research on happiness at work

• Subscribe to journal Subscribe
• Get new issue alerts Get alerts

Secondary Logo

Journal logo.

Colleague's E-mail is Invalid

Your message has been successfully sent to your colleague.

Save my selection

The science behind happiness at work

Caraballo-Arias, Yohama a ; Feola, Daniela b ; Milani, Simona b

a Department of Medical and Surgical Sciences, Alma Mater Studiorum University of Bologna

b Division of Occupational Medicine, IRCCS Azienda Ospedaliero-Universitaria di Bologna, Bologna, Italy

Correspondence to Simona Milani, IRCCS University Hospital of Bologna S Orsola-Malpighi Polyclinic: IRCCS Azienda Ospedaliero- Universitaria di Bologna Policlinico di Sant’Orsola, via Albertoni n. 15, Bologna, Italy. Tel: +39 051 214 2757; e-mail: [email protected]

Purpose of review 

The aim of this review is to provide an update on recent advances of happiness at work.

Recent findings 

A search on PubMed about ‘happiness’ on 18 August 2023, shows 12 699 entries and 117 systematic reviews. When writing ‘happiness at work’ and filtering data for the last 20 months (1 January 2022, up to 23 August 2023), we identified 209 articles (2 reviews). We excluded 160 studies (e.g. those conducted on the general population), and after reading the full text, we excluded 18 studies, remaining 31. The authors have identified 34 factors influencing happiness at work, several instruments and 12 interventions strategies that have been found to improve happiness at work.

Summary 

Happiness at work is a crucial factor for organizational success and can contribute to reducing turnover and improving organizational loyalty. Different cultures and countries perceive happiness differently, and we must understand its complexity from a psychological, economical, social, and organizational perspective. Work-related well being has been associated with overall and subjective well being and life satisfaction. It is essential for organizations to commit to creating a positive work environment where employees feel valued and motivated while impacting job satisfaction, engagement, and meaningful work and productivity.

INTRODUCTION

Happiness is a complex and multifaceted concept that transcends cultural boundaries; it is a universal aspiration that has captivated the minds of philosophers, poets, everyday individual throughout history and, more recently, scientists. Yet its understanding remains elusive.

Recently, the scientific community has embarked on a quest to unravel the mysteries of happiness, seeking to uncover the underlying factors that contribute to well being at work. The idea of Happiness at Work is derived from psychology and economic studies. It is often considered as a synonym of ‘well being‘ and defined as a state characterized by a high level of life satisfaction, a prominent level of positive emotions, and less negative emotions [1▪▪] . Happiness at work is considered an umbrella concept, as it covers both individual and organizational aspects of working life [2] .

Everyone's job is a small world for him/her. In today's fast-paced and demanding work environments, the pursuit of happiness has become an increasingly important focus for both employees and organizations. However, happiness at work is inseparable from other life dimensions such as stability in matrimonial relationships and finances, involvement in leisure and religious activities, and being mentally healthy [3] . By examining the interplay between psychology, social factors, and work environment, we aim to provide what has been explored in terms of factors and tools to measure happiness, as well as the recent interventions at the workplace that have been performed in the last 20 months.  

Relevant articles were found through computerized literature searches of the PubMed/MEDLINE Database using the term ‘happiness at work’. All the articles published from 1 January 2022, through 23 August 2023, in English were included. The articles that did not focus on the relationship between happiness and work or did not provide information regarding the study population's work life, such as epidemiological studies, conducted on the general population, were excluded. The eligibility of each article was assessed independently by three researchers, and disagreements were resolved by consensus and literature consultation.

Articles were grouped according to the following criteria:

• (1) Factors that contribute to happiness at work.
• (2) Instruments to measure happiness at work.
• (3) Interventions for improving happiness at work.

