To win customers ’hearts, an organization needs engaged employees who actively transmit their enthusiasm to customers. Satisfying customers is crucial to a business — there is a great deal of evidence for a causal link between happy customers and higher profits.
1) Don't set rules for your employees that you don't follow yourself. Lead by example to earn your team's respect.
2) Don't lie to or mislead your employees. If you can't share information, be honest about that instead of providing false facts.
3) Don't take your personal frustrations out on your team members. As a manager, you must remain calm and supportive even during stressful times.
The document discusses how employee well-being is connected to productivity and organizational success. It summarizes that well-being depends on both work and personal life factors, and employers who support employee well-being through programs that help manage life stresses can see benefits like increased retention, engagement, and performance. The document also outlines specific programs employers can offer like childcare, backup care, educational assistance, and consulting to enhance employee well-being.
8.relationship of job involvement with employee performance -77-85Alexander Decker
1. The document discusses the relationship between job involvement and employee performance, with a focus on the moderating role of employee attitude.
2. Job involvement refers to the degree to which an employee is engaged in and committed to their work. Highly involved employees fully apply themselves physically, cognitively, and emotionally to their jobs.
3. Previous studies have found a positive relationship between job involvement and employee performance, but the authors aim to examine how employee attitude may impact this relationship. They hypothesize that job involvement will be more difficult if the job does not match the employee's preferences or liking.
1) The document discusses a study conducted on job satisfaction levels of 20 employees at ITN Ltd. It analyzes factors like salary, age, promotion opportunities, workload distribution, job security, welfare services, organizational culture, and innovation encouragement.
2) The findings show that while most employees were satisfied with salary, security, and welfare services, many felt a lack of promotion opportunities, burden of additional responsibilities, and disconnect with organizational culture and values.
3) The conclusion recommends that management should motivate employees by addressing these issues, providing satisfying compensation, maintaining benefits, offering fair promotions, and cultivating a cooperative work environment to improve job satisfaction.
how to motivate employee to achieve targetRam Naresh
The document discusses various ways for a manager to motivate employees. It states that managers must first motivate themselves by being enthusiastic in their role. They should understand employees' needs, recognize achievements both big and small with thanks or awards, set realistic targets and provide training, and clearly communicate the company's vision. Delegating responsibility, ensuring job security, offering career growth, involving employees in decisions, and celebrating accomplishments as a team can also increase motivation. Regular feedback is important to acknowledge progress and prevent demotivation.
This document discusses factors that affect employee morale in an organization. It defines morale as the level of voluntary cooperation and desire to attain common goals among individuals or work groups. Key factors that can lower or improve morale are identified as job factors, personal factors, organizational efficiency, goals and objectives of the organization, unfair promotions and selections, lack of recognition, and rewards/incentives. Autonomy, flexibility, financial incentives, recognition, and an understanding attitude from management are discussed as important motivational factors. A survey identified appreciation/recognition, communication, management attitude, job security, good wages, interesting work, career opportunities, loyalty, and working conditions as top motivators for employees.
This document discusses various motivational tools used in the workplace, including job design, employee involvement, rewards, and goal setting. It covers topics like job characteristics model, motivating potential score, job redesigning approaches, alternative work arrangements, levels of employee involvement, using rewards like pay structures, variable pay programs, and intrinsic rewards. The key motivational tools covered are job design, employee involvement, rewards, goal setting, and management by objectives.
1) Don't set rules for your employees that you don't follow yourself. Lead by example to earn your team's respect.
2) Don't lie to or mislead your employees. If you can't share information, be honest about that instead of providing false facts.
3) Don't take your personal frustrations out on your team members. As a manager, you must remain calm and supportive even during stressful times.
The document discusses how employee well-being is connected to productivity and organizational success. It summarizes that well-being depends on both work and personal life factors, and employers who support employee well-being through programs that help manage life stresses can see benefits like increased retention, engagement, and performance. The document also outlines specific programs employers can offer like childcare, backup care, educational assistance, and consulting to enhance employee well-being.
8.relationship of job involvement with employee performance -77-85Alexander Decker
1. The document discusses the relationship between job involvement and employee performance, with a focus on the moderating role of employee attitude.
2. Job involvement refers to the degree to which an employee is engaged in and committed to their work. Highly involved employees fully apply themselves physically, cognitively, and emotionally to their jobs.
3. Previous studies have found a positive relationship between job involvement and employee performance, but the authors aim to examine how employee attitude may impact this relationship. They hypothesize that job involvement will be more difficult if the job does not match the employee's preferences or liking.
1) The document discusses a study conducted on job satisfaction levels of 20 employees at ITN Ltd. It analyzes factors like salary, age, promotion opportunities, workload distribution, job security, welfare services, organizational culture, and innovation encouragement.
2) The findings show that while most employees were satisfied with salary, security, and welfare services, many felt a lack of promotion opportunities, burden of additional responsibilities, and disconnect with organizational culture and values.
3) The conclusion recommends that management should motivate employees by addressing these issues, providing satisfying compensation, maintaining benefits, offering fair promotions, and cultivating a cooperative work environment to improve job satisfaction.
how to motivate employee to achieve targetRam Naresh
The document discusses various ways for a manager to motivate employees. It states that managers must first motivate themselves by being enthusiastic in their role. They should understand employees' needs, recognize achievements both big and small with thanks or awards, set realistic targets and provide training, and clearly communicate the company's vision. Delegating responsibility, ensuring job security, offering career growth, involving employees in decisions, and celebrating accomplishments as a team can also increase motivation. Regular feedback is important to acknowledge progress and prevent demotivation.
This document discusses factors that affect employee morale in an organization. It defines morale as the level of voluntary cooperation and desire to attain common goals among individuals or work groups. Key factors that can lower or improve morale are identified as job factors, personal factors, organizational efficiency, goals and objectives of the organization, unfair promotions and selections, lack of recognition, and rewards/incentives. Autonomy, flexibility, financial incentives, recognition, and an understanding attitude from management are discussed as important motivational factors. A survey identified appreciation/recognition, communication, management attitude, job security, good wages, interesting work, career opportunities, loyalty, and working conditions as top motivators for employees.
This document discusses various motivational tools used in the workplace, including job design, employee involvement, rewards, and goal setting. It covers topics like job characteristics model, motivating potential score, job redesigning approaches, alternative work arrangements, levels of employee involvement, using rewards like pay structures, variable pay programs, and intrinsic rewards. The key motivational tools covered are job design, employee involvement, rewards, goal setting, and management by objectives.
This document is a chapter from a book titled "The First Time Manager" about managing people. It discusses some of the challenges new managers face such as taking on more responsibilities, increased scrutiny, and being responsible for others' work. It explains how managers are evaluated based on their team's collective performance rather than individual contributions. A new manager may have trouble adjusting their perspective from an individual employee to considering the company's needs. The chapter emphasizes understanding one's new responsibilities as a manager and considering all factors and potential consequences of decisions, not just how things appear currently.
This document discusses onboarding as an important aspect that affects newly hired employees and organizations. It describes how onboarding goes beyond orientation to help new hires adjust to their new workplace. Technology has played a huge role in improving onboarding over the past ten years, allowing for virtual onboarding of remote employees. The author discusses their experience utilizing technology like video conferencing for onboarding remote workers. Strong communication and interpersonal skills of onboarding leaders are important for laying the foundation for a successful onboarding experience. Researching best practices can help organizations modify their onboarding approaches.
Job satisfaction is defined as how much people like or dislike their jobs. It is influenced by factors like pay, the work itself, coworkers, supervision, and benefits. Job satisfaction benefits both workers and organizations by increasing productivity, commitment, and well-being. Organizations can enhance job satisfaction through flexible work, training, meaningful work, opportunities for growth, and competitive compensation. Both management and workers must work to ensure long-term job satisfaction.
The document is a study on the job happiness quotient of Indian managers across four companies: GDX Group, Reliance Money, HCL BPO, and Star Net. It finds that while the companies differ in business and aspects, there are some common factors that contribute to manager happiness across all companies. These include sense of accomplishment, age, compensation, working hours, stress, and ambition. A questionnaire was used to assess these factors for 100 managers total across the companies. The results found that sense of accomplishment and ambition were higher for managers at GDX Group and Reliance Money, while stress was highest for Reliance Money managers. Working hours tended to be longer for Reliance Money and Star Net.
The document discusses motivation and leadership. It defines motivation as stimulating people to action to accomplish goals. Motivation can be intrinsic, such as a sense of achievement, or extrinsic, such as pay or promotion. Theories of motivation discussed include Maslow's hierarchy of needs, ERG theory, and McGregor's Theory X and Theory Y. Good leadership characteristics include empathy, honesty, and providing direction. Leadership is defined as motivating a group to achieve a common goal through inspiration and guidance.
Introduction to the science of happiness at workSantiago Garcia
The document provides an introduction to the iOpener Institute for People & Performance, which helps organizations achieve strategic goals by maximizing employee performance and happiness. It discusses the science of happiness at work and the institute's 5Cs model of the key factors (contribution, conviction, culture, commitment, confidence) that drive performance and happiness. The institute uses metrics and outcomes-oriented practices to assess organizations and provide interventions to improve happiness and performance in a sustainable way at the individual, team and organizational levels. It also describes the institute's accreditation program to train practitioners in its evidence-based approach.
This document discusses motivating employees through intrinsic and extrinsic factors. It summarizes that employees have both motivator and hygiene needs according to Herzberg's theory. Motivator needs are related to the work itself like interesting work and responsibility, while hygiene needs involve the work context like pay and security. The document advises managers to understand employees' values and make work enjoyable to improve attitudes, motivation, and performance. Both hygienic factors and motivators are important for high performance. Managers should minimize dissatisfaction through fair treatment while also providing opportunities for achievement and growth.
