The Respect Model


Respect at Workplace

Supported by research on employee motivation and performance, The RESPECT Model is an actionable philosophy. It is not a program, it is an approach to leadership and corporate governance that appeals to and affects employees’ beliefs, values and sense of worth. Human Relationships both personal and professional are at the root of the model. Employee engagement  and respect depends upon the extent to which individuals:

Respect the organization

Respect by Staff for the Mission, Vision, values, goals, policies and actions of the Organisation is critical as it would help in unity of focus, commitment on the part of the employee and respect for the Organisation. More importantly, Employees will be proud to say, "I work for this company." resulting in lower staff turnover.

Respect the organization’s leaders

It is important that there is respect in Organisation for leaders and especially the direct supervisor. For supervisor to earn respect in the organisation he/she has to be competent, ethical, makes good decisions and treats people fairly.

Respect the team members

Achieving objectives of the team, and accomplishing what the team has set out to achieve is only possible when team members believe that everyone is competent, cooperative, honest, supportive and willing to pull their own weight.

Respect the Work

It is important that we show respect to the work that different people perform, and see its as critical in contributing towrds the success of the organisation. It is critical that we should find it  challenging, rewarding and interesting and as having value to both internal and external customers.

Feel Respected

Just as showing respect to others it is very important that employee feels respected by the organization, supervisor and fellow team members. All of the the above act as a catalyst towards creating an environment where trusts and respect prevails.

Critical Drivers

The RESPECT Model identifies seven critical drivers that influence employees’ internal assessment of respect and subsequent engagement:


Employees are appreciated and acknowledged for their contributions. Supervisors regularly recognize deserving team members and people are rewarded based on their work performance.


Employees are provided with the tools, resources and training to succeed. They are allowed high level of autonomy and are encouraged to take risks and mistakes are taken as an opportunity to learn. Supervisors take the initiative to communicate with employees and ensure that they are equipped to succeed not to fail.

Supportive Feedback

Timely Feedback is provided by the Supervisors in a supportive, sincere and constructive manner. Feedback is delivered for the purpose of reinforcement and improvement, never to embarrass or punish.


In order to attain common goals management shall collaborate with the Team members whereas supervisors are viewed as advocates for their development and growth. Team members and departments actively communicate and share information.


In order to earn the respect of the employees, the supervisors must ensure that goals, objectives and business priorities are clearly established and communicated so that staff has clarity of what is required of them. Employees know precisely the standards by which their performance is evaluated and are held accountable for meeting their performance expectations.


Empathy, consideration, caring and thoughtfulness toward one another could help create a culture where people would belong, one where enjoyment and respect at work prevails. Supervisors will seek to understand employees’ opinions and concerns. Everyone would be more understanding and supportive when employees experience personal problems.


The key to successful organisation is trust and confidence in employees’ skills and abilities. Employees trust that their supervisor will do right for them. Leaders keep their promises and commitments, and, thus, are trusted by employees.