We divided the information collected in three tables. Table 1 includes studies that evaluated the labour factors that contribute to happiness; Table 2 includes instruments used to assess happiness at work and Table 3 the interventions made and their effectiveness on happiness at work. Each table includes author and year of publication, country where the research was conducted, aim of the study, method used, population characteristics (e.g. subjects, age, sex) and the main results. Most of the articles could be included in any of the tables; however, in order to avoid overlaping information, we decided to include each article in the table that reflects the proper criteria and relevance of the category.

The literature research retrieved 209 articles published during the specified time window. After applying the fore mentioned exclusion criteria, 49 articles were read in full. Full-text examination led to the exclusion of an additional 18 studies. The final number of included studies was, therefore, 31.

To better understand the results, we categorized the overall studies as follows: 19 studies that described happiness factors, 6 articles that used specific instruments to measure happiness, and 6 articles on improving happiness at work with any intervention strategy.

Factors that contribute to happiness at work

Nineteen studies have been made evaluating the factors that can have an influence on happiness at work ( Table 1 ).

In the study by Muñiz-Velázquez et al. [4] , the researchers aim to explore the level of happiness experienced by public relations practitioners in Spain. They found that job satisfaction and the perception of a positive work environment were important factors contributing to happiness at work.

Charles-Leija et al. [5] conducted a study to investigate the relationship between meaningful work, happiness at work, and turnover intention. The finding revealed that meaningful work was positively associated with happiness at work and negatively associated with turnover intentions.

Muthukumaran et al. [3] delve into the crucial aspect of job satisfaction and happiness among firefighters. The findings showed a strong correlation between these factors: most of the respondents reported above-average levels of satisfaction and happiness at work, showing a positive work environment. Co-worker support and organizational commitment emerged as significant contributors to overall job satisfaction and happiness.

Kortsch et al. [6] investigated the effects of flexibilization of work location and working hours on happiness at work and affective commitment in the German banking sector. The results showed that remote work had a positive impact on happiness at work: the employees who had the freedom to choose their work location and working hours experienced higher levels of job satisfaction and the employees’ affective commitment to the organization also increased with implementing remote work.

The study by González-Rico et al. [7] aimed to identify burnout and engagement profiles among university workers and their impact on well being at work. The results showed that high levels of burnout were associated with lower well being at work, while high levels of engagement were associated with higher well being.

Schwitz et al. [8▪▪] conducted a critical narrative review on the importance of happiness in medical education: the review highlighted the need to prioritize happiness in medical education to enhance the well being and satisfaction of medical students and healthcare professionals.

Gil-Flórez et al. [9] explored the mediating role of psychological well being between satisfaction/frustration of basic psychological needs and healthy organizational outcomes. They found that satisfying basic psychological needs improves well being (work commitment and happiness) and leads to healthier organizational outcomes.

Ray's study findings [10▪▪] showed a positive association between work-related well being and individual subjective well being.

Calitz et al. [11] explored the factors that affect the happiness of South African veterinarians: workplace relationship, work–life balance, and job satisfaction were significant factors influencing happiness.

Magnavita et al. [12] found that anaesthesia residents trainees working on night shifts have shorter sleep times, increased daytime sleepiness, a higher heart rate and generally reported to be less happy than occupational health residents trainees who do not work at night.

Chu et al. [13] found that a healthy balance between work and home life when working from home (WFH), so WFH can help make employees feel happier and maintain good levels of work productivity.

The study by Pi et al. [14] found that ergonomic-based piano teaching positively impacted teachers’ physical and mental health, leading to an improvement in their sense of happiness.

Zheng's findings [15] showed a positive relationship between work commitment, human–machine facilitation, and task performance with career happiness and job performance among political teachers in a positive emotional environment.

Pigati et al. [16] conducted a study on the resilience and subjective happiness of physiotherapists during the COVID-19 pandemic: resilience positively influenced the quality of life and subjective happiness.

Yang et al. [17] examined the associations between overtime work, job autonomy, and employees’ subjective well being in China: job autonomy seemed to play a significant role in promoting employees’ subjective well being, while excessive overtime work had a negative effect.