This document provides an introduction to a study on employee motivation. It includes definitions of motivation, the importance of motivation, what motivates employees, frameworks and types of motivation. Key points discussed include the need to align employee and organizational goals, understanding what motivates each individual employee, and that supporting motivation is an ongoing process not a single task. Intrinsic motivators like empowerment, growth and purpose are highlighted as particularly effective. The document lays out the background and context for a research study on employee motivation.
The employees are the backbones of a company and thus it is essential that the company motivates them to work harder and succeed. Their success will indirectly be beneficial for the company. Therefore the HR of a company must be well acquainted with the pros and cones of motivation (Watt, 2010). Considering this case Mr. Simons had really worked hard and is also well qualified, however by some twist of faith he had been missed out on his promotion all the three times. Naturally this has left him in
AN ANALYSIS OF EMPLOYEE MORALE IN INDUSTRIES (Sanofi-Aventis)Atul Gurav
Employee morale refers to an employee's outlook, optimism and belief in themselves and their organization. It impacts productivity, with high morale leading to happier and more productive employees. Morale is determined by many factors, including wages and benefits, working conditions, training opportunities, communication, welfare facilities, treatment of employees, and organizational policies. Maintaining high employee morale requires employers to earn employees' enthusiasm, loyalty and commitment through positive experiences in these areas.
This document discusses employee motivation. It defines motivation and discusses theories of motivation like Theory X and Theory Y. It also discusses intrinsic and extrinsic motivation factors. The document outlines different motivation theories like ERG theory and discusses how satisfying employee needs, offering growth opportunities, and recognizing achievements can improve motivation. It emphasizes the importance of motivation for achieving organizational goals and reducing attrition. It also discusses how managers can motivate employees by fostering bonding, leveraging incentives, and serving as role models of engaged behavior.
Employee Motivaton is the key factor to help up the
capacity of an association. In the globalization stage, each
organization needs to continue itself in a furiously focused
market. Representatives are the fundamental elements to show
the business objectives into the real world. Subsequently, in
the present world each association attempts to deal with its
human asset office to keep its representatives inspired. In that
specific circumstance, some of the administration speculations
have been rehearsing by them. Business work or their
presentation in the market can be assessed by surveying the
degree of inspiration of representatives. Inspiration can
assume a lead job to get the expert achievement in each
budgetary year in a less exertion way.
While trying to find what inspires representatives,
representative inspiration inquire about papers report that
what spurs laborers today is fundamentally connected to the
qualities and objectives of the person. Starting in the 1970's, it
appears that there was a sensational move in the qualities and
needs of the ordinary laborer. As individuals turned out to be
progressively taught and the economy saw a sharp decay of
the Protestant hard working attitudes, what representatives
needed from their managers changed also.
The document outlines tasks and requirements for a group assignment on organizational behavior and management for a business management program. It provides the assignment details, including the title, submission deadlines, learning objectives to be assessed, and assessment criteria. Signatures are required from the group to confirm the work is original and from the assessor to verify the assessment.
Emerging Issues in Motivating today's EmployeesAmmad Khalil
This document discusses motivating employees. It begins by introducing the group members presenting on the topic. The discussion covers definitions of motivation, different motivation theories including Maslow's hierarchy of needs and Herzberg's two-factor theory, current issues motivating diverse groups and in tough economies, and strategies for motivation as well as de-motivation factors. It concludes by suggesting future reward structures may include a combination of increased pay, bonuses, flexible hours, job security, and recognition to maximize employee motivation.
This document discusses the importance of employee motivation. It defines motivation as the drive that impels individuals to work and notes that motivated employees want to work and perform effectively. The document outlines several benefits of motivation including: putting human resources to action by building willingness to work; improving employee efficiency and productivity; leading to achievement of organizational goals; building friendly relationships between employees and management; and leading to stability in the workforce. Overall, the key point is that employee motivation is important for organizations to maximize performance and achieve their goals.
This document provides an introduction to employee motivation. It begins with definitions of motivation and discusses key aspects of motivating employees, including aligning organizational and employee goals. The importance of motivation is then outlined, noting that it puts resources to work, improves efficiency, leads to achieving goals, builds relationships, and provides workforce stability. Understanding what motivates individual employees is emphasized as critical to supporting their motivation.
Impact of Extrinsic Rewards on Job Satisfaction of Banking Sector Employees o...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications
This document discusses motivation strategies used by Tesco, a large British retailer. It began as a small market stall in 1919 and has since expanded internationally with over 2,200 stores. Tesco uses both financial and non-financial rewards to motivate its over 468,000 employees globally. Strategies discussed include competitive pay and benefits, training opportunities, recognition programs, flexible work schedules, and soliciting employee feedback to ensure a supportive work environment.
This document provides an introduction to employee engagement. It defines employee engagement as the level of commitment and involvement an employee has towards their organization and its values. An engaged employee is aware of the business context and works to improve performance for the benefit of the organization. The document discusses different aspects of employee engagement including its meaning, definition, importance, relationship to organizational performance, strategies for improving engagement, factors leading to engagement, and models of engagement. It also includes four literature reviews related to research studies on employee engagement.
Organizational behavior is how people behave individually and as part of an organization. The purpose of OB is to create efficient and effective output through high motivation, job satisfaction, and low absenteeism and turnover. Motivation is defined as the process that determines an individual's intensity, direction, and persistence of effort toward achieving a goal. Motivation is important both for individuals and organizations. For individuals, it helps achieve personal goals and leads to self-development and job satisfaction. For organizations, a motivated workforce increases efficiency, productivity and teamwork, leading to a more profitable and successful business.
The document discusses well-being and happiness in the workplace. It presents a dynamic model of well-being that shows how personal resources and external conditions interact to influence feelings, functioning, and emotions. Positive emotions are linked to broadened thinking and building of psychological resources. Interventions can target the individual, group, or systemic organizational level to improve well-being. Appreciative inquiry is presented as a method to understand highly effective work groups by recalling positive past experiences.
This document discusses how knowledge management (KM) tools and techniques can help create happier employees. It summarizes research showing that happier employees lead to better business performance. The document then examines what makes people happy at work, including feeling a sense of autonomy, competence, and relatedness. It analyzes interviews that were coded and found KM can support happiness by building trust and relationships, allowing people to feel valued and contribute to something bigger. KM helps people work more effectively and efficiently by enabling them to access the knowledge needed to do their jobs well with less stress.
This document is a chapter from a book titled "The First Time Manager" about managing people. It discusses some of the challenges new managers face such as taking on more responsibilities, increased scrutiny, and being responsible for others' work. It explains how managers are evaluated based on their team's collective performance rather than individual contributions. A new manager may have trouble adjusting their perspective from an individual employee to considering the company's needs. The chapter emphasizes understanding one's new responsibilities as a manager and considering all factors and potential consequences of decisions, not just how things appear currently.
This document discusses onboarding as an important aspect that affects newly hired employees and organizations. It describes how onboarding goes beyond orientation to help new hires adjust to their new workplace. Technology has played a huge role in improving onboarding over the past ten years, allowing for virtual onboarding of remote employees. The author discusses their experience utilizing technology like video conferencing for onboarding remote workers. Strong communication and interpersonal skills of onboarding leaders are important for laying the foundation for a successful onboarding experience. Researching best practices can help organizations modify their onboarding approaches.
Job satisfaction is defined as how much people like or dislike their jobs. It is influenced by factors like pay, the work itself, coworkers, supervision, and benefits. Job satisfaction benefits both workers and organizations by increasing productivity, commitment, and well-being. Organizations can enhance job satisfaction through flexible work, training, meaningful work, opportunities for growth, and competitive compensation. Both management and workers must work to ensure long-term job satisfaction.
The document is a study on the job happiness quotient of Indian managers across four companies: GDX Group, Reliance Money, HCL BPO, and Star Net. It finds that while the companies differ in business and aspects, there are some common factors that contribute to manager happiness across all companies. These include sense of accomplishment, age, compensation, working hours, stress, and ambition. A questionnaire was used to assess these factors for 100 managers total across the companies. The results found that sense of accomplishment and ambition were higher for managers at GDX Group and Reliance Money, while stress was highest for Reliance Money managers. Working hours tended to be longer for Reliance Money and Star Net.
The document discusses motivation and leadership. It defines motivation as stimulating people to action to accomplish goals. Motivation can be intrinsic, such as a sense of achievement, or extrinsic, such as pay or promotion. Theories of motivation discussed include Maslow's hierarchy of needs, ERG theory, and McGregor's Theory X and Theory Y. Good leadership characteristics include empathy, honesty, and providing direction. Leadership is defined as motivating a group to achieve a common goal through inspiration and guidance.
Introduction to the science of happiness at workSantiago Garcia
The document provides an introduction to the iOpener Institute for People & Performance, which helps organizations achieve strategic goals by maximizing employee performance and happiness. It discusses the science of happiness at work and the institute's 5Cs model of the key factors (contribution, conviction, culture, commitment, confidence) that drive performance and happiness. The institute uses metrics and outcomes-oriented practices to assess organizations and provide interventions to improve happiness and performance in a sustainable way at the individual, team and organizational levels. It also describes the institute's accreditation program to train practitioners in its evidence-based approach.
This document discusses motivating employees through intrinsic and extrinsic factors. It summarizes that employees have both motivator and hygiene needs according to Herzberg's theory. Motivator needs are related to the work itself like interesting work and responsibility, while hygiene needs involve the work context like pay and security. The document advises managers to understand employees' values and make work enjoyable to improve attitudes, motivation, and performance. Both hygienic factors and motivators are important for high performance. Managers should minimize dissatisfaction through fair treatment while also providing opportunities for achievement and growth.
