Motivation and engagement of public health inspectors: a Canadian perspective for the 21st century

Abstract

Organizational leaders are measured on the success of meeting goals and objectives, and their success is greatly dependent on the level of motivation and engagement of their employees. The dynamic climate of the 21st century is forcing a shift in leadership strategies. What may have worked at one time may no longer be as effective with the current workforce. Today’s labour market is dynamic and competitive, and organizational leaders are required to manage, engage, motivate, and retain a multi-generational workforce. This study reviews the literature and uses qualitative and quantitative survey responses to explore (i) the generational breakdown currently influencing the Canadian Public Health Inspection (PHI) workforce; (ii) the impact direct supervisors have on PHI motivation, engagement, and job satisfaction; and (iii) the strategies that PHI leaders can consider to engage their current workforce. The generational breakdown of the PHI workforce generally aligns with the current Canadian labour market. PHI motivation and engagement is influenced more from intrinsic motivators than extrinsic motivators, and managers and supervisors are a significant influencer of PHI motivation and engagement. Consequently, with today’s labour market shifting, public health leaders must rethink their management and leadership strategies for success. In leading the current multi-generational workforce, it is recommended leaders take a more transformational approach to leadership versus a sole focus on the traditional transactional approach.