Feng et al. [18] conducted a mixed research method study on the effect of perceived stress, family companionship, and mental health on the subjective happiness of Chinese healthcare workers: the findings showed that perceived stress negatively affected subjective happiness, while family companionship and mental health positively influenced it.

Badri et al. [19▪▪] explored the reciprocal relationship between happiness and life satisfaction of working adults in Abu Dhabi, suggesting a bidirectional relationship between these factors, with each variable positively influencing the other.

Otsuka et al. [20] explored the association between happiness and burnout: higher levels of happiness were associated with lower levels of burnout.

In the study by Shi et al. [21] , the findings revealed that higher levels of occupational exposure to either physical, chemical, biological, psychosocial, or biomechanical agents were associated with lower levels of job satisfaction and overall happiness among Chinese physician and nurses.

Thirty-four factors have been identified to influence happiness, such as job satisfaction, perception of a positive work environment, meaningful work, co-worker support, companionship, supervisor support, organizational commitment, flexibilization of work location, engagement, satisfying basic psychological needs, individual subjective well being, positive relationship with patients, flexibilization of working hours, workplace relationship, shorter sleep time, ergonomics, life satisfaction, job performance, resilience, overtime work, job control, overall work life balance, optimism, work stress, leisure, human–machine facilitation, physical activity, to have personal protective equipment, to have voluntary choices to work extra time, family companionship, involvement in religious activities, social support network, work experience, Corporate Social and Responsibility (CSR) promotion climate. All these factors seem to have an impact on the workers’ happiness perception.

Tools for measuring happiness at work

In the study conducted by Fitriana et al. [1▪▪] , the authors validated the Happiness at Work Scale across different cultures. The researchers collected data from participants in Indonesia and the United States of America and compared the results to ensure the scale's cross-cultural validity. The findings of the study provided substantial evidence that the Happiness at Work Scale holds strong psychometric properties across diverse cultures.

The main goal of the study conducted by Feitor et al. [2] was to assess the psychometric properties of the Portuguese version of the Shortened Happiness at Work Scale specifically for nurses: the results provided strong evidence of the Portuguese version's reliability and validity, making it a valuable tool for assessing happiness at work among nurses in Portuguese-speaking contexts.

Toledo et al. [22] undertook a study to validate the IWH-BEAT (Integrative Well Being and Engagement Assessment Tool) questionnaire, collecting data from a diverse sample of participants to examine the psychometric properties and evaluate the validity of the questionnaire. The results of the study confirmed the questionnaire's reliability and validity, further establishing it as a robust tool for assessing well being and engagement in the workplace.

Manfredi [23] conducted a study comparing health and wellness indicators among trainees (psychiatric residents and anaesthesiologist) and found high levels of resilience, job satisfaction, coping strategies, and happiness in both specialties but a more compromised relationship with patients among anaesthesiologists.

Giess et al. [24] compared self-reported burnout among radiologist and nonradiologist peers at a large academic medical centre. Radiologists had significantly lower self-rating for work happiness, finding work meaningful, perceiving physicians as highly valued, and believing leadership treated them with respect and dignity.

Negri et al. [25] conducted a study on job satisfaction among physicians and nurses involved in the management of multiple sclerosis using the Eudaimonic and Hedonic Happiness Investigation. The findings suggested that both happiness and meaning at work contributed significantly to job satisfaction among healthcare professionals.

In the last 20 months, five instruments have been used to measure happiness at work: the happiness at work scale (the long and shortened version), and the IWH-BEAT (Integrative well being and engagement Assessment), Subjective Happiness Scale (SHS), the Stanford Physician Wellness Survey and the Eudaimonic and Hedonic Happiness Investigation and the Job Satisfaction Questionnaire ( Table 2 ). There were other instruments found on the review that were included on Table 1 , such as Worplace PERMA profiler questionnaire, Happy Career Scale, Pemberton Happiness Index (PHI) among others.

