Whether we realize it or not, happiness is
one of the ultimate goals of everything we do. Many of our daily
decisions are steps toward what we believe will bring us joy. Given the
importance we place on achieving happiness throughout our lives, it
comes as no surprise that workplace contentment is a topic of strong
public interest and discussion. Books have been written on the subject,
and there are numerous studies and articles that attempt to explain what
it takes to find true and lasting professional happiness.
This question is a worthwhile one, from both a personal perspective and an economic standpoint. According to The Wall Street Journal,
which partnered with the iOpener Institute for People and Performance
to survey its readers, happy workers perform substantially better than
their unhappy counterparts, showing 36 percent more motivation and 31
percent more success in achieving their goals. Happy employees also
contribute significantly to a positive work environment, assisting their
co-workers 33 percent more often and discussing factors affecting
performance 46 percent more, indicating their investment in their
companies’ success.
Happiness is a key element of innovation within companies, wrote The Washington Post,
citing the findings of a November 2011 research paper by evoREG, an
academic institution funded by the European Union. EvoREG found that
innovation and happiness build upon each other in the workplace: The
happier a professional team is, the more innovative they tend to be, and
innovation subsequently drives more employee satisfaction and societal
benefit.
The importance of happiness in workplace productivity and innovation
makes the findings of Gallup’s 2010-2012 “State of the American
Workplace” report
especially concerning. According to the report, 70 percent of American
workers are disengaged from their jobs and company and are thus not
fulfilling their full professional potential. Within this 70 percent of
disengaged workers, 52 percent are “not engaged,” meaning that they put
in time but no emotional investment or strong effort into their work.
The remaining 18 percent of disengaged workers are “actively
disengaged,” meaning that they work against the interests of their
company, potentially driving clients away or discouraging their fellow
employees.
The remaining 30 percent of workers in the Gallup survey were
“engaged” workers who felt a deep connection and sense of commitment to
their company and who were dedicated to their work projects and their
team. According to Gallup, this small but significant percentage of
American employees is the largest number of engaged workers since the
research institution began its worker engagement surveys back in 2000.
The difference between an engaged and a disengaged workforce can
amount to hundreds of billions of dollars, Gallup discovered. The
research center found that actively disengaged workers cost the U.S.
between $450 billion and $550 billion annually in lost productivity.
The crucial role that happiness has in the workplace, coupled with
the fact that the vast majority of workers in America are unhappy and
disengaged, leads to the conclusion that employers and employees must
work together to find a solution. “The general consciousness about the
importance of employee engagement seems to have increased in the past
decade,” commented Gallup’s Chief Scientist of Workplace Management and
Well-Being Jim Harter. “But there is a gap between knowing about
engagement and doing something about it in most American workplaces.”
Improving employee morale
How can employers improve their employees’ motivation? The answer is complex. One key factor, however, is helping employees develop a sense of communal purpose. Doug Claffey, CEO of WorkplaceDynamics, wrote in The Cincinnati News that the happiest and most motivated employees have a sense of camaraderie, not only with their immediate colleagues, but also with their company as a whole. As a result, employers wishing to inspire their workers should work to ensure that employees answer yes to the following questions:
How can employers improve their employees’ motivation? The answer is complex. One key factor, however, is helping employees develop a sense of communal purpose. Doug Claffey, CEO of WorkplaceDynamics, wrote in The Cincinnati News that the happiest and most motivated employees have a sense of camaraderie, not only with their immediate colleagues, but also with their company as a whole. As a result, employers wishing to inspire their workers should work to ensure that employees answer yes to the following questions:
- Do we believe our work to be meaningful?
- Are we excited about the future of our company?
- Are we collectively committed to a job well done?
Nonmonetary recognition is also important for employee motivation, according to a 2013 survey
by Make Their Day in partnership with Badgeville. The survey of 1,200
workers revealed that 71 percent of employees found the most meaningful
and motivating recognition they ever received to be nonmonetary, in the
form of appreciative words from managers, supervisors or a team. Other
factors that motivate workers to remain dedicated to their work include
opportunities for growth and a fun and welcoming work environment.
Employees are responsible for their happiness, too
Employees are also responsible for workplace happiness and productivity. In a Forbes article, Rao expressed his belief that the primary obstacle to workers’ happiness is their feeling of disempowerment, of being unable to shape their professional course. Rao asserts that this belief is false, and that the sooner we realize this fact, the sooner we can cultivate happiness and success. Some of his key recommendations to leading a happier and more self-empowered life include:
Employees are also responsible for workplace happiness and productivity. In a Forbes article, Rao expressed his belief that the primary obstacle to workers’ happiness is their feeling of disempowerment, of being unable to shape their professional course. Rao asserts that this belief is false, and that the sooner we realize this fact, the sooner we can cultivate happiness and success. Some of his key recommendations to leading a happier and more self-empowered life include:
- Relinquishing the “if/then” model: The belief that “If I only obtained a promotion/better job/higher salary, then I would be happy” places your happiness in the hands of external circumstances beyond your control, Rao says. A more satisfying approach would be to invest in and get excited about what is within your control, namely your personal commitment to your work and your professional relationships.
- Setting goals with a broader perspective in mind: Rao recommends that people shift from “personal ambition” to “greater vision” ambition. He provides an example of both types of ambition in Forbes. “Personal ambition is ‘I want to be CEO,’” he says. “Greater vision ambition is, ‘I want to lead this company so that people want to work here … I have a grand vision and will try my best to make it work.’”
- Reframing your daily thoughts to be more positive: Rao uses the common saying, “If life gives you a lemon, make lemonade” to illustrate his point that people should look carefully at that lemon and ask themselves, “Is it really that bad, or is the lemon itself a positive thing?”
- Create others-centric ambitions: Structuring your goals, not around personal gain, but around positively impacting others’ lives, is one of the most important elements in creating a fulfilling and happy life, Rao says.