In my work I use the Nonviolent Communication/Maslow model: every action we take is a strategy to meet a basic human need. There are no "good" or "bad" actions. Some actions meet more needs for more people than others.

Extrinsic motivation (rewards/punishment, or, as I like to simplify it, punishment -- because withholding the carrot is just that), is not sustainable.

See Alfie Kohn's Punished by Rewards for an exhaustive list of papers and experiments.

The list you provided can be related to basic human needs:

> –Feeling like no one is scrutinizing your work to notice whether you're doing a good job or not

Unmet needs for appreciation, acknowledgment, contribution

> –Feeling like even if you do a good job, you won't be rewarded

Unmet need for appreciation. This is tricky, because corporations as entities want to pay as little as possible while extracting as much as possible. So showing appreciation through money is undesirable. Still, people who can easily find better paying jobs elsewhere, do continue working at SpaceX and Tesla despite being underpaid. Mostly because they have a strong sense of purpose and non-monetary appreciation.

> –Having to spend a lot of time on uninteresting bureaucracy rather than the work you enjoy

Unmet needs for efficiency, purpose

> –Being told what to do in extreme detail, without opportunities to think much for yourself

Unmet need for competency (being seen as competent), acknowledgment (of intelligence), autonomy (this is the one people start wars for)

> –The opposite problem of having too little detail, so you don't really know what problem you're trying to solve

Unmet need for clarity

–The office being too cold, noisy, etc.

Unmet needs around physical and mental well-being

> –Constantly working by yourself, when you want to work w/others more

Unmet needs around connection, belonging

> –Constantly working with others, when you want to work by yourself more

Unmet needs around solitude, efficiency, autonomy

Many of these can be addressed in simple, constructive ways, as soon as we can start seeing the needs behind the grievances and actions. It's like acquiring an x-ray vision, which is precisely what I teach.

Lastly, I'll leave you with a quote which I really like: Managers try to change people. Leaders change the environment.