require effective and efficient ways of communication that contribute to non-contradictory ways that can breed conflict in the running of an organization (DeKay, 2012). In searching for the best ways of improving communication between senior and junior officers, one does not only create a fruitful and enabling working environment but a formidable, engaged, and motivated workforce (Mackenzie, 2010).

The best ways to improve communication between senior and junior officers include having consistent communication moments, meetings through channels that are not tedious in nature; one on one meetings keeps not only senior and junior employees updated but also boost their engagement, relationship, and morale (Mackenzie, 2010).  Another way is by entreating and providing deemed feedback where necessary; finding ways to ask for feedback from both senior and junior officers helps in improving communication between the two officers (DeKay, 2012). It helps them feel how important their ideas matter to the organization. In the same line of thought, putting the right channels of communication that enables senior officers and junior to reach out to each other creates amicable and accessible ways that help improve communication (Vdovin, 2017). Under the ethical theories, listening and respect are at the core of true and efficient communication; the senior and junior officers can therefore improve communication between them by exhibiting such values. 

Ways to Increase Motivation and Job Performance

Employees are human beings with both extrinsic and intrinsic needs that keep on changing from time to time; no one organization can claim with complete assurance to have found a strategy for driving motivation and performance that works universally and consistently. Increasing motivation and job performance is a subtle and resolute challenge that calls for more than an annual evaluation (Burkus, 2012); for this to happen, employees’ expectations have to be made clear, renewed, and purified. Their goals need to be objective, with measurable standards in place to review their performance. Furthermore, proving constant feedback helps employees to know how much their actions affect the organization hence aids them in making necessary changes.

Correcting employees privately and exercising human promotion motivates employees; it gives them a sense of belonging and boosts their self-esteem (Burkus, 2012). On the other hand, praising employees publicly before other employees gives them an impetus to push through their persistent stellar performance. Furthermore, introducing both extrinsic and intrinsic rewards that cater to both the physical and psychological needs of employees increases motivation and job performance. Lastly, investing in employee career development programs, wellness programs, and prioritizing work-life balance strategies increases motivation and job performance; empowering employees and creating a culture and philosophy of recognition within the working environment on the other hand helps to increase motivation and job performance.

How to Improve Cooperation from Other Agencies

For an organization to work harmoniously to realize its goals and set forward objectives, it is important to nurture an enabling environment that champions cooperation with other agencies (Wong, 2020). Improving cooperation from other agencies depends on how much employees are allowed to take part in decision-making, and how well the levels of the organization and departments work hand in hand to realize the organization’s common objectives. In order to improve cooperation from other agencies, team conflicts should be resolved quickly when they resurface, and employees should be encouraged to socialize outside the organization to embrace and learn from other agencies (Wells et al, 2014). Furthermore, training employees and encouraging them to embrace ongoing learning processes about what other agencies hold dear opens doors to improve cooperation from other agencies (Brown, 2019).

On the other hand, advocating for teamwork as part of organizational and workplace culture and philosophy helps to improve cooperation from other agencies (Culpepper, 2003). Creating visionary leadership and assigning both task and relationship agency-oriented leaders that are open to sharing experience, skills, abilities, and knowledge in an environment of goodwill and trust in place contributes to the improvement of cooperation from other agencies (Gratton, & Erickson, 2007). Lastly, improving internal organizational employee communication and engagement with other agencies; building a correctional workforce (Lommel, 2004) and building interdependence streamlined processes among agencies helps improve cooperation from other agencies.