STUDIES ON INTERVENTIONS TO IMPROVE HAPPINESS AT WORK

Jeong et al. [26] explored the relationship between the climate of promotion of corporate social responsibility (CSR) at the team level, organizational identification, and job happiness. The results suggest that a team's CSR promotion climate positively influences job happiness, with organizational identification playing a mediating role and congruence of leading-follower values moderating the relationship.

Sulosaari et al. [27] conducted a review of nursing mindfulness interventions and found positive impacts on various aspects of psychological well being, including stress, burnout, and resilience.

Gerrard et al. [28] focused on welfare programs in emergency departments and identified several interventions, such as awareness, the practice of happiness and resilience, which proved to be useful. The study stressed the importance of adapting interventions to individual needs and considering potential barriers and facilitators.

Sexton et al. [29] found that the Web-based Implementation for the Science of Enhancing Resilience (WISER) intervention, a positive psychology program, had positive and lasting effects on multiple dimensions of well being for healthcare professionals.

The study by Gold et al. [30] emphasized that positive psychology interventions can lead to immediate improvements in positive affect and happiness. The intervention aimed to enhance the well being and resilience of healthcare workers by engaging them in a daily practice of reflecting on and documenting three positive events or experiences. Healthcare workers who took part in the intervention reported improvements in their overall well being, emotional well being, and job satisfaction compared with those in the control group. They also experienced a reduction in symptoms of burnout and had higher levels of positive affect; moreover, the intervention was effective in promoting better sleep quality and reducing sleep disturbances.

Spilg et al. [31] used the Stress Management and Resilience Training (SMART) program in physician clinical practice and assessed its impact on resilience, subjective happiness, stress, and anxiety.

Twelve intervention strategies have been found to improve happiness at work such as CSR climate, mindfulness, tactile massage, hypnosis, happiness practice (evidence-based strategy), meditation, video-based debriefing, web-based implementation for the science of enhancing resilience (WISER), positive psychology intervention, the stress management to practice awareness and resiliency and resilient training (SMART).

These interventions can be effective in creating a more positive and satisfying work environment for employees. However, the effectiveness of such interventions can vary depending on several factors, such as the intervention itself, the characteristics of the organization and the individual situation of employees ( Table 3 ).

The article ‘The science behind happiness at work’ provides an update on recent advances in the study of happiness at work. Significant number of articles on the topic, showing a growing interest in understanding the factors that contribute to happiness in the workplace.

The 34 factors that influence happiness at work highlight the complexity of this topic. It acknowledges that happiness at work is not solely determined by one factor but is influenced by a combination of psychological, economic, social, and organizational factors. This comprehensive approach is important in acquiring a holistic understanding of happiness at work.

The article emphasizes the importance of happiness at work for organizational success. Encouraging happiness at work can reduce turnover and boost loyalty. This supports previous research that found a connection between employee well being and organizational outcomes.

The article discusses the link between work-related well being and overall and subjective well being, and life satisfaction. This underscores the importance of work in the overall happiness and quality of life of individuals. It emphasizes the need for organizations to focus on employee well being and promote a positive work environment.

Although the article provides valuable insights into the current understanding of happiness at work, it is necessary to delve deeper into the specific factors that were identified in the 31 studies.

In conclusion, this article highlights the growing interest in happiness at work and the importance of understanding it from multiple perspectives. Further research on the specific factors influencing happiness at work (on different working scenarios) and the potential mechanisms or pathways through which these factors influence happiness at work. Understanding these factors in more detail could provide practical implications for organizations seeking to enhance happiness in the workplace.

Study limitations and strengths

The main limitation of our study is represented by the exact definition of ‘happiness’. Despite being an ever-present emotion in human life, happiness is in fact a volatile concept, which may vary wildly among diverse cultures, social groups and even individuals. Therefore, no standardized definitions exist for it [8▪▪] .

Tackling such a vast subject allows to improve our knowledge regarding its multifaceted nature, bringing us nearer and nearer to a univocal definition or, at least, to a more standardized approach. Our research has the merit of being a wide-spectrum analysis of a complex topic and it is not intended to be exhaustive, but to depict what has been done in the last 20 months, and describe some key factors associated with the complex construct of happiness at work.

