Introduction
The output of the employees has often been associated with their level of happiness at work. When employees are in a happy environment, they are more productive than in an accommodative setting because they are more engaged and alert to the instructions defining their duties. Additionally, happiness is an important motivator that boosts the employees’ morale to be more creative when engaging in their duties and finding solutions to the company’s problems, thus making them productive. Therefore, it is necessary for organizations striving to achieve success to ensure a conducive environment for making their employees happy. This paper argues that good leadership qualities, including fairness, respect and listening, flexibility at work, and good pay, create a conducive working environment that promotes happiness among the employees.
Happiness in the Working Environment
Leadership is one of the essential elements that determine the mood of the workers in the workplace. The relationship between the leaders and the workforce determines how the employees react and perceive the decisions made by the management. Strained relationships between the organization and the employees are often expressed in form of demonstrations and resignations. A stable relationship in the workplace between the organization’s leadership and the workers generates positivity and happiness because there is increased employee engagement during the decision-making process (Bush). Employees in such an environment tend to give open and honest opinions on the company’s issues. On the other hand, accommodative leaders tend to consider the views and concerns of the employees when making decisions affecting the workforce. Such a relationship creates a sense of satisfaction and happiness among the employees because they feel their opinion is considered.
Various elements foster a compelling connection between the employees and the company. According to Michael Bush, good leadership qualities that make employees feel valued and happy include trust, respect, fairness, and listening (Bush). Firstly, trust is generated in the workplace when the leaders give the employees the freedom to make independent decisions regarding their duties. For instance, I find it comfortable when I work under minimum supervision. Giving workers freedom gives them enough time to develop interpersonal skills and become more competent, thus creating a sense of responsibility and credibility. Bush says, “To hand that trust to your employees to do whatever they think is right makes the employees feel great” (Bush). Secondly, fairness enhances friendly relations between the employees and the organization’s leadership by enabling the management to treat all the employees equally without any form of discrimination (Bush). As a result, employees feel equally appreciated, making them value their duties and contributions to the organization’s success.
Furthermore, fairness creates an equal chance for the promotion of the employees and other opportunities, such as wage increment that motivates the employees positively. When the workforce is fairly treated, they tend to develop trustworthiness towards their leaders, generating friendly relations and creating happiness in the workplace. Moreover, Bush cites listening as essential in generating happiness among employees by effectively engaging them in important decisions and showing them that their opinion counts in the final outcome (Bush). When leaders listen to their employees and integrate their ideas into essential matters affecting the organization, the employees feel acknowledged, which makes them happy in their workplace. It is, therefore, necessary to consider the qualities of the leader when transforming the workplace to make the employees happy. The leaders need to fully engage with their employees and show them that they play a significant role in the organization’s development. Such an approach will make the workers feel recognized and respected, thus making them loyal to the organization and generating happiness.
Another significant factor that should be considered when transforming a workplace to create more happiness among employees is the flexibility of the working environment. Many employees feel comfortable working in organizations with a flexible working schedule that allows them to focus on other aspects of their lives, including spending enough time with their families. According to Parker and Horowitz, at least 45% of the employees who quit their jobs in 2021 cited a lack of flexibility as the main reason (Parker and Horowitz). Therefore, it is necessary to consider a flexible working schedule that accommodates the workers’ extra activities, allowing them to develop their interpersonal skills, thus generating happiness in the workforce.
Favorable wages and rates are among the most significant motivators that demonstrate the employees’ value in an organization. Low wages tend to discourage workers, making them feel the company’s interests are more important than their welfare. Such thinking tends to make employees feel not appreciated for their role in achieving the company’s objectives. As a result, employees in such a working environment feel demoralized and unsatisfied by their position in the organization, creating unhappiness and a poor relationship between the workforce and the management. According to Parker and Horowitz, most of those who quit their jobs are often influenced by low pay, which they feel does not sustain their needs (Parker and Horowitz). In their 2021 research, it was established that at least 63% of job quitters were motivated to leave their jobs due to low pay (Parker and Horowitz). The wages that an organization pays its workers tend to portray the worthiness of its workforce. For instance, I will feel my input is appreciated if I get paid a decent salary.
Therefore, it is necessary for a company to transform into a conducive workplace to ensure that the workers are favorably paid wages that conform to the prevailing economic conditions. Additionally, it is essential that the company’s success is shared among the employees through wage increments and bonuses to recognize the employees’ input into the organization’s success (Parker and Horowitz). Fair wages tend to boost workforce morale and promote competence by making the employees feel valued.
When I complete my degree, I wish to find a working environment that offers a flexible working schedule and equality. I prefer an adjustable workplace because I want to be free to pursue other goals in life and have enough time for my family. I understand how important work is, but it should not be the only focus in life. It is necessary to have an adaptable schedule to reduce monotony and engage in non-work issues to develop as an all-around person. Additionally, a good working program encourages one to be alert and creative when discharging duties.
I find equality necessary in a working environment to create good relations among the employees and between the management and workers. When the employees are equally treated regardless of their background, they develop respect for one another and share their concerns, thus creating collaboration and cohesion within the workforce. Such an environment creates teamwork and inspires the employees to consult each other and be open on issues affecting the organization. This approach allows the organization to effectively address the workers’ concerns with impartiality.
Conclusion
In conclusion, happiness is essential in a working environment to motivate employees to discharge their duties effectively and create a favorable relationship between the workforce and the management. When the workplace positively contributes to the employees’ happiness, the organization will likely achieve its objectives through high employee performance due to increased creativity and engagement. An organization must demonstrate its concern for the welfare of its employees through effective leadership, flexible working schedules, and higher wages. Addressing these factors fosters a friendly relationship between the workforce and the management, thus leading to the employees’ happiness.
Works Cited
Bush, Michael C. “This Is What Makes Employees Happy At Work.” 2019.
Parker, Kim, and Juliana Menasce Horowitz. “Majority of Workers Who Quit a Job in 2021 Cite Low Pay, No Opportunities for Advancement, Feeling Disrespected.” Pew Research Center, Pew Research Center, 2022.