The interaction between employers and employees in any professional setting is intricate. This fragile connection has become even more complicated in the aftermath of the COVID-19 pandemic. Although employers are not the only contributors to employee satisfaction, they undeniably have a substantial effect on it. Employers can foster an encouraging work atmosphere, offer equitable pay and benefits, encourage transparent communication, and establish pathways for career advancement. Nevertheless, as the expectations from employees rise, it raises a fundamental question: Is it the employer’s responsibility to ensure their employees are happy?
Nathan Iverson, Ph.D., serving as an associate professor of psychology and M.S. program director in industrial-organizational psychology at California Baptist University, indicates that the matter of employee happiness is rooted in philosophical and psychological discussions.
“In many of these discussions, the truth often lies somewhere in the middle of the extreme viewpoints,” Iverson notes. “Regarding psychological debates, it frequently ends up being a mix of both sides.”
Samara Elkins, the lead coach and workshop facilitator at Coaching by Samara, emphasizes that while notions of happiness at work vary from person to person, employers play a crucial role in enhancing employee happiness. She points out that how employers handle areas such as compensation, workplace culture, communication approaches, and the company’s mission significantly impacts why an employee may find joy in their job. These elements are vital to consider.
“There tends to be a strong correlation between an employee’s performance and their happiness. When we take pleasure in our tasks and feel connected to the organization and the objectives we are striving toward, we tend to put in more effort,” Elkins elaborates.
Supporting this assertion, a 2020 study published in Frontiers in Psychology, which examined employees within the banking industry, found that happiness in the workplace—and the effective use of service skills—positively influenced employee performance. Conversely, findings from the “Gallup Panel” suggested that decreased happiness correlated with diminished profits and productivity.
A supportive workplace is beneficial for both employers and employees, but what does it actually encompass?
The complexities of employee engagement
“Currently, the leading metric of job satisfaction is employee engagement. Macey and Schneider (2008) portray employee engagement as an ideal state rather than something we experience continuously,” Iverson notes. “Consider those moments when you lose track of time while working, the mornings you eagerly await heading to work, or the evenings you come home thrilled about the tasks you’re immersed in.”
While employee engagement can be measured (Iverson’s preferred method is the UWES-9, a self-assessment tool for gauging employee engagement), he emphasizes that its manifestation varies among individuals. “What works for one may not suit another,” he remarks. “For instance, role clarity has been identified as a major factor for employee engagement among women, while for Asian-Americans, diversity and inclusion are key predictors (Caputo & Hyland, 2014).”
Elkins concurs that employee engagement is unique to each individual. She suggests that this variance is why there are no simple solutions for achieving employee happiness.
“Our motivations and what empower us are not uniform,” she explains. “Some may thrive under an involved supervisor, while others might feel stifled by micromanagement and prefer a more hands-off approach. Presently, many individuals harbor elevated expectations for their work experiences, leading many to approach their work with a pessimistic mindset. Discovering your rhythm, suitable workplace, and the right balance requires time.”
Elkins emphasizes that understanding what drives you and what brings you joy in your role is essential in achieving workplace happiness, taking into account various factors, including communication preferences, company type, and the significance of compensation.
A thoughtfully nurtured workplace culture can greatly influence our feelings about our jobs, but Elkins highlights that this must originate from leadership. “Recognizing employee achievements and investing time to connect with team members can have a more profound effect on happiness than we often realize.”
Iverson also underscores the importance of workplace culture in relation to employee happiness, stating that “employees who are satisfied typically work in environments characterized by strong leadership, clear values, and a conducive atmosphere.” He further emphasizes the necessity of maintaining a work-life balance, noting that “employers should provide employees with the means to lead fulfilling lives outside their professional obligations.”
Individual accountability for workplace happiness
While it’s tempting to place the entire burden of our workplace satisfaction on our employers, Iverson cautions against this mindset, emphasizing that individuals also need to take responsibility for their happiness.
“I prefer to view workplace happiness similarly to how I see happiness in our personal lives—it can fluctuate dramatically, yet is something we have the power to influence,” Iverson explains. “Daily, we can choose to see ourselves as victims of our situations or as adventurers conquering challenges in our journey.”
Indeed, in a 2019 article, Iverson mentions that, based on his findings, “Almost half of our job satisfaction may rest in our daily choices and actions.” So, what factors lead to the most significant changes?
“Actively building friendships at work is the most impactful action one can take,” he asserts. “A majority of us seek meaning and purpose in our careers. Once our fundamental needs are met, we look for friendship, purpose, and growth opportunities within our work environment.”
Interestingly, you don’t necessarily need to be passionate about your job to find happiness in your work.
“Work is inherently work,” Elkins states. “The reason we are compensated for it is clear. However, attaining happiness at work is definitely achievable… it requires us to be deliberate in discovering what we genuinely want to pursue.”
“The average individual spends a third of their life working,” she continues. “That’s an extraordinary amount of time! It’s worth identifying what you find meaningful to engage in. Perfection is a myth, so maintaining realistic expectations is essential. However, there are countless remarkable organizations, leaders, and roles available that can provide fulfillment, purpose, and joy in what you do.”
Though employers can certainly create an atmosphere conducive to happiness, it’s equally crucial for individuals to actively nurture their own satisfaction in the workplace.
