Edited by Ronald J. Burke and Astrid M. Richardsen
Chapter 8: Promoting happiness in the workplace
Happy employees work harder, produce higher quality work, earn higher supervisor evaluations, and have lower burnout, absenteeism and turnover than their less happy peers. Thus, employee happiness should be important to executives not only based on principle, but also because happy employees are productive employees who contribute to organizational success. Importantly, mounting evidence also suggests that happiness is subject to change through intentional practice and situational factors. Specifically, people randomly assigned to engage in happiness-promoting activities (i.e., positive activities or positive psychological interventions) show increases in well-being over people assigned to engage in neutral activities. Similarly, activities and environments that foster psychological need satisfaction (i.e. feelings of autonomy, competence and connectedness) promote optimal motivation and well-being. The current chapter reviews various happiness-promoting strategies and gives recommendations on how workplaces can foster happiness by prioritizing policies and creating environments that foster well-being.
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