A firm is looking to use an attraction action program to help improve its organizational structure and the efficacy of its workforce. The firm wants to create a culture where capable employees feel valued and are more inclined to stay with the company long term. Which change is consistent with the company’s goals?

Narrowly defined jobs with repetitive tasks can lead to employee disengagement and dissatisfaction, as they limit creativity and autonomy. This approach contrasts with the firm's objective of fostering a culture that values capable employees, who typically thrive in more dynamic and flexible work environments.

Top-down communication often implies a lack of employee involvement in decision-making processes, which can make employees feel undervalued and disconnected from the organization. This approach does not support the desired culture of valuing employees and encouraging their long-term commitment.

While extrinsic rewards can motivate some employees, focusing solely on these may not cultivate a deeper sense of value or commitment. The firm's goals emphasize creating a culture where employees feel valued beyond monetary incentives, highlighting the need for intrinsic motivation and personal fulfillment in their roles.