Managing the Workplace Environment to Enhance Employee Satisfaction
I have previously blogged about how The Seven Habits of Highly Effective People can be applied to Gen Z workers. As I mentioned in the first of three blogs that explore this issue, “The 7 Habits presents an ‘inside-out’ approach to human effectiveness that is centered on principles and character. Inside-out means that change starts within oneself.” Stephen Covey contends that “many people who have achieved a high degree of outward success still find themselves struggling with the inner need to develop personal effectiveness and healthy relationships with other people.” In the second blog, I looked at the link between the Seven Habits and the management of Gen Z workers.
Focusing on Workplace Motivation
When employees are fully engaged, workplace teams can go from being good to being better. Challenges turn into opportunities, outcomes turn into achievements, and workers give it their all.
In my second blog I looked at how Franklin Covey[1] identifies strategies that tap into Gen Z’s desire for purposeful impact, recognition, and learning opportunities that enable leaders to help Gen Z acclimate to the workplace, bridge gaps in skill development, and increase workplace motivation. workplace motivation.
The following suggestions were identified by Franklin Covey:
- Engage in Transparent, Open Communication
- Set Clear Expectations
- Provide Robust Onboarding and Continuous Learning Opportunities
- Establish Purpose-Driven Progression Paths
- Hold Regular Check-Ins
- Prioritize Autonomy, Trust, and Accountability
- Facilitate Collaborative Environments
- Recognize and Reward
- Emphasize the Importance of Renewal.
How to Better Manage Gen Z
Franklin Covey suggests that workplace motivation is influenced by a combination of factors, both intrinsic and extrinsic. He believes that “Intrinsic motivators are internally driven and include a sense of personal growth, meaningful work, and the satisfaction of achieving goals.” He provides an example of personal values when mastering a new skill. A sense of purpose is what truly drives employee engagement and keeps teams feeling motivated at work.”
In contrast, “extrinsic motivators come from external rewards, which may include promotions, recognition, and financial incentives. These rewards can reinforce the efforts of a Gen Z worker and encourage sustained performance.”
Franklin Covey provides good advice on how best to motivate employees. Motivating means to lead them down a path that seeks commitment to shared goals, be committed to their well-being, and providing tangible benefits that enhance the workplace experience.
Covey also addresses leadership. Ultimately, “leaders must balance both types of motivators. Recognizing intrinsic needs, providing meaningful challenges and opportunities for development—alongside extrinsic motivators, like celebrating achievements and offering tangible rewards, ensures employees feel both supported and valued. This holistic approach inspires individuals to excel while fostering a culture of sustained engagement.
Motivating Employees Through Engagement
Motivated employees drive the engines of business success. A key factor is employee engagement. When teams are engaged, benefits follow such as increased productivity, higher-quality work, and enhanced innovation.
Gallup research shows that “higher levels of employee engagement correlate with 11 different performance outcomes, including higher productivity, profitability, well-being, and customer loyalty, as well as lower rates of absenteeism, attrition, and safety incidents.”
There is a connection between employee engagement and 11 performance outcomes:
- customer loyalty/engagement
- profitability
- productivity
- turnover (for high-turnover and low-turnover organizations)
- safety incidents
- shrinkage (theft)
- absenteeism
- patient safety incidents
- quality (defects)
- wellbeing (net thriving employees)
- organizational citizenship (participation)
When Gallup researchers analyzed the differences in performance among business work units, the benefits of employee engagement were clear. When comparing employee engagement levels, Gallup found that teams with these engagements had the following differences in business outcomes:
- 81% less absenteeism
- 58% less in patient safety incidents (mortality and falls)
- 18% less in turnover for high-turnover organizations
- 43% less in turnover for low-turnover organizations
- 28% less in shrinkage (theft)
- 64% less in safety incidents (accidents)
- 41% less in quality (defects)
- 10% higher in customer loyalty/engagement
- 18% higher in productivity (sales)
- 23% higher in profitability
According to the Gallup Poll, another timely benefit of employee engagement in times of uncertainty is that high engagement boosts retention. Employees who are actively engaged are less likely to be actively seeking a new job opportunity. In fact, low engagement teams typically endure turnover rates that are 18% to 43% higher than highly engaged teams.
Gallup also finds that the strong correlations between engagement and performance are highly consistent across different organizations from diverse industries and regions of the world. The survey concludes that “motivation isn’t just about individual performance; it’s a strategic advantage that drives organizational excellence. So, how can your organization cultivate that strategic advantage?”
Other Considerations
There are other benefits of employee engagement that were not mentioned in the Gallup Poll, perhaps because they are difficult to measure. However, these are important when looking at the benefits from an ethical perspective and provide an opportunity for Gen Z to take on more responsibilities.
Stronger Employee Brand. Engaged employees become boosters for the company’s reputation and attract top talent, both of which result from the feeling that the employer is purpose-driven.
Greater Dedication to Goals. Working for a purpose-driven organization occurs when employees connect with the company’s mission and values.
Enhanced Overall Well-being. Connecting with the company’s goals and mission will reduce the stress employees might feel when the opposite occurs, and it enhances overall well-being.
Greater opportunities for Growth. Engaged employees are more likely to seek out opportunities for learning and development.
Collaborative Workplace Environment. Engaged employees create a positive environment that fosters collaboration in the workplace.
When employees are truly engaged, teams go from being good to being great. Challenges turn into opportunities, outcomes turn into achievements, and people give it their all.
Managers are often told that they need to work on employee engagement. This blog provides steps that can be taken to achieve this result.
Posted by Dr. Steven Mintz, aka Ethics Sage, on August 21, 2025. Learn more about his activities at: https://www.stevenmintzethics.com/ and signing up for the newsletter.
[1] Franklin Covey is related to Stephen Covey. Franklin Covey was formed in 1997 through the merger of Franklin Quest and the Covey Leadership Center. The Covey Leadership Center was founded by Stephen Covey. Stephen Covey was also a co-founder, vice-chairman, and director of Franklin Covey. Franklin Covey is a global performance improvement company that provides training and assessment services in areas such as leadership, individual effectiveness, and business execution. Stephen Covey’s legacy, particularly his book “The 7 Habits of Highly Effective People,” continues to be a central part of Franklin Covey’s offerings. His son, Sean Covey, currently serves as the president of Franklin Covey Education. Effective People,” continues to be a central part of Franklin Covey’s offerings. His son, Sean Covey, currently serves as the president of Franklin Covey Education.