This document provides an introduction to a study on employee motivation. It includes definitions of motivation, the importance of motivation, what motivates employees, frameworks and types of motivation. Key points discussed include the need to align employee and organizational goals, understanding what motivates each individual employee, and that supporting motivation is an ongoing process not a single task. Intrinsic motivators like empowerment, growth and purpose are highlighted as particularly effective. The document lays out the background and context for a research study on employee motivation.
The employees are the backbones of a company and thus it is essential that the company motivates them to work harder and succeed. Their success will indirectly be beneficial for the company. Therefore the HR of a company must be well acquainted with the pros and cones of motivation (Watt, 2010). Considering this case Mr. Simons had really worked hard and is also well qualified, however by some twist of faith he had been missed out on his promotion all the three times. Naturally this has left him in
AN ANALYSIS OF EMPLOYEE MORALE IN INDUSTRIES (Sanofi-Aventis)Atul Gurav
Employee morale refers to an employee's outlook, optimism and belief in themselves and their organization. It impacts productivity, with high morale leading to happier and more productive employees. Morale is determined by many factors, including wages and benefits, working conditions, training opportunities, communication, welfare facilities, treatment of employees, and organizational policies. Maintaining high employee morale requires employers to earn employees' enthusiasm, loyalty and commitment through positive experiences in these areas.
This document discusses employee motivation. It defines motivation and discusses theories of motivation like Theory X and Theory Y. It also discusses intrinsic and extrinsic motivation factors. The document outlines different motivation theories like ERG theory and discusses how satisfying employee needs, offering growth opportunities, and recognizing achievements can improve motivation. It emphasizes the importance of motivation for achieving organizational goals and reducing attrition. It also discusses how managers can motivate employees by fostering bonding, leveraging incentives, and serving as role models of engaged behavior.
Employee Motivaton is the key factor to help up the
capacity of an association. In the globalization stage, each
organization needs to continue itself in a furiously focused
market. Representatives are the fundamental elements to show
the business objectives into the real world. Subsequently, in
the present world each association attempts to deal with its
human asset office to keep its representatives inspired. In that
specific circumstance, some of the administration speculations
have been rehearsing by them. Business work or their
presentation in the market can be assessed by surveying the
degree of inspiration of representatives. Inspiration can
assume a lead job to get the expert achievement in each
budgetary year in a less exertion way.
While trying to find what inspires representatives,
representative inspiration inquire about papers report that
what spurs laborers today is fundamentally connected to the
qualities and objectives of the person. Starting in the 1970's, it
appears that there was a sensational move in the qualities and
needs of the ordinary laborer. As individuals turned out to be
progressively taught and the economy saw a sharp decay of
the Protestant hard working attitudes, what representatives
needed from their managers changed also.
The document outlines tasks and requirements for a group assignment on organizational behavior and management for a business management program. It provides the assignment details, including the title, submission deadlines, learning objectives to be assessed, and assessment criteria. Signatures are required from the group to confirm the work is original and from the assessor to verify the assessment.
Emerging Issues in Motivating today's EmployeesAmmad Khalil
This document discusses motivating employees. It begins by introducing the group members presenting on the topic. The discussion covers definitions of motivation, different motivation theories including Maslow's hierarchy of needs and Herzberg's two-factor theory, current issues motivating diverse groups and in tough economies, and strategies for motivation as well as de-motivation factors. It concludes by suggesting future reward structures may include a combination of increased pay, bonuses, flexible hours, job security, and recognition to maximize employee motivation.
This document discusses the importance of employee motivation. It defines motivation as the drive that impels individuals to work and notes that motivated employees want to work and perform effectively. The document outlines several benefits of motivation including: putting human resources to action by building willingness to work; improving employee efficiency and productivity; leading to achievement of organizational goals; building friendly relationships between employees and management; and leading to stability in the workforce. Overall, the key point is that employee motivation is important for organizations to maximize performance and achieve their goals.
This document provides an introduction to employee motivation. It begins with definitions of motivation and discusses key aspects of motivating employees, including aligning organizational and employee goals. The importance of motivation is then outlined, noting that it puts resources to work, improves efficiency, leads to achieving goals, builds relationships, and provides workforce stability. Understanding what motivates individual employees is emphasized as critical to supporting their motivation.
Impact of Extrinsic Rewards on Job Satisfaction of Banking Sector Employees o...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications
This document discusses motivation strategies used by Tesco, a large British retailer. It began as a small market stall in 1919 and has since expanded internationally with over 2,200 stores. Tesco uses both financial and non-financial rewards to motivate its over 468,000 employees globally. Strategies discussed include competitive pay and benefits, training opportunities, recognition programs, flexible work schedules, and soliciting employee feedback to ensure a supportive work environment.
This document provides an introduction to employee engagement. It defines employee engagement as the level of commitment and involvement an employee has towards their organization and its values. An engaged employee is aware of the business context and works to improve performance for the benefit of the organization. The document discusses different aspects of employee engagement including its meaning, definition, importance, relationship to organizational performance, strategies for improving engagement, factors leading to engagement, and models of engagement. It also includes four literature reviews related to research studies on employee engagement.
Organizational behavior is how people behave individually and as part of an organization. The purpose of OB is to create efficient and effective output through high motivation, job satisfaction, and low absenteeism and turnover. Motivation is defined as the process that determines an individual's intensity, direction, and persistence of effort toward achieving a goal. Motivation is important both for individuals and organizations. For individuals, it helps achieve personal goals and leads to self-development and job satisfaction. For organizations, a motivated workforce increases efficiency, productivity and teamwork, leading to a more profitable and successful business.
The document discusses well-being and happiness in the workplace. It presents a dynamic model of well-being that shows how personal resources and external conditions interact to influence feelings, functioning, and emotions. Positive emotions are linked to broadened thinking and building of psychological resources. Interventions can target the individual, group, or systemic organizational level to improve well-being. Appreciative inquiry is presented as a method to understand highly effective work groups by recalling positive past experiences.
This document discusses how knowledge management (KM) tools and techniques can help create happier employees. It summarizes research showing that happier employees lead to better business performance. The document then examines what makes people happy at work, including feeling a sense of autonomy, competence, and relatedness. It analyzes interviews that were coded and found KM can support happiness by building trust and relationships, allowing people to feel valued and contribute to something bigger. KM helps people work more effectively and efficiently by enabling them to access the knowledge needed to do their jobs well with less stress.
How to Make the Business Case for Culture & Happiness in the Workplace [Deliv...Delivering Happiness
Over a decade of research shows that happiness in the workplace directly relates with engaged and productive employees. Building a Culture of Happiness is becoming one of the biggest competitive advantages in today’s economy. Happy employees who work with passion and purpose perform at consistently high levels, multiplying their effectiveness and raising business outcomes.
During this webinar, The Good Jobs teams up with Delivering Happiness to show you how YOU can become an advocate for building a Culture of Happiness at work. We know intuitively that happiness matters. After attending this webinar, you will have everything you need to share WHY building a Culture of Happiness has significant value (bottom-line) for your company.
The document discusses an Agile approach to knowledge management (KMAgile) that focuses on rapidly implementing pilot projects to deliver quick business value. It involves assessing knowledge and business requirements, conducting sprints to apply knowledge management practices and measure impacts, and using lessons learned to continuously refine the KM strategy over 12 weeks. The goal is to satisfy clients through early results, welcome changing needs, and build the KM framework through collaboration with key stakeholders and work teams.
This paper is submitted for publication.
The Happiness Alliance’s Gross National Happiness Index is a subjective measure of well-being provided online by the not-for-profit, the Happiness Alliance. This paper documents the methodology for developing the questionnaire and the sources for each question within the questionnaire. The questionnaire has gone through four rounds. The construction of the survey by San Francisco State University’s Personality and Well-Being Laboratory was the first round. The subsequent rounds eliminated or changed questions. This paper explains the process and purpose for each round. The second section lists each question in the forth round, the source for each question as well as examples of other questionnaires using the same or similar questions. The third section identified twenty areas for
- Customer support organizations face many challenges in consistently providing excellent customer care, such as balancing urgent and important tasks, employee retention, and outdated metrics [Paragraph 1]
- It is difficult to provide a seamless customer experience across different touchpoints like websites, assisted support, and self-service [Paragraph 3]
- The presentation discusses a proven methodology called Knowledge Centered Service (KCS) that focuses on solving issues quickly through reusing and improving knowledge, empowering experts, and driving better metrics like faster resolution times [Paragraphs 8-19]
This document discusses reasons why people may not share their knowledge and provides suggestions for addressing each reason. The 13 reasons provided are: 1) They don't know why they should, 2) They don't know how to, 3) They don't know what they're supposed to do, 4) They think the recommended way won't work, 5) They think their way is better, 6) They think something else is more important, 7) There is no positive consequence for them, 8) They think they are already doing it, 9) They are rewarded for not doing it, 10) They are punished for doing it, 11) They anticipate negative consequences, 12) There is no negative consequence for not doing it, and
Presentation2 Ways To Be Happy At WorkNestor Fraga
The document provides 10 ways to be happy at work. It suggests choosing to be happy by thinking positively, doing something you love daily, taking charge of your own development, taking responsibility for knowing what's happening, asking for frequent feedback, only making commitments you can keep, avoiding negativity, practicing professional courage, making friends, and if still unhappy, job searching with a smile.
This white paper examines the topic of employee happiness and engagement. It discusses how employee turnover and motivation impact business metrics like revenue and culture. While compensation is an important driver of engagement, employees also value work-life balance. Some companies are trying to improve engagement through perks, workplace flexibility, and creating positions focused on talent management and happiness. Tracking engagement allows companies to identify issues and priorities for building strategies to retain top talent.
The document discusses knowledge management at HP Services. It defines knowledge management as transforming information into value through reuse, innovation, and collaboration. It outlines people, processes, and technologies used at HP to foster knowledge sharing, such as communities of practice, social networking, and knowledge repositories. The goals are to increase win rates, drive down costs, and accelerate delivery through leveraging collective expertise.
