The hedonic and eudaimonic aspects of

well-being are found to be reasonably strongly correlated;

A number of other constructs have emerged which reflect
some form of happiness or positive affective experience in
the workplace.
These refer to pleasant judgments (positive attitudes) or
pleasant experiences (positive feelings, moods, emotions,
flow states) at work.
 Happiness-related constructs in research vary in several
meaningful ways, as given in next slide.
Measuring Happiness at Work:
1. Job satisfaction
2. Organizational commitment
3. Job involvement
4. Engagement
5. Thriving and vigour
6. Flow and intrinsic motivation
7. Affect at work
 Causes of happiness in general
1. Environmental contributors to happiness
2. Personal contributors to happiness
3. Person by situation interactions
4. Becoming happier
Happiness is a function of environmental events and
circumstances, stable tendencies in the person, and the fit
between the two, with the possibility of limited modification
by carefully chosen and intentionally varied volitional
acts(Cynthia D. Fisher,2010).
Parameters of Workplace Happiness
1. Employee Happiness: Individual Perspectives
It is not just feeling happy all the time something called
employee happiness; it is feeling positive about one‘s work-
A. Employment Status- Employment status refers to an
employment-related position in which a person is being
held .One‘s happiness depends on their employment status;
temporary employees, permanent employees seem to be
more satisfied with their jobs (Ong & Shah, 2012; Scherer,
2009).
B. Meaningfulness of Work- gives essence to what we do
and what brings a sense of fulfillment to our lives.
Meaningful work connected employees with their
workplace and experience a high level of job satisfaction.
C. Job Security- Fundamental needs for happiness in life
including safety, decent work
environment, fair salary, allowances and security.
D. Relationship with co-workers/Friendship-Employees
who have meaningful friendship are
happier than those who are alone; Harmonious
interactions with co-workers have been found to have a
positive influence on an individual's level of job satisfaction.
E. Recognition-to increase the level of job satisfaction
among employees, recognition is considered the most
significant aspect among non-financial rewards Recognitions
can be any forms such as; involving employees in decision
making, by increasing their responsibility, by showing
empathy towards them and provide them with succession
planning and different opportunities to get high designation
F. Management and Leadership- Guiding, encouraging and
participation by the management are detected to pursuit a
positive environment ; positive leader behavior as one that
includes willingness to listen employees, showing support
respect and concern for employee welfare, and a tendency
to show appreciation for employees and their work well
done.
G. Autonomy- the ability to choose how to do one‘s work;
having influence over one‘s work; flexibility in workload
decisions. When employees are being happy at work, they
are prepared to fix problems rather than complaining; it is
about accepting constructive criticism and persistently
trying to enliven oneself without feeling pressurized.
2.Employer Contribution: Making a Happy Workplace:
a. Training and Development-When employers are given
opportunities to develop and train, the employee will be
more productive and contented; it is indispensable for
employees to get training and develop new skills throughout
their work life .
b. Compensations and Rewards- An organization rewards
and compensations strategy should be able to attract scarce
and talented employees, retain key and potential employees
and also to sustain equity amongst employees
c. Skill Recognition-endow with people with formal recognition
of the competencies that employee have already achieve
through formal or informal training, work or life experience.
d. Superior-Subordinate Relationship-Happy workplaces are
those where an employer is given the chance to their employee
to nurture.
e. Career Advancement Opportunities-to gain and sustain
competitive advantage organizations required talented and
productive employees and these employees need career
development to enhance and cultivate their competencies.
3.Common Components: Both Individual and Organizational:
 Job Flexibility
 Work Environment
 Work-Life Balance
 Working Hours
 Organizational Culture
Workplace Happiness Matrix- (Source: Rituparna Roy, Juthika Konwar,
2020)
4(four) quadrants and it goes like:
 Optimistic
 Grinning
 Frowning
 Neutral
 Quadrant 1: Optimistic - High employee happiness at the
workplace + Low employer contribution to increase workplace
happiness
 Quadrant 2: Grinning- High employee happiness at the workplace
+High employer contribution to increase workplace happiness
 Quadrant 3: Frowning- Low employee happiness at the workplace
+ Low employer contribution to increase workplace happiness
 Quadrant 4: Neutral- Low employee happiness at the workplace +
High employer contribution to increase workplace happiness
Different Approaches: Gross National Happiness
https://images.app.goo.gl/jPkmXd2oR9HqBjr8A
http://www.relocatetosweden.com/sweden-
ranked-7th-world-happiness-report/
Attributes of a Great Workplace
• What makes a great workplace that draws extraordinary
employees to love coming to work every day?
• What makes a great workplace that attracts, retains, and
motivates the very best talent?
 1. Offer Challenging and Meaningful Work
Great workplaces understand the importance of keeping
employees' work interesting, exciting, challenging and
meaningful, because consistently, top performers say that
challenging and meaningful work is the number one
attribute they seek in a job.
2. Hire and Retain Great People
• Great workplaces are made up of great people. Within
great workplaces, top performers work alongside other
top performers who are positive, hardworking, committed
and loyal, believe in what the organization does, and
participate in making the workplace great.
3. Provide Competitive Compensation
• Great workplaces offer competitive and fair
compensation, above-average pay increases, and
opportunities to earn more pay based on performance,
such as bonuses, profit sharing, and other incentives to
keep and reward top performing talent as well as attract
new talent.
4. Value and Reward Employee Contributions
• Great workplaces show they appreciate and value
employees and their contributions. They celebrate success
often, and praise, recognize, and reward employees in a
variety of formal and informal ways. They never miss an
opportunity to say 'thanks' for employees' hard work.
5. Invest in Training and Development
• Great workplaces invest in training and development for
their workforce to grow their talents and capabilities. They
make time for learning and support it by paying for
employees to participate in various opportunities and
offering/delivering a variety of training and career
development programs.
6. Guide, Support, and Develop Top Performers
• Through performance management practices that help
guide, support, and develop exceptional performance, great
workplaces provide clarity on how to be a top performer,
help other employees become top performers, and assist
existing top performers in sustaining top performance.
Reaching for excellence each and every day is what makes
great workplaces successful.
7. Encourage Work/Life Balance
• Great workplaces are flexible to employees' work/life needs
and encourage work/life balance by offering flexible
schedules, providing generous paid time off,
accommodating individual requests and needs, and creating
a supportive work environment that is understanding of
personal and family obligations.