Making Of A Happy Workplace
Are happy workers more productive? Should employers and managers hire people that are more positive and happy? These questions have occupied researchers and psychologists in recent years in an attempt to provide definitive evidence of a link between happy workers and greater productivity. Since 2006, conferences attracting hundreds of experts on the topic have been held worldwide as researchers consider whether employers and managers should hire people that are more positive and happy and whether they should be creating the kind of conditions that enhance worker happiness.
When researchers, study the interface between human needs of varied age groups of employees in an organisation and organisational environment, several significant influencers arise, which affect the employees of the organisation. These factors are related to employees’ job satisfaction or dissatisfaction.
The factors could be many, like job content, right tools, accountability, timely recognition by leaders, overall opportunities to learn and grow, overall image of the organisation, company’s human resource policies, and other related interventions. In the present world, timely payments, supervision and leadership, interpersonal relationship with subordinates, peers, and superiors, working condition, job safety, independence at work, empowerment, job status and self-esteem, job rotation, learning and development opportunities, etc., have influenced, either by positive or negative impact, the performance of employees.
As a people’s manager, one would agree that in every organisation, there is a generation gap, which generates different outlooks. Different age groups differ in skills or knowledge fissures, technology management, self-confidence, multi-tasking drive, and the ability to pursue challenges and work in teams. This is different for different age groups.
The book Match the Age to keep them Engaged by Deepak Malhotra is an initiative to challenge the traditional one-fit-for-all approach of people leaders, in terms of engagement at an organisational level, and thereby focussing on very basic situational leadership styles, in reference to their teams. This book looks at complete out-of-the-box leadership styles, by ‘matching the age’ to ‘keeping them engaged’. Engagement is defined by some leaders in calendars, activities, or interventions, which is not what engagement is. It is the continuous process of commitment through the right intention by people leaders, to engage their teams, and this zest is the essence of the book.
As ‘keeping them engaged’ is directly proportionate to productivity, and is one of the major contributors to it, leaders or future leaders reading this book, should be able to realise that organisational success or profits will come only if the teams, whether producing goods or delivering services, are engaged in diverse scenarios.
In a competitive global economy in which companies are struggling to survive and succeed, recruitment, retention and engagement of the top talent have become critical management challenges. If happy workers are more productive workers, it is incumbent upon employers and their managers to make a happy frame of mind criterion for hiring, and also create working conditions that encourage happiness. Consider it one of the most significant strategies for improving bottom-line performance.