Knowledge management in theory and practicethewi025
The document provides an overview and summary of the key concepts from the book "Knowledge Management in Theory and Practice" by Kimiz Dalkir. It discusses several knowledge management cycles and models. It also examines topics like knowledge capture and codification, knowledge sharing through communities of practice, knowledge application at individual and group levels, the role of organizational culture, and tools and strategies for knowledge management. The future challenges of knowledge management are also addressed.
This presentation discusses different perspectives on happiness from philosophers, psychologists, and other thinkers. Happiness is defined as the greatest internal satisfaction with one's life conditions and realization of human purpose. It is presented as coming from life conciseness, vocation, money, and family life. Other sources of happiness discussed include creative work, service to others, involvement in life, and having a value system. Thinkers like Aristotle, the Dalai Lama, Maslow, and Russell contribute views on cultivating happiness through virtue, discipline, meeting needs, and having interests. The conclusion is that one becomes as happy as they decide to be, with happiness coming from within.
KM programs emerged in the 1990s but often became bureaucratized over time. In the 2000s, attention shifted from KM to innovation and management as knowledge became a commodity. Agile emerged as a new paradigm that embraces small, cross-functional teams, prioritizes customer satisfaction, and views organizations as networks. While some "KM-like" functions still exist, true innovation requires adopting an Agile mindset focused on continual learning and adaptation rather than static knowledge management. The future of KM lies in helping transform organizations according to the principles of Agile.
1. The state of knowledge management is mixed, with some negative and positive indicators. Negatively, some KM programs, jobs, and communities have declined or been eliminated due to cost-cutting. Positively, KM conferences and university programs continue, and social business tools have improved knowledge sharing.
2. While fundamental KM needs remain, technology departments often don't support separate KM programs. Communities still have potential, and proven older approaches can be effective. KM survives but does not grow much.
3. Recent KM trends include knowledge retention, analytics, cognitive computing, enterprise social networks, chat tools, gamification, aggregation, and customization. The term "KM" has endured
The document discusses positive psychology and factors related to happiness. It notes that rates of issues like divorce, teen suicide, crime, and depression have increased significantly from 1960 to 2000. Research shows that happiness is associated with benefits like better health, relationships, job performance, and longevity. Studies found that optimistic older adults had half the heart attack rates of less optimistic peers. The document advocates cultivating optimism, gratitude, and kindness to increase happiness and resilience.
The document discusses job satisfaction, including its definition, theories, measurement, determinants, and impact. It defines job satisfaction as positive feelings about one's job based on an evaluation of its characteristics. Content theories suggest job satisfaction occurs when needs are met, while process theories examine expectancies and values. The document also discusses how satisfied employees generally perform better and are less likely to engage in counterproductive behaviors.
This document discusses job satisfaction, including its definition, measurement, causes, and impacts. It provides the following key points:
- Job satisfaction is defined as the level of contentment with one's job based on their perceptions. It can be measured through single questions or summation scores of various job facets.
- On average, employees surveyed in Pakistan reported being satisfied with their work itself, supervisors, and coworkers, but less satisfied with pay and promotion opportunities.
- Factors that influence job satisfaction include social relationships at work, feedback, and personality traits like self-evaluation. Dissatisfied employees may respond through exit, voice, loyalty, or neglect behaviors.
- Higher job satisfaction is
This document discusses attitudes and job satisfaction in the workplace. It begins by defining key workplace attitudes like job satisfaction, organizational commitment, and employee engagement. It notes that only 17-29% of employees report being highly engaged, and that engagement requires understanding employee motivations beyond just salary. Some of the factors that influence engagement are employee reward/recognition, decision-making involvement, and idea solicitation.
The document then focuses specifically on job satisfaction, defining it as a positive feeling about one's job based on an evaluation of its characteristics. It discusses how job satisfaction differs globally and plateaus for U.S. workers at $40k income. The rest of the document provides suggestions for how organizations can improve job satisfaction, like
This document summarizes a research study that compared job satisfaction levels in the public and private sectors. The study analyzed factors such as salary, organizational culture, time schedule, workload, feeling of inequality, lack of supervisory support, job stress, and job commitment. Based on survey results, public sector employees reported higher satisfaction with salary, organizational culture, time schedule, and feeling of inequality, while private sector employees reported higher satisfaction with lack of supervisory support. However, statistical analysis found no significant overall difference in job satisfaction between the two sectors. The study concludes that while some factors differ, both sectors report general satisfaction with their jobs. It provides implications and recommendations to increase employee satisfaction and retention.
Job satisfaction is determined by how well a job meets or exceeds employees' expectations. It is influenced by both individual factors like personality and work values as well as situational factors under the employer's control. High job satisfaction is associated with better performance, more positive coworker relationships, higher customer satisfaction, lower absenteeism and turnover. Dissatisfied employees may express themselves through leaving their job, constructively addressing issues, passively waiting for change, or allowing work conditions to deteriorate.
This document summarizes an article titled "Why Companies Should Focus More on Achieving Happiness at Work" by Almas Sabir. The article discusses three main points:
1) Research has found a direct connection between happy, engaged workforces and business success. Studies show that happiness leads to a 12% increase in productivity while unhappy employees are 10% less productive.
2) Unhappy work environments negatively impact productivity and increase costs through absenteeism, health issues, and employee turnover. Miserable workers are more likely to be uncooperative and slack off.
3) The article provides tips for both employees and employers on achieving happiness at work, such as practicing positivity, finding meaning in one
The document discusses job satisfaction, including:
1) Defining job satisfaction and the factors that determine it such as personal expectations, work conditions, supervision, and promotion opportunities.
2) Explaining the outcomes of job satisfaction such as mental and physical health, organizational commitment, absenteeism, and productivity.
3) Identifying ways to measure job satisfaction using rating scales, interviews, and critical incidents.
4) Discussing theories of job satisfaction including content, process, and situational theories.
5) Explaining causes of job satisfaction such as company culture, interesting work, rewards, and low stress levels.
This document discusses job satisfaction. It defines job satisfaction as how much an employee likes or dislikes their job. It discusses ways to measure job satisfaction, such as single ratings or summation of scores. Key dimensions that influence satisfaction are listed as empowerment, job fulfillment, payment, work group, security, and work facilitation. Tips are provided for building job satisfaction, such as understanding your strengths, setting challenges, minimizing boredom, maintaining a positive attitude, and balancing work and life. The document also discusses the relationships between satisfaction, productivity, absenteeism, and turnover. Overall, people are generally satisfied with their jobs but tend to be less satisfied with pay and promotion opportunities.
This document discusses job satisfaction and its determinants. It defines job satisfaction as a pleasurable emotional state resulting from an employee's appraisal of their job. Job satisfaction can be influenced by factors such as relationships with supervisors, work environment, fulfillment from work, and personal adjustment. It is beneficial for organizations as it can reduce absenteeism and turnover. The document also outlines several determinants of job satisfaction, including age, and lists steps that organizations can take to improve employee satisfaction, such as selecting the right employees for jobs, providing good working conditions and incentives, and evaluating employee performance.
Values and attitides and its impact on managerial actionsKyla Marie Ola
Values and attitudes impact managerial actions. Attitudes are applications of values that affect behavior. There are three types of attitudes relevant to management: job satisfaction, job involvement, and organizational commitment. Job satisfaction occurs when employees find their work interesting and enjoy a stress-free environment with appreciation. Job involvement involves internalizing the value of work, which increases satisfaction and commitment while reducing fatigue. Organizational commitment encompasses loyalty to an organization, alignment with its goals, and a willingness to further its goals. Managers must display job satisfaction, involvement, and commitment to inspire these attitudes in subordinates.
Values and attitides and its impact on managerial actionsKyla Marie Ola
Values and attitudes impact managerial actions. Attitudes are applications of values that affect behavior. There are three types of attitudes relevant to management: job satisfaction, job involvement, and organizational commitment. Job satisfaction occurs when employees find their work interesting and enjoy a stress-free environment with appreciation. Job involvement involves internalizing the value of work, which increases satisfaction and commitment while reducing fatigue. Organizational commitment encompasses loyalty to an organization, alignment with its goals, and a willingness to further its goals. Managers should display job satisfaction, involvement, and commitment as attitudes to inspire these behaviors in subordinates.
Catherine GA values-based organization is comprised of emplo.docxcravennichole326
Catherine G
A values-based organization is comprised of employees that share the same core values of an organization. This form of structure operates under a different approach than the traditional structure which is more mechanical. A values-oriented organization structure is fashioned by a clear set of regulations and guidelines that assist in decision-making and generate a sense of togetherness. In a values-driven culture, workers find an alliance between their values and the organization’s values which produce a unified and motivated workforce (Tsa, 2011). Therefore values, attitudes, and personalities of employees play a significant role in work satisfaction and motivation.
According to Berg and Feij (2003), “Personality is not only relating to job performance criteria but is a determinant of attitudinal on effective job outcomes such as job satisfaction (p326).” It is crucial to hire applicants are the correct fit for a business (Berg & Feij, 2017). The idea that “happy workers are productive workers” was established in the 1930s and 1940s, mainly as an outcome of the Hawthorne studies at Western Electric. Based on those assumptions, managers concentrated on working conditions and the work environment to make employees happier. Then, in the 1980s, an analysis of the research proposed that the relationship between job satisfaction and job performance was not unusually high. A review of 16 studies that assessed job performance and satisfaction over time also linked job satisfaction to job performance and suggested the relationship mostly works one way: Satisfaction was a probable justification of better performance, but higher performance was not a factor of higher job satisfaction. It is not evident whether satisfaction causes productivity or productivity causes satisfaction. In other words, if an individual does a good job, they will by nature feel right about it. Also, higher productivity should increase your recognition, your pay level, and your likelihood of promotion. Cumulatively, these rewards, in turn, increase your level of satisfaction with the job. Satisfaction and commitment can lead to high levels of performance for some people, while for others, high performance is satisfying. When data were examined for satisfaction and productivity within organizations, it was discovered that organizations with more satisfied employees incline to be more efficient than organizations with less happy employees (Values, attitudes, and their effects in the workplace, n.d.).
