How to Build Happy Teams for Organizational Growth and Profitability

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Corporate India: Did you know these research-based facts…

  • Happy employees deliver 60% more quality work.
  • Happy employees contributed to rise in overall productivity by 18%.
  • If Bhutan can measure GNH (gross national happiness), Corporate India can now measure employee happiness across 164 factors and three dimensions.
  • There is now a scientific way to determine these factors using ‘Happiness Inventory’ and ‘3D Model of Happiness’, a tool created scientifically through research on Indian employees and is also copyrighted in USA and in India.

‘Do you have sincere employees but currently demotivated?”A group of people working but not a team?’ or’Are you faced with employee performance or motivation issues?

Did you know that employee happiness is the secret to business success and that Happy employees deliver 60% more. Also, research proves that Happiness is a precursor to success and not vice-a-versa. It is now possible to identify over 150 factors that are responsible for happiness or unhappiness of an employee at workplace.

What makes an employee happy at work place?

Though a subjective concept, it is not difficult to see that employees who judge themselves to be ‘happy’ in their work are likely to be more productive and perform better than those who admit to being ‘unhappy’.

Though a happy employee is not necessarily a productive one, there is a striking correlation between what makes employees happy and their productivity. Thus, staffs that enjoy good working relationships, receive proactive career development, feel valued by the organisation and well treated in times of change are likely to be contributing the most to a business. Furthermore, they become the ambassadors for the organization, sending out positive messages to the outside community and enhance the employer brand.

Even in the event of redundancy, those leaving an organization can leave happier if they are given appropriate support to find a new role, and this in turn sends a message which raises the spirits of colleagues who remain with that organization.

This ultimate link to the bottom line is why ‘happy staff’ is so important to organizations. If businesses think a little more deeply about what employees really want and what will make them happy, they could reap the rewards as ‘happy’ employees will not only contribute to improve the work culture, but also increase revenue.

A survey was carried out among employees from various organisations/ companies. This survey included both males and females of different age groups, qualifications and designations.

The responses obtained from the male and female employees were segregated into different groups and they were compared.

Some of the research findings of the survey is as follows:


Top ‘happiness factors’ at work place (General)

These responses are the responses which had the highest frequency of repetition from the various age groups and gender differences.

From the above pie chart, we can observe that “Work environment” is the most frequent response with eighteen percent of respondents selecting this criterion. This suggests that providing a congenial and a helpful work environment plays a significant role in employee happiness.

Interestingly “Work environment” overtakes “Salary” as a criterion for keeping employees happy. It is the second most frequent response from the respondents across various organisations. “Salary” includes various components like- salary according to the qualification and post of an employee, giving the salary on time to the employees, salary in comparison to the new entrants and other subordinates, adequate increase in salary with promotions, etc. According to survey; of all the components, getting the salary on time is the most important one. There are certain organisations/companies which provide the employee salary in advance, i.e. on the 28th or 29th of the previous month. These employees were found to be happier and thus less prone to leave the organisation/company.

“Relationships between employees” is the third most common response obtained from the respondents. This criterion focuses on the importance and necessity of amicable relationships between the employees of the same organisation/company. This criterion also includes the support and co-ordination between the employees, helping each other in times of difficulty, sharing work when the need be etc.

Other responses include; Job satisfaction, seniors’ appreciation of the work done by the employees, Growth opportunities that an organisation/ company can provide to their employees along with the growth of the company, Social/cultural events, celebration of various festivals, picnics (once every six months or yearly) etc. These are followed by “Job responsibility” which includes the responsibility that an employee is assigned with respect to his qualification and designation in the company and “Organisation culture” or the work culture of a company.

Top ‘happiness factors’ response (Male Employees)

Salary is the most common requisite irrespective of the age, qualification and designation of the individual to keep them happy at their workplace. This is followed by providing them with a good work environment and encouraging healthy relations between subordinates and seniors respectively. Male employees are not too keen on demanding facilities from their organization.

The ‘happiness factors’ responses (female employees)

Female employees give more importance to their work environment and infrastructure rather than salary as factors that keep them happy at their workplace. They also look for satisfaction from their job and opportunities to grow and prosper in the organization.

Applying the Happiness Concept for profitability:

The journey to ‘happiness at work’ begins with discovering the reasons that make you happy or unhappy. Once you identify the reasons / factors it becomes possible to make amendments in the way we work or approach situations at work.The same applies to organizations too. Organizations struggle for happiness and productivity at work place and today it’s possible to achieve it.

The first step after building a perspective on happiness is to identifying your factors / reasons through H.i – Happiness inventory that is based on the 3D-model of happiness (http://www.choosehappiness.in/3d-model-of-happiness/) evolved through research.

Happiness Inventory Application

1. General Happiness Audit

  • Any organization is as happy as its employees and happy employees we have seen make an effective contribution at work place.
  • A general happiness audit of an organization or a department or an employee can be carried out.

The following steps are recommended:

2. Happiness and Stress Audit

Along with the happiness audit, a stress audit can be carried out as under:

Phase I

Carrying out an exploration on stress tolerance limit (STL) with the help of psychometric instruments in terms of anxiety proneness, depression proneness, State/Trait Anger, & Type A Orientation, occupational Values, Dominant motive/need profile etc.

Phase II

Identifying the dominant organizational role stress dimensions. The main dimensions are as follows:

  1. Inter-Role Distance (iRD)
  2. Role Stagnation (RS)
  3. Role Expectation Conflict (REC)
  4. Role Erosion (RE)
  5. Role Isolation (RI)
  6. Personal Inadequacy (PI)
  7. Self-Role Distance (SRD)
  8. Role Ambiguity (RA)
  9. Resource Inadequacy (RIN)
  10. Role Overload (RO)

Phase III

Collecting the qualitative data on stress variables & their effects on individual health & performance by structured interview.

Phase IV

On the basis of the results obtained in above three phases, remedial measures are suggested to the organization for implementing suitable modification & changes in activities & practices in the organization.

This might also entail slight restructuring of the organization.

3. Other Applications of H.i.

  • Career planning and counselling.
  • Improve performance & productivity through personal effectiveness.
  • Improve employee relations and employee engagement.
  • Effective retention through improved level of job satisfaction.
  • Cultivate ‘Happy’ Work culture Training needs identification.

Thus –More satisfied employees => Happier employees => more engaged employees =>more productive employees => a mutually beneficial equation for everyone.

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