People are happy when they feel they have control over their environment and absolutely miserable when they don't, regardless of how objectively good or bad the environment is.
Take for example Chinese Water Torture. Having a drop of water fall on your forehead isn't painful, it's barely even annoying. But when it happens to you over and over and there's nothing you can do to stop it, it becomes an excruciating form of psychological torture.
Dripping water is uncommon in offices but there are thousands of other examples.
Fixed-height chairs that are just not quite the right height for you
to sit comfortably.
Maybe you're within earshot of the front door buzzer and your manager
refuses to let you wear noise cancelling headphones.
Maybe your company has a particular IDE they force you to use, which
is fine for most things but is absolutely infuriating when it comes
to running Unit Tests.
Maybe your manager refuses to let you have your monitor in vertical
rather than horizontal position.
Maybe procurement refuses to buy more than 2 (or, god forbid, just a single) monitor per employee.
Maybe they're just cheap, and will happily pay you an extra £10k if you negotiate for it, but won't pay an extra £500 for a faster computer.
Maybe they force you to cover up or take out your piercings each and every day.
Maybe they force you to wear a suit (or some other rigidly-controlled dress code).
The possibilities are endless, and those are just minor annoyances. The same dynamic is true (and increasingly destructive) for more substantive matters:
Where you work. How you work. What you're working on. When you're allowed to take your breaks. What your office hours are. What meetings you're involved in and when and where they take place. Unpredictable, opaque or erratic managers, corporate priorities, promotion criteria, feedback in general.
A lot of things are fixed and can't be changed (or at least not easily, cheaply, and without major disruption). Chances are your company has a fixed location and a relatively fixed office layout, with a finite number of offices, non-negotiable job responsibilities and a pre-existing tech stack.
But to the greatest extent possible, even if it's just a tiny bit, give your employees agency to make their own decisions & adjustments. Articulate the priorities that matter (deadlines, budgets, KPIs, team morale, corporate strategy), push for as much freedom for your employees as you can, and then trust them to achieve those results in whatever way works best for them.
I'v been with my current company through 7 years and five promotions now. Our office is fixed, the desk layout is pretty fixed, and it's a client-facing office so the dress code, while relaxed (Jeans and shirts) has limits.
Other than that, they are incredibly flexible with employees. Our Tech Stack is Microsoft, but peoples' work machines vary from personal laptops all the way through to my own high-speed 4-screen setup.
We have full-timers, part-timers, people in various stages of parental leave, we have pretty fixed core hours but give people what flexibility we can (+/- an hour, and when you're a parent on a school run, that hour between starting at 08:30 and starting at 09:30 makes a world of difference). People studying for various qualifications who want to be able to book out a meeting room so they can study for an hour over lunch.
We let people leave early to get to appointments, or start late, and let them decide when/how to make up the time. As long as people are producing good results, and it's not causing adverse effects, they're free to take breaks when and how they want, and nobody's standing there with a stopwatch counting the minutes.
There's a massive variety of desk ornamentation. Some people just want post-its, a screen and a Biro. Mine has (as at time of posting) 9 rockets, 3 dragons, a space shuttle, a whole sea of stationery, and the Hi-TecPoint pens I really love.
The client admin team need to be available to answer the phones, but everyone else is free to use headphones as and when they want to. We encourage people to articulate their preferred forms of communication (face to face, email, chat, etc.) and we encourage everyone to use those where possible.
At all levels and at all times, the question is always "Which parts of this are actually fixed and immutable, and which parts can we give people flexibility over".
If you give people the freedom and agency to configure their own environments then they will make themselves happy and engaged far more effectively than you could ever hope to achieve through blunt performance goals and central planning.