Personality has an impact on all areas of a person's performance, even on reactions to situations at home as well as on the job. Not every personality is appropriate for every job position, so it's vital to identify personality traits and match employees with the tasks that relate to their characters. This can lead to higher productivity and job satisfaction while assisting the business to function more efficiently (Munroe, n.d.). It has been proven even when subordinate ...
This document discusses ways for improving self-quality and employee engagement at companies. It suggests that sincerely focusing on work and continuously improving one's skills can enhance self-happiness and career success. Survey results indicate employees who are sincere and happy in their work have better relationships, cope with stress better, and are more satisfied. The document recommends managers improve employee quality of life to motivate staff to accept new challenges and feel free, safe, and happy in their work, creating a stronger organizational performance.
Job Satisfaction & Engagement
U.S. Employee Engagement (2011-2015)
Exhibit 1.
The average percentage of U.S. workers engaged in their jobs is 32% in 2015.
Overall, just under half of American workers, 47%, are completely satisfied with their job, while 42% are somewhat satisfied, and a combined 11% are either completely or somewhat dissatisfied. (GALLUP)
Job Satisfaction
Employee Engagement
Relationship between Job Satisfaction & Employee Engagement
Job Satisfaction- the precondition of employee engagement
How to Achieve Employee Engagement by Improving Job Satisfaction?
Work Itself
Pay Satisfaction
Promotion
Co-workers
Overall
1. The work itself- “All about Passion”
Is your Work exciting?
Exciting work is key to engagement
Does the job match an employee's skills and interests?
Will accomplishing the work give them a sense of satisfaction?
2. Pay Satisfaction
EXHIBIT 2. Jung, H. S
Promotion & Engagement
Responsibilities change
Wage Increase
Way of Reward
An increase in job amenities (Vasilios D. Kosteas)
(Bigger space of office)
Co-workers & Employee Engagement
Why Co-workers are important?
How to Fostering Coworker Bonds
- company dinner on a regular basis
- Introduce and Welcome of New hires
- Avoiding internal competition
- Company Happy hours ( Melissa Herrett)
Work Cited
Employee Engagement Picture. http://www.espninja.com/wp-content/uploads/2013/09/employee-engagement-ladder2.png
Jung, H. S., & Yoon, H. H. (2015). Understanding pay satisfaction: The impacts of pay satisfaction on employees’ job engagement and withdrawal in deluxe hotel. International. Journal Of Hospitality Management, 4822-26. doi:10.1016/j.ijhm.2015.04.004
Wiley, Jack. 2010, SEP, 14. Exciting work is key to engagement. http://www.management-issues.com/opinion/6040/exciting-work-is-key-to-engagement/
Page 6 picture. http://money.cnn.com/2015/04/28/pf/employee-job-satisfaction/
Mellisa, Herrett. http://www.avatarsolutions.com/blog/drivers-of-employee-engagement-coworkers/-teamwork
Questions?
Thank you!
Job Satisfaction- the precondition of employee engagement
Introduction
Employee engagement has emerged as one of the most significant concept in the work place. Before reading Pink’s book, Drive, I would still live in the world of “Drive 2.0”. Most people consider money or other external rewards are the main motivator for employees, however, Pink overthrow the traditional thoughts and stated that the intrinsic motivation is the strongest motivator for employees (Pink 2009). Pink mentioned three main ideas about how to encourage the intrinsic motivation: Autonomy; Mastery; Purpose. I classify those as the contributions of employees’ job satisfaction. This time, the purpose is to discuss the relationship between job satisfaction and employee engagement, and to see how to maximize employee engagement by improving job satisfaction.
In a way, employees are considered as “customers” of the organizations, to meet their needs.
A business case for joy in the work place. This case answers the questions, is it worth creating a joyful team, who is accountable for joy in the workplace and how does joy at work contribute to the bottom line.
Job satisfaction is defined as how much people like or dislike their jobs. It is influenced by factors like the work itself, pay, coworkers, supervision, and benefits. High job satisfaction benefits both workers and organizations by increasing productivity, commitment, and well-being while reducing absenteeism and turnover. Organizations can promote job satisfaction through flexible work arrangements, training, interesting work, responsibility, feedback, and competitive compensation. Both management and workers must work together to ensure a satisfying work environment.
The Employee Experience Platform - Empower Employees, Employee Motivation, Em...Xoxoday
The document discusses the need for organizations to shift from a focus on employee satisfaction to creating a positive employee experience. It notes that the new era of engagement must make employees' social and emotional needs the center of the business. This will lead to meaningful and lasting change within the organization. The employee experience should include opportunities for growth, continuous feedback, recognition, collaboration, autonomy, and ensuring work is meaningful and promotes well-being. Weaving these threads into an employee's journey will create a positive employee experience.
High talent employees, hope and job satisfactionGavin Suss
This document summarizes a study on the relationship between hope, job satisfaction, and employee performance. The study found that high talent employees at one company expressed high levels of hope. Employees with higher hope scores reported greater job satisfaction and a stronger belief that they were performing well and adding value to their employer. Hope was positively correlated with job satisfaction for both male and female employees. Younger employees under age 30 showed the strongest correlations between hope and job satisfaction. The study concludes that fostering hope can benefit organizations by increasing employee satisfaction, performance, and contributions to the company's success.
It seems like you're providing information about the publication process of the International Journal of Advanced Publication Practices. This information outlines the fast publication schedule and peer-review process by the journal of the appears to prioritize a fast and efficient publication process while maintaining the quality and integrity of the research it publishes of the original research papers.
Similar to Whitepaper: S.M.I.L.E.S: The Differentiating Quotient for Happiness at Work - Happiest Minds (20)
The financial volatility unleashed by the
pandemic has opened the doors of opportunity
for Banking and Financial Services (BFS)
companies. Technology-driven digital
transformation is expected to drive further shifts
in this new normal.
The industry will witness the adoption of
innovative technologies driven by emerging
trends. BFS organizations will increasingly
undertake digital transformation to broaden
their capabilities, and maturing FinTechs will
forge partnerships that drive disruptive growth
and customer-focused innovation.
Here, we explore some trends that will shape
the future of the BFS industry
The most prevalent trend in today’s
financial services industry is the shift to
digital, specifically mobile and online
banking. In the era of unprecedented
convenience and speed, consumers don’t
want to trek to a physical bank branch to
handle their transactions. While on the one
hand, banks are releasing new features to
attract more customers and retain the
existing ones, on the other hand, startups
and neo banks with disruptive banking
technologies are breaking into the scene.
The use of Artificial Intelligence (AI) in the
banking industry can revolutionize the way
banks operate and provide services to
their customers, improving eciency,
productivity, and customer experience.
In the age of disruption, manufacturers need to
constantly find innovative ways to overcome challenges
like data sitting in silos, downtime (which could be
prevented), rigid production and labor shortage issues.
Companies need to listen to their operators and
technicians and enable them to have a say in the
day-to-day processes. Issues like being unable to find a
product/part on the floor lead to unnecessary delays,
miscommunication, and dissatisfaction among workers
The banking, financial services, and insurance (BFSI)
sector has been at the forefront of adopting AI and
machine learning technologies. AI has enabled these
industries to automate processes, reduce costs, and
improve the customer experience. With the advent of
digitization and the increasing amount of data available,
banking, financial services, and insurance companies have
been leaders in using AI and machine learning.
Metaverse has become ae buzzword in the tech industry. Not a single day goes by without a mention of it
in the media, especially around investments, startups building components, new platforms being
announced and large companies entering this world of digital engagement. There is undeniably a huge momentum of an almost real 3D virtual world, and the clarion call was perhaps Facebook rebranding itself
as Meta which will perhaps be remembered as a red letter moment in the evolution of the Metaverse.
Content is one of the most commonly consumed resources in online marketplace. Still,
most organizations struggle to effectively monetize it. Inability to implement viable
and scalable monetization methods not only keeps organizations from discovering
growth opportunities, but can also lead to poor customer experiences.
Digitalization has transformed the way business’s function. With the evolution of technologies, attackers are also evolving. They are finding innovative and more invasive ways to attack organizations. Due to this, the organization's security operations center (SOC) is expected to be
more agile and dynamic in detecting and responding to attacks. Most organizations' security operations and incident response teams are overworked due to high volumes of security threats and alerts that they need to manage every day.
Cloud technology is no longer a new player in the market,
but it’s a mature and integral part of the IT landscape and a
key parameter in driving business growth. It is an
indispensable topic among CXOs. A research by Fraedon has
found that almost half of the banks find their legacy
systems to be the biggest hindrance in their growth.
Client is the leader in work orchestration and observability. Software platform helps enterprises more effectively plan, orchestrate and audit the human and automated activities that drive critical events, such as technology releases, resilience testing, operational readiness and major incident recovery.
A Robust Privileged Access Management (PAM) forms the
cornerstone of an enterprise cybersecurity strategy, providing greater visibility and audibility of an organization's
overall credentials and privileges.
The global disruption due to the pandemic has massively impacted organizations and the way they function.
Organizations are shifting towards a virtual environment by adopting cloud and automation to support,
monitor, and deploy exceptional service to their end-users. But how to keep the end-users connected to the
digital workplace securely during disruption is a big challenge
Let us understand some of the infrastructural and
security challenges that every organization faces today
before delving into the concept of securing the cloud
data lake platform. Though Data lakes provide scalability,
agility, and cost-effective features, it possesses a unique
infrastructure and security challenges.
