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What happiness at work is and how to use it

What happiness at work is and how to use it Purpose – Change management, organizational, team and leadership development is often conducted through frameworks that do not meet expectations. This paper aims to look at how the science of happiness at work delivers strategic outcomes when used in a bottom‐up and top‐down approach. Design/methodology/approach – While the idea that happiness is an important concept outside work is now prevalent, there is little research or practice to show how it can be used to drive organizational success or deliver return on investment. The case study shows how to deploy the approach in an organization‐wide strategic intervention. Findings – The science of happiness at work delivers return on investment and strategic outcomes when properly implemented. Practical implications – This new approach is a powerful methodology which offers traction at individual, team and organizational level: it opens up a different evaluation and development methodology that positively fast‐tracks change and growth. Social implications – There is huge potential for making teams and organizations better places to work by using a simple, practical and aligned framework rooted in something that matters intuitively to everyone. Originality/value – This paper provides an understanding of the theory and application of the science of happiness at work. It shows how strategic issues can be addressed within a short space of time and highlights the benefit of an approach which encompasses personal, social and organizational issues simultaneously. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial and Commercial Training Emerald Publishing

What happiness at work is and how to use it

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Publisher
Emerald Publishing
Copyright
Copyright © 2014 Emerald Group Publishing Limited. All rights reserved.
ISSN
0019-7858
DOI
10.1108/ICT-10-2013-0072
Publisher site
See Article on Publisher Site

Abstract

Purpose – Change management, organizational, team and leadership development is often conducted through frameworks that do not meet expectations. This paper aims to look at how the science of happiness at work delivers strategic outcomes when used in a bottom‐up and top‐down approach. Design/methodology/approach – While the idea that happiness is an important concept outside work is now prevalent, there is little research or practice to show how it can be used to drive organizational success or deliver return on investment. The case study shows how to deploy the approach in an organization‐wide strategic intervention. Findings – The science of happiness at work delivers return on investment and strategic outcomes when properly implemented. Practical implications – This new approach is a powerful methodology which offers traction at individual, team and organizational level: it opens up a different evaluation and development methodology that positively fast‐tracks change and growth. Social implications – There is huge potential for making teams and organizations better places to work by using a simple, practical and aligned framework rooted in something that matters intuitively to everyone. Originality/value – This paper provides an understanding of the theory and application of the science of happiness at work. It shows how strategic issues can be addressed within a short space of time and highlights the benefit of an approach which encompasses personal, social and organizational issues simultaneously.

Journal

Industrial and Commercial Training – Emerald Publishing

Published: Apr 1, 2014

Keywords: Performance; Productivity; “Happiness at work”; Mindset; Potential

References

  • Does happiness promote career success?
    Boehm, J.K.; Lyubomirsky, S.
  • Happiness at work
    Fisher, C.
  • Managing happiness at work
    Lutterbie, S.J.; Pryce‐Jones, J.
  • An introduction to the five‐factor model and its applications
    McCrae, R.R.; John, O.P.
  • Why leveraging the science of happiness at work matters: the happy and productive employee
    Pryce‐Jones, J.; Lutterbie, S.