Appreciation works – but only when it’s genuine: why standard praise often falls on deaf ears
In the modern workplace, appreciation is one of the strongest drivers of motivation and commitment. It’s about treating employees with genuine interest, respecting them and seeing them as people. This encompasses not only their work performance but also their personality and private life.
Genuine appreciation helps employees feel more motivated because they experience their work as meaningful and self-directed. It reduces chronic stress and frustration, thereby promoting employees’ health – who also perform better because they can effectively utilise and develop their skills. If these conditions are lacking, however, employees often become disengaged, burnt out or produce work of declining quality. Against this backdrop, appreciation is far more than ‘nice to have’ or a classic soft skill: it is a key psychological factor.
But have you ever wondered why well-intentioned praise falls on deaf ears with some people? Perhaps you have touched on something that is not a priority for that person in the slightest. After all, what motivates one person does not necessarily have the same effect on another.
Why appreciation needs a foundation
Die The self-determination theory developed by US psychologists Edward Deci and Richard Ryan states that people are only intrinsically motivated in the long term if three basic psychological needs are met: autonomy, competence and relatedness.
| Psychological need | Significance in a work context | Aim of the appreciation |
| Autonomy | The need to experience one’s own actions as self-determined and to have a hand in shaping them. | Demonstrating trust in personal responsibility and granting scope for action. |
| Competence | The need to feel capable of meeting demands, to experience mastery and to develop further. | Recognise skills, provide constructive feedback and facilitate growth. |
| Relatedness | The need for a sense of belonging, meaningful relationships and the feeling of being valued as a person. | Fostering a supportive team atmosphere and emphasising the human element. |
Although these three basic needs are universal, everyone prioritises them differently. While autonomy in organising one’s work is a top priority for one person, another may need, more than anything, visible opportunities for development in order to feel competent. Still others are only satisfied when the working atmosphere feels right and they feel socially connected. As everyone responds differently to these stimuli, recognition must therefore be tailored to the individual in order to be fully effective. Only when the chosen form of appreciation matches a person’s individual needs will it be perceived as genuine and motivating.
Reality check: aspiration and reality in Switzerland
The reality in Swiss companies paints a mixed picture. According to the latest ‘Good Work Barometer 2025’, a joint study by the Bern University of Applied Sciences and the umbrella trade union, Travail.Suisse, general motivation among employees scored an index value of 71.7 points out of a possible 100. While the meaningfulness and appreciation of work form the strongest pillars at 76.5 points, participation in shaping one’s work (autonomy) and opportunities for further development (competence) significantly behind at 66.9 points.
Career prospects and influence over one’s own workload have consistently been rated lower than the other subdimensions for several years. This means that while many people love what they do and find meaning in it, they struggle with the sheer workload and feelings of having too little control over their own development.
Rethinking appreciation: scope for action instead of empty words
A simple “thank you” is not enough if there remains a lack of autonomy in how work is organised or if a person’s skills are not being specifically developed. The greatest potential for employers to show appreciation therefore lies in expressing recognition more effectively in the future through giving employees greater freedom to shape the work and by offering them clear career prospects. The aim is to maintain motivation in the long term. The following five practical recommendations can be proposed for HR and managers:
1. Flexibility as the highest form of autonomy
Introduce accountability for results rather than compulsory attendance: "I trust you to organise your workload in a way that suits you and your work-life balance."
- Create structural flexibility: Enable modern working arrangements, such as job sharing or flexible working time models, including at management level.
- Establish systematic participation: Actively involve your team in shaping processes and priorities. The aim is to have a say in decisions, rather than simply being kept informed.
- Delegate holistic responsibility: Don’t just delegate isolated tasks. Hand over control of entire subject areas or projects, including the necessary decision-making powers.
- Lead in a results-oriented manner: Set the framework and objectives, but avoid micromanagement. Trusting in individual solutions is the highest form of recognition of competence.
2. Horizontal development instead of vertical dead ends
Create opportunities for development even without moving up the hierarchy. "I recognise your potential and offer you the space to expand your skills in a targeted way."
- Promote horizontal career paths: Establish specialist careers through job enrichment. Here, recognition comes through entrusting employees with more challenging tasks and additional responsibility.
- Leverage knowledge transfer: Deploy experienced employees in the role of mentors or as internal subject matter experts.
- Recognise development rather than just performance: Highlight learning processes and individual progress rather than simply evaluating end results.
- Project-based development: Offer opportunities to participate in projects outside one’s own field or across departments to facilitate the acquisition of new skills and perspectives.
3. Informal (real-time) feedback instead of annual appraisals
Introduce short ‘5-minute check-ins’. Ask specifically: “What was your biggest success this week?” This immediately reflects competence, rather than waiting eleven months for the official review.
- Establish micro-feedback: Focus on immediately acknowledging progress in day-to-day work, rather than simply correcting shortcomings.
- HR tip: Train managers in the micro-feedback method. This isn’t about inventing new ways of working, but rather about ensuring managers are able to acknowledge employees’ efficiency in day-to-day work.
4. Take individual appreciation styles into account
Find out through dialogue what motivates your employees individually. “I recognise your individuality and express my appreciation in a way that truly resonates with you.”
- Ask about preferences: Discuss within the team or in one-to-one meetings which form of recognition (e.g. flexible working hours, new responsibilities, professional exchange) is most appreciated.
- Tailor your approach: Use these insights to tailor your praise to each individual. This ensures that well-intentioned gestures are not perceived as empty platitudes.
Putting appreciation into practice within the company
As the ‘Good Work Barometer’ highlights significant gaps in employee involvement in shaping work and career prospects, companies should embed targeted recognition structurally and strategically moving forward. Proitera supports HR and managers in this through specialist consultancy and strategic guidance to create sustainable, healthy working conditions. At the same time, we empower employees through self-leadership approaches to communicate their own needs professionally and thus actively contribute to their job satisfaction. Ultimately, a healthy corporate culture can only flourish where appreciation is understood both as a clear management responsibility and as a lived sense of personal accountability.
Filling the gaps, fostering a culture of appreciation: we help you establish a healthy corporate culture that strikes a balance between management responsibilities and personal accountability.
Get in touchSelf-leadership: How to foster your own sense of self-worth
Appreciation is not a one-way street. If the system or leadership culture has gaps, employees can improve their own job satisfaction through proactive action – often referred to as ‘self-leadership’. Based on the needs for autonomy and competence, the following approaches exist:
- Job crafting – proactively shaping autonomy: Don’t wait for permission. Analyse your daily work routine and suggest specific adjustments: “I’m more productive when I can tackle complex tasks in the morning. Can I try this out?”
- Actively seek feedback: According to the barometer, only 44 per cent of those surveyed receive regular feedback. Take responsibility for your own development and ask specific questions at the end of a project: “Which part of my work was crucial to the success?”
- Outline your own development paths: If career progression opportunities are unclear, you need to address your learning curve. Ask for responsibility rather than titles: “I’d like to deepen my expertise in area XY. Is there a project that would allow me to do this?”
- Set boundaries confidently: Genuine appreciation starts with self-protection. As the Barometer indicates that having too little influence over your workload is a major source of stress, communicating your capacity limits is essential for your autonomy.
- Know and communicate your own appreciation style: Help those around you to understand you properly. A brief conversation about whether you are motivated more by trust, professional recognition or team interaction often works wonders.
