People want to know that they matter, and that they’re spending their time doing work that makes a difference. That’s true regardless of the type of job they hold.
Encouragingly, APA’s 2024 Work in America survey found most respondents feel they matter at work. More than 4 in 5 respondents (86%) reported feeling the work they do has a positive impact on society. Similarly, more than 9 in 10 (93%) agreed they are proud of the work they do. In addition, the percentage of people who reported that they intended to look for a new job in the next year was down slightly from APA's previous Work in America surveys (34% in 2022, 33% in 2023, and 29% in 2024).
When people feel valued at work, they’re more satisfied, more creative, and more likely to take risks to contribute in positive ways, said Isaac Prilleltensky, PhD, a psychologist at the University of Miami who summarizes the science of mattering in his book How People Matteropens in new window (Cambridge University Press, 2021). When people feel they don’t matter, they are also more likely to develop depression or anxiety. “Mattering isn’t just a nice thing to have,” he said. “It’s a must-have.”
In the post-pandemic era of “quiet quitting,” and "quiet vacationing," that’s truer than ever. Workers are rethinking their work-life integration and seeking jobs where they feel they can make a positive impact. But it’s hard to feel you’re making a difference if the organization doesn’t have a culture of respect.
Fortunately, experts say, there are concrete things organizations and leaders can do to create a culture where every employee feels they matter to their employer and are making a difference:
- Establish company norms. Prilleltensky advises company leaders to work with employees to establish norms for how things are done and refer to them often. Those norms might be policies like no bullying, providing appropriate feedback, allowing people to raise concerns, and criticizing ideas but not people. Establishing the organization’s principles lays the groundwork for respect.
- Provide objective and subjective resources. To feel valued, employees need equitable compensation, with a fair salary and tangible benefits like maternity leave and health care. But they also need subjective benefits: Feeling appreciated, having flexible work hours, or being trusted to make decisions without being micromanaged. One type of benefit doesn’t replace the other, Prilleltensky said. To feel they matter, employees need both.
- Make it safe. Successful organizations create cultures where employees believe that it’s okay to express ideas, admit mistakes, and ask questions, according to research that Harvard Business School psychologist Amy Edmondson, PhD, details in her book The Fearless Organizationopens in new window (John Wiley, 2018). That culture of psychological safety allows employees to feel more empowered and respected. “When you have the kind of open work environment where you feel safe, you are free to focus on your purpose and mission,” she said.
- Embrace diversity of thought. “Good leaders really listen to their employees,” said Tyrone Smith Jr., EdD, a human capital management strategist, leader, and adjunct professor at the University of Southern California. Doing that well means acknowledging employees’ unique contributions to the organization’s success, regardless of their backgrounds, demographics, or titles. “Everyone has something to contribute, and embracing that diversity fuels a system of creativity,” Smith said.
- Connect the dots. Successful leaders help their employees understand how their individual contribution aids the broader organizational mission and the customers or clients they serve. This isn’t only true for companies with lofty missions. People in any type of job can feel important when their leaders help employees connect the dots, Edmondson said.
- Public recognition. Organizations should build employee recognition into the culture, Prilleltensky said. Public praise reinforces a job well done and motivates others. “When giving praise, the more specific you can be about an employee’s contribution and achievements, the better,” he said.
- Say it again. Good managers know the importance of praising employees and telling them that their work matters. Yet few say it as often as they should, said Edmondson. “It’s fair to say you can’t overcommunicate how much someone is valued,” she said.
