7. Employee Happiness.

 Employee Happiness 

By Dilshard Hameed

Introduction

According to Albert Schweitzer, "success is not the key to happiness, happiness is the key to success." Despite popular opinion, corporations frequently regard employee satisfaction as a minor issue unrelated to bottom-line results. Equally problematic, previous studies have generally used other positive emotion characteristics as a surrogate for happiness, confounding the links between happiness and work outcomes.

 The present study sought to address the need to directly measure employees’ happiness,  link employee happiness to outcomes of organizational interest, and assess the impact that organizational psychosocial factors have in decreasing employee happiness levels. Therefore, by measuring employee happiness, job demands, and organizational outcomes through a two-wave full panel design, the present study provided evidence for employee happiness’s ability to significantly mediate the relationship between job demands and organizational outcomes. Explicitly, a high level of job demands decreased employee happiness, which subsequently decreased employees’ organizational commitment, task performance, and contextual performance, while increasing turnover intentions and counterproductive work behaviors. These results carry significant theoretical and practical implications. Future QOL (Quality of Life) and organizational research would benefit from building on the present findings and establishing a net worth of employee happiness. Additionally, practitioners have the opportunity to utilize this evidence to demonstrate the impact that employee happiness has on organizationally-relevant outcomes and the role that organizations can have in fostering employee happiness.

(Thompson, A. and Bruk-Lee, V., 2021.)

                                                               (Figure 1; Employee happiness and Impacts)

Employee Happiness in Digital Era

The convergence of data, sensors, and artificial intelligence may bring about the most significant transformation in how we work, who we work with, and what we consider work. Companies from various industries are beginning to plunge into the world of big data to boost the employee.
They improve their employees' health and happiness while also increasing productivity and overall production. Employers can gain valuable insights into their employees through several methods, including workplace wearables. Employers are increasingly concerned about their employees' emotional and physical wellness. One reason for this is the rising recognition that happy employees lead to better corporate results.  (Gorovei, A., 2020.)

                                                                (Figure 2; Future of work reinvented)

                                                              (Figure 3; Employee Happiness)

conclusion

A key component of corporate performance in human resource management is employee satisfaction. Building a culture of happiness in the workplace is becoming strategically important as they change. Prioritizing elements like meaningful work, work-life balance, and recognition helps HR departments create a work environment where people feel appreciated, inspired, and contented. Organizations can improve employee engagement and morale by implementing strategies such as wellness programs, career opportunities, and flexible work schedules. These initiatives can help cultivate a healthy workplace culture that encourages innovation and teamwork. HR directors create the conditions for long-term success, expansion, and excellence by realizing the indisputable connection between worker satisfaction and company performance.

References,

Thompson, A. and Bruk-Lee, V., 2021. Employee happiness: why we should care. Applied Research in Quality of Life, 16(4), pp.1419-1437.

Gorovei, A., 2020. Internet of Things and Employee Happiness in the Digital Era. In Strategica: International Academic Conference (pp. 486-494).