European government in 2016 adopted General Data Protection Regulation (GDPR) and was
put into effect on May 25, 2018, replacing the 1995’s Data Protection Directive to protect the
personal information of EU citizens. GDPR aims to govern personal data processing and ensure
processing is fair and lawful. It is also designed to emphasize the fundamental right to privacy.
Aure Bastion is a PaaS solution for your remote desktop which is more secure than the
jump server. It comes with web-based login, and never expose VM public IP to the
internet. This service will work seamlessly on your environment using VM’s private IP
address within your Vnet. Highly secure and trustable.
The Retail industry today is dealing with the concerning challenge of rising costs of transportation,
driven by a shortage of trucks and truck drivers, availability of raw material and unprecedented
demand spikes across categories. Retailers like Bed Bath & Beyond have recently warned investors
about the impact of rising freight costs on earnings. As overall freight costs can constitute up to
10% of total expenditure, efficiency in freight invoice management is critical to managing
transportation budgets
The freight ecosystem is vast and complex with many interconnected functions starting from sourcing, manufacturing to bringing products to the consumer. Any organization dealing with
movement or purchase of freight (goods) needs a control mechanism to ensure accuracy of dealing with freight invoices received from carriers.
Tool Integration is an effective technique of integrating tools of the same or different classes to build a robust tool framework to support various business operations.
The Retail industry today is dealing with the concerning challenge of rising costs of transportation,
driven by a shortage of trucks and truck drivers, availability of raw material and unprecedented
demand spikes across categories. Retailers like Bed Bath & Beyond have recently warned investors
about the impact of rising freight costs on earnings. As overall freight costs can constitute up to
10% of total expenditure, efficiency in freight invoice management is critical to managing
transportation budgets.
Freshworks Rethinks NoSQL for Rapid Scaling & Cost-EfficiencyScyllaDB
Freshworks creates AI-boosted business software that helps employees work more efficiently and effectively. Managing data across multiple RDBMS and NoSQL databases was already a challenge at their current scale. To prepare for 10X growth, they knew it was time to rethink their database strategy. Learn how they architected a solution that would simplify scaling while keeping costs under control.
Have you ever been confused by the myriad of choices offered by AWS for hosting a website or an API?
Lambda, Elastic Beanstalk, Lightsail, Amplify, S3 (and more!) can each host websites + APIs. But which one should we choose?
Which one is cheapest? Which one is fastest? Which one will scale to meet our needs?
Join me in this session as we dive into each AWS hosting service to determine which one is best for your scenario and explain why!
Northern Engraving | Nameplate Manufacturing Process - 2024Northern Engraving
Manufacturing custom quality metal nameplates and badges involves several standard operations. Processes include sheet prep, lithography, screening, coating, punch press and inspection. All decoration is completed in the flat sheet with adhesive and tooling operations following. The possibilities for creating unique durable nameplates are endless. How will you create your brand identity? We can help!
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/temporal-event-neural-networks-a-more-efficient-alternative-to-the-transformer-a-presentation-from-brainchip/
Chris Jones, Director of Product Management at BrainChip , presents the “Temporal Event Neural Networks: A More Efficient Alternative to the Transformer” tutorial at the May 2024 Embedded Vision Summit.
The expansion of AI services necessitates enhanced computational capabilities on edge devices. Temporal Event Neural Networks (TENNs), developed by BrainChip, represent a novel and highly efficient state-space network. TENNs demonstrate exceptional proficiency in handling multi-dimensional streaming data, facilitating advancements in object detection, action recognition, speech enhancement and language model/sequence generation. Through the utilization of polynomial-based continuous convolutions, TENNs streamline models, expedite training processes and significantly diminish memory requirements, achieving notable reductions of up to 50x in parameters and 5,000x in energy consumption compared to prevailing methodologies like transformers.
Integration with BrainChip’s Akida neuromorphic hardware IP further enhances TENNs’ capabilities, enabling the realization of highly capable, portable and passively cooled edge devices. This presentation delves into the technical innovations underlying TENNs, presents real-world benchmarks, and elucidates how this cutting-edge approach is positioned to revolutionize edge AI across diverse applications.
"Choosing proper type of scaling", Olena SyrotaFwdays
Imagine an IoT processing system that is already quite mature and production-ready and for which client coverage is growing and scaling and performance aspects are life and death questions. The system has Redis, MongoDB, and stream processing based on ksqldb. In this talk, firstly, we will analyze scaling approaches and then select the proper ones for our system.
Digital Banking in the Cloud: How Citizens Bank Unlocked Their MainframePrecisely
Inconsistent user experience and siloed data, high costs, and changing customer expectations – Citizens Bank was experiencing these challenges while it was attempting to deliver a superior digital banking experience for its clients. Its core banking applications run on the mainframe and Citizens was using legacy utilities to get the critical mainframe data to feed customer-facing channels, like call centers, web, and mobile. Ultimately, this led to higher operating costs (MIPS), delayed response times, and longer time to market.
Ever-changing customer expectations demand more modern digital experiences, and the bank needed to find a solution that could provide real-time data to its customer channels with low latency and operating costs. Join this session to learn how Citizens is leveraging Precisely to replicate mainframe data to its customer channels and deliver on their “modern digital bank” experiences.
The Microsoft 365 Migration Tutorial For Beginner.pptxoperationspcvita
This presentation will help you understand the power of Microsoft 365. However, we have mentioned every productivity app included in Office 365. Additionally, we have suggested the migration situation related to Office 365 and how we can help you.
You can also read: https://www.systoolsgroup.com/updates/office-365-tenant-to-tenant-migration-step-by-step-complete-guide/
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
Connector Corner: Seamlessly power UiPath Apps, GenAI with prebuilt connectorsDianaGray10
Join us to learn how UiPath Apps can directly and easily interact with prebuilt connectors via Integration Service--including Salesforce, ServiceNow, Open GenAI, and more.
The best part is you can achieve this without building a custom workflow! Say goodbye to the hassle of using separate automations to call APIs. By seamlessly integrating within App Studio, you can now easily streamline your workflow, while gaining direct access to our Connector Catalog of popular applications.
We’ll discuss and demo the benefits of UiPath Apps and connectors including:
Creating a compelling user experience for any software, without the limitations of APIs.
Accelerating the app creation process, saving time and effort
Enjoying high-performance CRUD (create, read, update, delete) operations, for
seamless data management.
Speakers:
Russell Alfeche, Technology Leader, RPA at qBotic and UiPath MVP
Charlie Greenberg, host
Generating privacy-protected synthetic data using Secludy and MilvusZilliz
During this demo, the founders of Secludy will demonstrate how their system utilizes Milvus to store and manipulate embeddings for generating privacy-protected synthetic data. Their approach not only maintains the confidentiality of the original data but also enhances the utility and scalability of LLMs under privacy constraints. Attendees, including machine learning engineers, data scientists, and data managers, will witness first-hand how Secludy's integration with Milvus empowers organizations to harness the power of LLMs securely and efficiently.
Fueling AI with Great Data with Airbyte WebinarZilliz
This talk will focus on how to collect data from a variety of sources, leveraging this data for RAG and other GenAI use cases, and finally charting your course to productionalization.
Monitoring and Managing Anomaly Detection on OpenShift.pdfTosin Akinosho
Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
- Discover ArgoCD, a declarative, GitOps continuous delivery tool for Kubernetes, and its role in deploying applications on edge devices.
4. Deployment Using ArgoCD for Edge Devices
- Step-by-step guide on deploying anomaly detection models on edge devices using ArgoCD.
5. Introduction to Apache Kafka and S3
- Explore Apache Kafka for real-time data streaming and Amazon S3 for scalable storage solutions.
6. Viewing Kafka Messages in the Data Lake
- Learn how to view and analyze Kafka messages stored in a data lake for better insights.
7. What is Prometheus?
- Get to know Prometheus, an open-source monitoring and alerting toolkit, and its application in monitoring edge devices.
8. Monitoring Application Metrics with Prometheus
- Detailed instructions on setting up Prometheus to monitor the performance and health of your anomaly detection system.
9. What is Camel K?
- Introduction to Camel K, a lightweight integration framework built on Apache Camel, designed for Kubernetes.
10. Configuring Camel K Integrations for Data Pipelines
- Learn how to configure Camel K for seamless data pipeline integrations in your anomaly detection workflow.
11. What is a Jupyter Notebook?
- Overview of Jupyter Notebooks, an open-source web application for creating and sharing documents with live code, equations, visualizations, and narrative text.
12. Jupyter Notebooks with Code Examples
- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
Ivanti’s Patch Tuesday breakdown goes beyond patching your applications and brings you the intelligence and guidance needed to prioritize where to focus your attention first. Catch early analysis on our Ivanti blog, then join industry expert Chris Goettl for the Patch Tuesday Webinar Event. There we’ll do a deep dive into each of the bulletins and give guidance on the risks associated with the newly-identified vulnerabilities.
How information systems are built or acquired puts information, which is what they should be about, in a secondary place. Our language adapted accordingly, and we no longer talk about information systems but applications. Applications evolved in a way to break data into diverse fragments, tightly coupled with applications and expensive to integrate. The result is technical debt, which is re-paid by taking even bigger "loans", resulting in an ever-increasing technical debt. Software engineering and procurement practices work in sync with market forces to maintain this trend. This talk demonstrates how natural this situation is. The question is: can something be done to reverse the trend?
Whitepaper: S.M.I.L.E.S: The Differentiating Quotient for Happiness at Work - Happiest Minds
1. S.M.I.L.E.S.1: The Differentiating Quotient for Happiness at Work
Sharon S. Andrew | 13 June 2011
Workplace Happiness
Happiness may be defined as the experience of frequent positive affect, infrequent negative affect and an
overall sense of satisfaction with life as a whole (Myers & Diener, 1995).
