How Appreciation Impacts Workplace Satisfaction & Retention

Cathie Leimbach • August 1, 2023

Human diversity is caused by many factors including genetics, environment, and life experiences. This wide range of human diversity affects many aspects of leading people including their response to receiving – or not receiving – appreciation at work. Recent Gallup research has found that the variability in people receiving appreciation is significantly correlated to the sense of fairness in the workplace, employee burnout, and turnover.


This article summarizes some of the differences between employees who feel they are receiving the right amount of recognition and those who don’t feel they are receiving the right amount. Many of the survey respondents indicated that the right amount of recognition is receiving positive feedback at least a few times a week from colleagues – supervisors and/or other coworkers.

First, let’s look at the feeling of being treated fairly at work, a factor that greatly impacts the workplace culture, morale, and productivity. Those who feel they receive the right amount of recognition are seven times more likely to feel treated fairly than those who don’t receive the right amount. Also, those who receive the right amount of recognition are four times more likely to feel respected and valued at work.


Second, let’s look at the impact of feeling appreciated on burnout. When women don’t receive the right amount of recognition, 31% of them feel burned out while only 11% of those who feel adequately recognized feel burned out. However, 24% of men report being burned out whether they feel appropriately recognized or not. Providing quality appreciation increases women’s sense of well-being and their productivity.


Third, let’s explore the potential impact of recognition on employee retention measured by people actively looking for or watching for other job opportunities. Gallup’s 2023 study found that 40% of men who feel they are receiving the right amount of recognition are looking for or keeping their eyes open for a different job. Of those not feeling well appreciated, 58% of men are paying attention to opportunities elsewhere.  32% of women who are feeling appropriately recognized are looking for or watching for other job opportunities while 56% of women who don’t feel well appreciated are considering working elsewhere.


These realities highlight the importance of managers showing appreciation to employees who are fulfilling any or all aspects of their workplace expectations. When people feel treated fairly they are less likely to complain and will be more productive. Women who feel well appreciated are much less likely to be burned out and, thus, be more productive. Overall, both men and women who feel they are receiving the right amount of recognition are more likely to be committed to staying at their current workplace leading to increased engagement and productivity. 



Managers who prioritize recognizing their employees’ contributions at work will likely receive a high return on this investment. Showing appreciation at work is well worth the time and effort! 

Build Thinkers, Not Followers

By Cathie Leimbach • September 2, 2026
Many leaders don't set out to become the answer to every question. It happens gradually. Someone asks their leader how to do it because it's faster than figuring it out. Another employee waits because they don't want to make the wrong decision. Before long, you're answering questions your team should be able to answer on their own. The good news is that you don't have to be the answer to every question. You can build a team that thinks, solves problems, and takes ownership without you giving up appropriate control. Here are a few places to start: Ask Before You Answer When someone brings you a problem, don't start by giving them the solution. Instead, ask:  What do you think? What options have you considered? What would you do if I wasn't here? People grow when they think through problems—not when someone else thinks for them. Let Small Decisions Stay Small. Not every decision needs your approval. Look for low-risk opportunities where employees or supervisors can tell the employee to make the call themselves. Confidence grows with experience. Praise Initiative, Even When It's Imperfect. If people believe they'll be criticized every time they make a decision, they'll stop making them. When someone takes ownership, recognize their initiative. Coaching them to make a better decision is easier in the long run than making every decision yourself. Notice the Questions That Keep Coming Back. If you're answering the same questions week after week, don't just answer them faster. Ask why they're still being asked. The issue may not be your people. It may be an unclear expectation, an inconsistent process, lack of training, or a conversation that never happened. Helping people think for themselves doesn't happen in one meeting. It happens through dozens of everyday collaborative conversations that gradually build confidence, judgment, and ownership. Conversation is Where Leadership Happens™ You don't have to figure it all out alone. Bring your workplace people challenges to the FREE Workplace Conversations Clinic September 21. Join Cathie Leimbach and other leaders for a practical conversation about the people challenges you're facing—and leave with fresh perspectives you can put to work. Register HERE

When the Boss "Bosses People Around"

By Cathie Leimbach • August 25, 2026
This probably isn't the company you imagined building. You wanted a team that solved problems, took ownership, and helped move the business forward. Instead, somewhere along the way, you became the person who answers every question, makes every decision, and tells everyone what to do. The interruptions never end. Every day starts with a plan and ends with another list of problems that somehow became yours to solve. You work harder than ever yet still feel like you're falling behind. Another good employee resigns. Another supervisor struggles. Another improvement initiative loses momentum. You leave work mentally exhausted, wondering why everyone seems busy—but so little actually changes. Your employees feel it, too. When people learn that every decision runs through the boss, they eventually stop making decisions of their own. When leaders spend most of their time directing every task, correcting every mistake, and solving every problem, people gradually stop thinking for themselves. They become cautious instead of confident. They stop offering ideas because they're not sure anyone wants to hear them. Ownership fades. Enthusiasm disappears. The culture slowly shifts from people wanting to contribute to people simply trying to get through the day. Ironically, the more a boss has to boss people around, the less ownership employees take. Before long, leaders become firefighters instead of business builders. Instead of building the company they envisioned, they're simply trying to survive another week. The surprising news is that this cycle usually isn't caused by a lack of effort. The frustrating part is that working harder rarely fixes it. In fact, the harder many leaders push, the more dependent their people become. What feels like the solution often becomes part of the problem. Talking through your leadership challenges with others can be helpful. Ask questions of your network. Get some ideas online. Sometimes another perspective helps you see what your organizational chart or production reports don't. Conversation is Where Leadership Happens™ You don't have to figure it all out alone. Bring your workplace people challenges to the FREE Workplace Conversations Clinic September 21. Join Cathie Leimbach and other leaders for a practical conversation about the people challenges you're facing—and leave with fresh perspectives you can put to work. Register Here