EXECUTIVE BRIEFINGS

BUSINESS & MANAGEMENT: THE WORK PLACE

Adit Jain, IMA India
September 2018

Oh, to be happy

In the early part of the previous century, Henry Ford hired a management consultant Frederick Taylor
to determine the most efficient and time saving methods for increasing his company’s productivity. Mr
Taylor, after observing the manufacturing process, made certain recommendations that split tasks into
smaller components, so all that each worker had to do was just one little thing and could do it very
quickly. Clearly, this drove efficiency to levels not seen before. But eventually, workers began to tire of
the same mundane thing they did day after day. One worker in response to a question said, “I can’t tell
you much about my work because it would be wrong to make something out of nothing.”

The first ingredient of happiness at work, research suggests, is the meaning and purpose of it.
Employees must believe that what they do actually matters and is aligned with the company’s larger
purpose. Therefore, work groups help. They make clear that smaller individual tasks collectively add up
to a larger picture. When people are unable to recognise the impact of their tasks or find meaning in
what they do, they are naturally prone to dissatisfaction leading eventually to frustration and
resentment. Happiness at work is now recognised extensively by research scholars as a major cause of
positive outcomes in a business. Joyful workplaces result in greater productivity rises, stronger financial
performance and higher customer satisfaction. Companies, therefore, focus strongly these days on
creating a positive work environment and leadership that can contribute tangibly to the happiness of
their employees.

Second, is the culture of the organisation. Is it for instance, strictly hierarchical with clear and distinct
demarcations and rules of dos and don’ts? Or is it, on the other hand, a more inclusive and involving
framework, one that encourages the participation of individuals in decision-making, planning and
implementation? There is some evidence to suggest that the latter works better for employee happiness.
A culture where decisions are made not on the outcome of a balance of influence, but on grounds of
individual knowledge or collective strengths regardless of rank, is considered more effective.
Employees want to contribute where they have skills and feel recognised when they are encouraged to
do so.

Third, salary is important and that is a fact of life, no apologies. Perhaps salaries are not everything, but
they are as important as everything else. It is true that a company could have an unhappy employee
despite a high salary, but at the same time a company with the right culture and motivation props,
cannot have a happy employee who is grossly underpaid. Salaries are viewed as a reward and
recognition by an employer of an employees’ worth and a person’s sense of dignity ultimately stems
from the belief that his worth is fairly valued.

Hope and optimism is the fourth factor. Whilst an odd minority of people feel gratified in desolation,
the bulk of others do not want to be miserable wretches and like a positive atmosphere. Optimism
breeds optimism and the direction here must come from the top and flow across the organisation.
Therefore it’s necessary to quickly identify the negatives, as they run the risk of setting a bad form and
spoiling the work mood. Undetected, negativity can grow like a silent cancer, destroying work morale
and productivity. It even finds a way to creep across company walls to clients and other associates.

1
IMA India Adit Jain’s articles and opinions can be found on his blog at www.aditjain.com Peer Group Forums
This content is the intellectual property of IMA India and is copyright protected and legally privileged. Unauthorised copying,
reproduction or distribution of this information would amount to an infringement of law and would invite applicable penalties.
HR Managers are particularly conscious of the need for employee happiness and ensure that their
companies provide strong support systems and infrastructure to enable this. Activity rooms, light and
airy cafeterias and other places within the office encourage employees to meet, think and exchange
notes. The modern workplace design inspires collective thinking and participation. Architects are
conscious of the happiness at work quotient and incorporate in their designs, elements to serve this
objective.

Research suggests that businesses don’t need posh glass towers with lavish furnishings, but rather
access to natural light, collaborative spaces and private meeting rooms, to increase employee
satisfaction and productivity. People must feel free to move around and not knotted to their desks.
Designing workplaces that are beautiful and interesting, makes employees more productive. Dingy
lighting, isolating cubicles and colorless offices all work together to create an environment that is both
uninspiring and off-putting. Investing in the ambiance of an office is consequently important. Many
researchers are coming around to the belief that the modern workforce is no longer static. With the rise
of remote workers and the growth rate of startups, flexible design is a crucial element. One of the ways
to incorporate this trend into an office is to have spaces that aren't static. For example, workstations
that convert into standing desks, movable walls and areas that can serve as meeting rooms and lounges.

The employee happiness debate is no longer a nice to have but an essential ingredient of productivity.
It influences the company’s organisation structure, its operating culture and even its office design.
Many employers now undertake happiness index surveys and even company Boards ask for and
scrutinise findings. All of this is with valid reasons. The linkages between happiness and productivity
are beyond debate.

2
IMA India Adit Jain’s articles and opinions can be found on his blog at www.aditjain.com Peer Group Forums
This content is the intellectual property of IMA India and is copyright protected and legally privileged. Unauthorised copying,
reproduction or distribution of this information would amount to an infringement of law and would invite applicable penalties.