To win customers’ hearts, an organization needs engaged employees who actively transmit their
enthusiasm to customers. Satisfying customers is crucial to a business—there is a great deal of evidence
for a causal link between happy customers and higher profits. And satisfying employees is a worthwhile
aim in itself for many reasons. It is important to engage employees by giving them both reasons and ways
to please customers; then acknowledge and reward appropriate behavior.
It is a very simple hypothesis: in order to have happy, satisfied and loyal customers, organizations should
have happy, satisfied and loyal employees. Southwest Airlines’ Chairman Herb Kelleher has said that he
puts employees first, “because if you have happy employees, that will lead to happy customers”. People
can make a phenomenal difference if they are tapped into, leading to a highly-committed workforce.
Dr Laurel Edmunds and Jessica Pryce-Jones have researched the issue of happiness at work at length and
from their findings have defined Workplace Happiness thus: “Happiness at work is about mindfully
making the best use of the resources you have, to overcome the challenges you face. Actively relishing
the highs and managing the lows will help you maximize your performance and achieve your potential.
And this not only builds your happiness but also that of others – who will be affected and energized by
what you do.”
Why is Workplace Happiness Important?
University of Illinois Professor Edward Diener, a pioneering researcher on ‘subjective well-being’ (his
term for happiness) points out that nobody can tell a person that he or she is, or should be, happy. Nor is
there a set of circumstances that guarantees that the person experiencing them will be happy. Instead,
happiness is an entirely subjective feeling of well-being experienced by the person, characterized by the
presence of positive emotions and the absence of negative emotions. It is subjective in that the person can
report whether or not he or she is happy, but an outside observer will not be able to make that same
judgement, because well-being is entirely in the mind of the subject.
1
www.happiestminds.com
2. The question of whether happy workers matter to firm performance has been asked for nearly a century.
Recent work by the University of Nevada' Tom Wright and the University of Arizona’s Russell
s
Cropanzano makes the case that happy employees — defined broadly using the metrics of subjective
well-being — demonstrate superior job performance — that is, happy employees are better employees. In
addition, they suggest that happy employees are more sensitive to opportunities in the work environment,
more outgoing and helpful to co-workers, and more optimistic and confident — all of which are positive
features for the organization.
A study by Northwestern University’s Forum for People Performance Management and Measurement
broke ground by focusing on employees who do not have direct contact with customers. It nevertheless
showed a direct relationship between how employees feel and customer attitudes, concluding that any
company that wants to directly impact its bottom line can measure employee satisfaction and know that
improvements to it will drive profitability.
What Generates Happiness?
Research into subjective well-being confirms that certain readily-expected features correlate positively
with happiness.
Physical health generates happiness — although past a basic level of healthiness, more health doesn'
t
generate more happiness.
Physical safety generates happiness — although again, more of the same doesn’t generate more happiness
after a certain point.
Wealth does generate happiness, but for many, only upto a point. Once a person passes the point of being
able to afford ‘the normal cost of everyday life’, more wealth can increasingly be accompanied by less
happiness, not more. And with high levels of wealth come increased complications and worries, including
concerns about losing the level of wealth one once had.
There are community-related drivers of happiness. Individuals develop their sense of identity from
feeling pride in their place in their relevant community (inside the organization and outside it) and respect
for the stature of that community. Positive pride and respect generate positive identification by the
individual with the community. The benefit to a firm, of an employee feeling a positive sense of pride
from, respect for, and identification with the firm is a happy employee who will willingly go beyond
strictly set-out mandatory behaviours to engage in helpful discretionary behaviours.
3. Community related drivers of happiness are one’s perceived value in the eyes of the relevant community,
how much one values the community in question and the degree to which the community is valued by
others outside of it. These drivers of happiness are interrelated, and can either reinforce each other or
undermine each other. When working in tandem, they can generate the significant happiness a person
feels from being a highly-valued member of a community that they value highly and one that is valued
more highly by outsiders.
Other Drivers of Workplace Happiness
Fairness
“I’m happy when I am treated fairly”
Being valued
“I’m happy as long as I feel the organization values me and is committed to me as an employee”
Trust
“I have to feel trusted by my boss and have a good working relationship with him/her”
Meaning
“I understand the aims of my organization and the role I play in helping achieve this”
Utilization
“Happiness for me means being able to develop my full potential at work”
Autonomy
“I need to feel empowered and have a sense of autonomy in my job, in order to be happy in it”
Positive Emotion
“I experience positive feelings at work”
Work Engagement
“I like work that engages my attention”
Rewarding Relationships
“I feel a sense of fulfilment when I have a good relationship with colleagues and supervisors at work”
Challenge of Work
“I am involved with my task and time seems to fly”
Sense of Purpose
“My work offers exciting challenges; I believe I am doing something worthwhile at work”
Leader Influence
“My supervisor’s influence determines whether I like my work or not”
Work Life Balance
“I am happy at work as long as it does not intrude into my personal life”
Holistic Approach
“My work gives me a sense of being, becoming and belonging”
4. Creativity
“My work provides me with creative opportunities, complex problems and challenging tasks”
Work
Enjoyment
Workplace Work
Community Enrichment
Work
Workplace Relation-
Leadership ships
Work Work-life
Equity Balance
Workplace
Happiness
Work Work
Engagement Variety
Work Work
Meaning- Teams
fulness
Work Work
Reward Recognition
Role of Leadership in Workplace Happiness
A leader who aims to nurture employee happiness must develop operating systems and a culture that
reinforce the role of the individual within the context of the community. If each individual employee is
unaware of what community they are a part, and how that community measures their value as a member,
the firm will be incapable of being a positive force in helping the individual be happy as a member of the
firm. He or she may be happy, but their happiness will derive from sources outside of the firm, and he or
she will not give the firm any credit for their sense of well-being.
5. In order for individuals to relate to communities within a firm, there have to be communities to relate to.
Leaders should view their firm as a nested set of communities, with individuals as the key components of
each. Hence, the nurturing of communities — both sub-segments of the firm such as work-groups or
divisions and the overall community of the firm — is a key task for business leaders.
The drivers of happiness explain why social events such as staff picnics, employee fundraising initiatives,
holiday parties, award banquets and intra-firm sports tournaments are not trivial, but rather essential.
They define and enhance communities, providing a vehicle for generating the value of individuals and
representing an important component of their happiness.
In order to create a community that members respect and with which members identify, community
members must feel four things: that they are able to participate in problem resolution in their community;
that authority figures in their community demonstrate neutrality in decision-making; that authority figures
in the community are trustworthy; and that as members, they are treated with dignity and respect.2
Research Findings and Implications
Emotional Intelligence and Workplace Happiness
Daniel Goleman’s analysis of 181 jobs in 121 organizations found that emotional competencies were the
best differentiator between star performers and typical performers. While IQ accounts for only about 10%
of the variance in job performance, the biggest difference is made by abilities such as being able to handle
frustrations, identifying others’ emotions, controlling own emotions and getting along with other people
(Rosenthal, 1977 Snarey and Vaillant, 1985 Sternberg, 1996). Hay McBer’s study of hundreds of
executives at 15 global organizations, including Pepsi, IBM and Volvo found that two thirds of the
competencies deemed essential to success were emotional competencies. Findings suggest a direct
relationship between Emotional Intelligence (the ability to become aware of even subtle changes in one’s
and others’ emotional tones and to control them, to keep calm in the midst of pressure, to initiate and
maintain healthy relationships with others, and to maintain an optimistic outlook towards life) and
Happiness, with the former leading to a greater experience of the latter (Mayer, 1990 Goleman, 1995
Saarni, 1999 Salovey and Salovey et al., 1995 Schutte et al., 2002).
Happiness is dispositional in nature, rather than being circumstantial (Myers & Diener, 1995). Four traits
consistently found to mark happy people are actually components of Emotional Intelligence: Self esteem,
a sense of control, optimism and extraversion. (Myers and Diener, 1995). Building social bonds have
been found to be especially contributive towards long term Happiness (Burt, 1986 Cohen, 1988 House,
Landis, & Umberson, 1988 Pavot et al., 1990).
2
Tom Tyler, New York University
6. Tenure and Workplace Happiness
Findings from a study by David Sirota, co-author of The Enthusiastic Employee: How Companies Profit
by Giving Workers What They Want reveal that employee happiness actually starts out pretty high, but it
declines significantly, the longer a person works for their employer. Based on a survey of 1.2 million
employees between 2001 and 2004, the study showed that employee job satisfaction (on a 100-point
scale) averages out as follows: 6 to 8 months – 80; 1 to 5 years – 69; and 6 to 10 years – 68.
Another study found that people who have been with their current employer for two years or less are the
happiest, with 82 per cent who are very or fairly happy. However, only 76 per cent of people who have
been with their employer for 10 years or more describe themselves as happy.
Why does happiness decline over time and what does this tell us about how effective organizations are at
retaining their talent?
Possibly there is a lack of investment in finding out what engages the staff and responding to those needs.
There may be a boredom threshold that is reached which leads to a sense of dissatisfaction and a decline
in happiness.
It would seem that a large proportion of workers are fundamentally unhappy with their work life, and
getting considerably less happy over time. Rather than reaping the rewards of the power of happiness,
firms are suffering from employees with low levels of happiness, which is associated with being highly
sensitive to perceived threats in their environment, being defensive and cautious with their co-workers,
and less optimistic and confident.
Organization Size and Workplace Happiness
It is interesting to note that people are happiest working for smaller organizations with between 20 and
100 employees. Eighty-six per cent of these employees claim to be happy. Organizations with over 1000
staff have slightly fewer employees who describe themselves as happy (Seventy-eight per cent).
Role Tenure and Workplace Happiness
Those who are the least happy have been in the same role for eight years or more (75 per cent), whereas
those who have been in their current job for less than a year are much happier (83 per cent). For larger
organizations in particular, this may indicate the need to proactively modernise roles or to move people
on to new challenges earlier in order to refresh their interest. Proactive career management in
organizations is a way to ensure that people are being provided with new and challenging opportunities.
