Career
The Importance of Feeling Respected, Appreciated, and Liked at Work
What to do if your boss doesn't make you feel respected and appreciated.
Updated October 8, 2024 Reviewed by Abigail Fagan
Key points
- Well-liked employees are more likely to be trusted and supported by their peers.
- The absence of appreciation is one of the leading reasons people quit their jobs.
- If your boss doesn't treat you well, find team members who will.
In the workplace, respect, appreciation, and likability aren’t just nice-to-haves; they are essential components of a healthy, productive, and loyal workforce. Numerous studies highlight how crucial these elements are to employee satisfaction and overall well-being. When employees feel respected and appreciated, they are more likely to stay longer, perform better, and exhibit loyalty to their employers. This post explores the scientific research behind these factors and offers practical advice on what to do if you're not receiving this treatment from your boss, focusing on how to cultivate a positive relationship with colleagues instead.
Why Respect, Appreciation, and Likability Matter
- Respect is a Core Human Need: A study published by the Society for Human Resource Management (SHRM) found that respect is the most important factor contributing to job satisfaction. Employees who feel respected by their managers and peers are more engaged, motivated, and productive. This respect fosters trust and encourages open communication, both of which are key ingredients for high-performing teams.
- Appreciation Boosts Morale: Research from Gallup shows that employees who receive regular recognition and praise are more productive, engaged, and loyal to their company. In fact, the absence of appreciation is one of the leading reasons people quit their jobs.
- Being Liked Improves Collaboration: Research in the field of social psychology has shown that being liked by colleagues can improve workplace relationships and collaboration. A study published in Harvard Business Review found that employees who are well-liked are more likely to be trusted and supported by their peers, which makes it easier to work together on complex tasks. Liking others, and being liked in return, creates a positive feedback loop that promotes teamwork and job satisfaction.
The Research on Retention and Performance
Numerous studies show the link between feeling respected, appreciated, and liked at work and higher employee retention and performance: A study conducted by the Harvard Business School found that employees who feel respected by their leaders are 55% more engaged and 56% more likely to stay with their organization for an extended period.
A report by the Corporate Leadership Council found that employees who feel appreciated are more than twice as likely to be highly productive at work.
Research published in the Journal of Applied Psychology revealed that likability contributes to greater levels of trust among team members, which results in higher overall team performance.
What If You’re Not Treated Well by Your Boss?
Unfortunately, not every work environment provides the respect, appreciation, and sense of likability that employees need. If you find yourself in a situation where your boss doesn’t treat you well, it’s important to remember that while you can’t control your boss’s behavior, you can take steps to improve your interactions with your colleagues.
Here are some practical ways to foster a positive work environment among your peers:
1. Treat Colleagues with Respect: Leading by example is one of the most powerful tools you have. Treat your colleagues with respect, and they are likely to reciprocate. Be mindful of your words and actions, and avoid negative gossip or dismissive comments. When others feel respected by you, they are more likely to respect you in return.
2. Congratulate Them on Their Successes: People thrive on recognition, and you don’t need to be a manager to offer it. When a colleague achieves something noteworthy, make it a point to congratulate them. This can be as simple as sending a quick email or offering praise in a team meeting. Celebrating the successes of others builds rapport and goodwill.
3. Be a Friend: Research has shown that workplace friendships can increase job satisfaction and performance. By showing interest in your colleagues’ lives, listening actively, and offering support when needed, you can build strong, positive relationships. A friendly smile or taking the time to check in on how someone is doing can go a long way in creating a sense of camaraderie.
4. Show Genuine Caring: Acts of kindness, such as offering help when a colleague is swamped or simply lending a listening ear, can make a big difference. Being caring and compassionate helps you build trust and foster deeper connections with your peers. This can lead to a more supportive and positive workplace environment.
In Summary
In the long run, building strong relationships with your colleagues can help offset the negative effects of a difficult boss. While you may not be able to control how your boss behaves, you can control how you treat others—and this can create a ripple effect of positivity throughout your workplace.
References
1. Society for Human Resource Management (SHRM). (2016). Employee Job Satisfaction and Engagement: Revitalizing a Changing Workforce.
2. Gallup. (2017). State of the American Workplace. Gallup. Retrieved from: https://www.gallup.com/workplace/238085/state-american-workplace-report…
3. Casciaro, T., & Lobo, M. S. (2015). Why It’s Better to Be Liked Than Feared. Harvard Business Review. Retrieved from: https://hbr.org/2015/04/good-leaders-arent-afraid-to-be-nice
4. Porath, C., & Pearson, C. (2013). The Price of Incivility. Harvard Business Review. Retrieved from: https://hbr.org/2013/01/the-price-of-incivility
5. Corporate Leadership Council. (2004). Driving Performance and Retention Through Employee Engagement. Retrieved from here.
6. Jones, G. R., & George, J. M. (1998). The Experience and Evolution of Trust: Implications for Cooperation and Teamwork. Academy of Management Review, 23(3), 531-546. DOI: https://doi.org/10.5465/amr.1998.926625.