7. Sector and Workplace Happiness
There is little difference between levels of happiness of employees in the private and public sectors.
However the voluntary and not-for-profit sector contains both the largest proportion of happy people (26
per cent are very happy) and the largest number of unhappy staff (24 per cent are somewhat or very
unhappy). This dichotomy could be due to the vocational and rewarding nature of working in that
industry but also the tendency for lack of career development and frequently poor financial reward.
Work Nature and Workplace Happiness
People who work part-time are happier than those working full-time. This suggests that those who work
part-time feel happier due to a healthy work-life balance and perhaps since their work plays a less
significant role in their lives they require less to be happy. At 71 per cent, those on fixed-term contracts
are the least happy, further emphasising the importance of a strong work community and a sense of
belonging, which many contractors may be denied; or possibly the importance of security in work,
another concept described by motivation theorists as a baseline requirement.
Gender and Workplace Happiness
Despite a dearth of women at the helm of organizations, women feel more job satisfaction than men.
Eighty-two per cent claim to be happy in their jobs compared to 78 per cent of men.
Age and Workplace Happiness
At 85 per cent, those aged 55+ are the happiest employees, possibly because they have reached the
pinnacle of their career. This resonates with a study conducted by the Employers’ Forum on Age (EFA)
in 2005 which found that people in their sixties are the happiest at work. The next happiest age group is
the under 25’s at 80 per cent, who are no doubt excited as they start to build a career. Those who are least
happy are employees in their 40’s (77%) who face the prospect of working for at least another 20 years.
It has been found that early years’ happiness falls drastically in a person’s 40’s3. The levels of happiness
are higher in a person’s younger and older years, but tends to hit bottom in the mid 40’s regardless of
gender or geography. This Happiness Curve, however, can be controlled by taking proactive action that
will keep life/work balance tipped toward the upper reaches of the curve.
Engagement and Workplace Happiness
Engagement and happiness can be understood in terms of how much employees care about the success of
their organization, and how much they feel they personally contribute to their organization’s success.
There is a clear link between happiness at work, and how much people care about the success of the
Oswald, Andrew and Blanchflower, David (2010). Social Science and Medicine
8. organization. There is a lesson for leaders here. If the employees are treated fairly and if good lines of
communication are ensured, it will help them feel happier, which in turn encourages them to give more
discretionary effort. Sadly, it is quite clear that those who are less happy at work care less about the
success of the organization.
Leadership and Workplace Happiness
The importance of leadership and its criticality to an organization cannot be overemphasized. Workers at
every level form impressions regarding whether they are valued and respected, from important cues that
emanate from their environment, especially those that come from the leaders that they report into
(Gmelch and Miskin, 1993; Fryer and Lovas, 1991). These impressions are translated into feelings, either
positive or negative, that become the principal component of a employee’s happiness at the workplace.
Research has found a significant impact of leadership behaviours on Job Satisfaction and Workplace
Happiness. A study4 used regression analysis to estimate the strength of relationships between Happiness
at the Workplace and Leadership behaviours. Happiness at the Workplace and Servant-leadership
behaviours were found to be highly correlated at .973 with a co-efficient of determination of .946,
indicating that 95% of the variance in Happiness at the Workplace could be directly attributed to the
characteristics of the leader.
The Smiles Center for Happiest Minds
It is imperative that Workplace Happiness is important for every person and every organization. There is,
therefore a felt need at Happiest Minds Technologies for a nerve center that would be responsible for
generating and sustaining employees’ workplace happiness.
Motto
Happiest Minds. Healthiest Hearts. Harmonious Lives.
Purpose
The purpose of The Smiles Center for Happiest Minds is to help every Happiest Mind find more
happiness at work, life satisfaction and meaning.
Role
Happiness Evangelist
4
Andrew, S.S. (2009). The Servant Shepherd: A New Leadership Paradigm for Job Satisfaction and Happiness at the
Workplace. In S. S. Sengupta (Ed.), Integrating Spirituality and Organizational Leadership, Macmillan Publishers, pp 377 –
391
9. Role Definition
The functions of the Happiness Evangelist are:
• to assimilate the culture of the organization that is built on the key values of Sharing, Mindful,
Integrity, Learning, Excellence and Social Responsibility (S.M.I.L.E.S.);
• to ensure that these values are an integral part of the organizational fabric and form the
foundation of long-term relationships and lasting partnerships;
• to create a work climate/culture that fosters the values of S.M.I.L.E.S. in every facet of the
organization;
• to sustain this culture through the long term, scalable across geographies, businesses and numbers
of employees;
• to develop a valid and reliable measurement instrument that measures the Workplace Happiness
Quotient of every Happiest Mind, that will be designed to help every employee objectively
identify their perceived or self-described frequency of behaviors;
• to support the onset of positive behavioral change at work by offering development strategies to
enhance the Workplace Happiness Quotient while dealing with limiting behaviours;
• to enable employer brand building efforts by harnessing the best from employees during their
employment;
• to be a role-model and walk the talk; be a Happiness Ambassador and navigator;
• to train and facilitate new Happiness Ambassadors;
• to be a mentor and coach to Happiest Minds through an open, collaborative, ‘employee champion’
approach;
• to cultivate among Happiest Minds a culture of continuous learning and performance;
• to engage in sustained research and provide recommendations for internal and external learning
programs that align with the organization’s ethos and employees’ needs; and
• to reinforce the Mission, Vision and Values of the organization by establishing thought leadership,
communications and articulations, both within and without.
How to drive Workplace Happiness?
• By creating a community of Happiest Minds, a community where they have a feeling of
belonging, a feeling that members matter to one another and to the group and a shared faith that
member needs will be met through their commitment to be together.
• By instilling the values of S.M.I.L.E.S that every Happiest Mind understands that all that the
organization stands for and all that is being done will revolve around the values espoused.
• By endeavouring to combine efficient work with a balanced life.
• By encouraging people to connect, communicate and celebrate the essence of life along with
work.
10. • By fostering a culture of expression by open feedback and mechanisms which provide a platform
to employees to give continuous feedback (Dipstick surveys, opinion polls, special blogs and chat
forums) and suggestions on generic and specific areas.
• By empowering employees to act as change agents and revolutionize ways of operation with fresh
perspectives.
• By building a network of transparent lasting relationships within the organization that exhibit
integrity and mutual trust.
• By embracing and respecting diversity while working together as One.
• By believing that the organization is a melting pot of cultures.
• Dialogue and Development for Diversity that highlights the importance of diversity and
inclusivity at the workplace. The workplace should recognize the unique skills of
professionals irrespective of gender, religion or nationality.
• Creating a Common awareness among employees about the languages and cultures of the
geographies in which the organization operates.
• By nurturing a learning environment and innovative thinking.
• By striving to be an eco-friendly organization and inculcate good corporate citizenship.
• By establishing a corporate social responsibility plan that will give each Happiest Mind the
opportunity to work together on projects that benefit the community outside.
Conclusion
Individuals who find their lives (inside and outside of work) rewarding and fulfilling are generally more
successful in the workplace. People with happy dispositions are likely to be more proactive and resilient
to adverse conditions and less prone to stress symptoms. They also show a passion for their work and take
great pride in a job well done.
Employees who employ a happy disposition in their workplace are generally seen by their co-workers as
likeable and fun to be around. This positive attitude generally proliferates around the office and affects
others working around them. Showing high levels of happiness helps to empower and motivate co-
workers, especially when they are faced with difficult situations. The positive emotions associated with
happiness are beneficial to overcoming obstacles since positive emotions expand the selection of potential
thoughts and actions that come to mind when trying to solve problems. Positive emotions foster the desire
to explore, to take on new information and to think outside the box.
Nic Marks5 suggests that happy employees are crucial to the future success of a business and that building
on what makes people happy at work is more effective that just fixing what makes them unhappy. Thus,
5
Marks, Nic (2006). Happiness is a serious business, People Management, December 2006
11. employees who enjoy good working relationships, receive proactive career development, feel valued by
the organization and well treated in times of change are likely to be contributing the most to a business.
Furthermore, they will be ambassadors for the organization, sending out positive messages to the outside
community and enhancing the employer brand.
It is perceived wisdom that happy employees are likely to be more motivated, engaged, committed, and
loyal to their employers. They also tend to go the extra mile for customers and are favourable about their
organization – they are advocates for their employer. This would have a positive effect on productivity
and therefore profitability. If this wisdom is borne out, then keeping employees happy while they are at
work is a fundamental challenge for employers.
Mother Teresa said that one of the greatest diseases was ‘to be nobody to anybody.’ All of us strive to
make our mark on the world and want to feel that our lives are worthwhile — and the work we do is a
critical component of our legacy. If we believe that our work has meaning and that we are valued for what
we do, this encourages us to remain involved and to seek the next level of achievement.
Three components that contribute to our overall happiness are: who we are – our Being; our context – our
Belonging; and our perception of our future – our Becoming (Dutton and Edmunds, 2007). Being happy
has far reaching business benefits.6 While it is dependent largely on the leadership style, happiness
restores humanity to the workplace so that everyone thrives in every way.
Leaders create institutions and communities and transform the quality of relationships within
organizations. Our profession, our communities and our world desperately need individuals with passion,
warmth, discipline, compassion, and humility. Our organizations need leaders who create satisfied and
happy employees who can help create resilient companies – ones that can withstand the challenges of an
ever changing, increasingly competitive marketplace.
Leaders need to harness the power of happiness. If the employees are happy, chances are they will stay —
physically and psychologically — with the job and with the organization, leading to improved
performance and service, and more loyal customers.
And that is powerful.
Martin Seligman, "Positive Psychology"
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