Work happiness not only enhances individual well being but also contributes to the overall success and productivity of organizations, societies, and countries.

Understanding the 34 factors that contribute to happiness at work and several available tools to quantify the level of happiness with the possible 12 interventions strategies can be crucial for creating thriving organizations. By examining the interplay between individual characteristics, organizational culture, and work-related factors, we hope to provide not a comprehensive understanding of what truly fosters happiness in the workplace but an updated state-of-the art of the science behind happiness at work.

Acknowledgements

Financial support and sponsorship, conflicts of interest.

There are no conflicts of interest.

REFERENCES AND RECOMMENDED READING

Papers of particular interest, published within the annual period of review, have been highlighted as:

▪ of special interest

▪▪ of outstanding interest

• Cited Here |
• PubMed | CrossRef |
• Google Scholar
• View Full Text | PubMed | CrossRef |

happiness; happiness at work; well being; job satisfaction; occupational safety and health; well being at work

• + Favorites
• View in Gallery

APPLY NOW   --> REQUEST INFO

Apply Today

Ready to apply to Penn LPS Online? Apply Now

Learn more about Penn LPS Online

Request More Information

The science of happiness at work: How positive psychology can increase productivity

Positive psychology in the workplace

Whether virtually or in the office, people spend the majority of their waking hours at work. Many employers ask, “How can positive psychology be used to increase productivity in the workplace?” And the answer is happiness. Successful leaders understand that work cultures that embrace positive psychology are more likely to result in healthy work environments that support employee performance, engagement, motivation, innovation, and job satisfaction. In other words, happy employees make for happy employers. Not only can a positive work environment result in more satisfied and productive teams, but it also supports the well-being of both employees and organizations.

The PERMA model

Martin Seligman is a leading researcher in the field of psychology and is known as the “father of positive psychology.” He is also the Director of the Positive Psychology Center at the University of Pennsylvania, a prolific author, and an authority in learned helplessness, depression, optimism, pessimism, and character strengths and virtues. As a part of his extensive work on well-being, Seligman created the PERMA model, which outlines five essential components to living a balanced, fulfilled, and happy life:

Positive emotions

Positive relationships

• Accomplishment

Read on to explore how the tenets of the PERMA model, and positive psychology in general, can be applied in the workplace to help both employees and organizations flourish.

Whether in a personal or professional context, humans thrive when they feel positive emotions such as happiness, hope, joy, compassion, and gratitude. And research shows that experiencing positive emotions on a regular basis may also improve mental health, reduce stress, and enhance resilience, teamwork, creativity, and problem-solving abilities.

That’s why it’s important for organizations to cultivate work cultures that embrace positivity and gratitude to help ensure that all team members feel valued. This can be as simple as sending an email of thanks or calling out the hard work of a colleague in a meeting, or it can be as complex as setting up a system of rewards such as paid time off or bonuses for staff who meet their productivity goals. It can be easy to dismiss the power of a genuine show of appreciation, but to the person receiving the affirmation of their value, it is priceless.

If you’re interested in learning more about the power of positive emotions, then APOP 1000: Introduction to Positive Psychology at Penn LPS Online is an ideal starting point. This course will introduce you to the scientific study of what helps people live full lives, what it means to be “happy,” and how to cultivate well-being at home and in professional settings. As you explore the foundations and collective wisdom of positive psychology, you’ll also discover how to enhance your own well-being by embracing a positive outlook.

When people are engaged in their work, or in a state of “flow,” they are completely involved in the present moment and the specific activity at hand. Findings from Martin Seligman and other researchers in positive psychology indicate that employees are more likely to get into a flow state when they are using their top strengths in new and innovative ways and that doing so is correlated with higher levels of happiness and lower levels of depression. That’s why it’s essential, whether you’re a manager or an employee, to be aware of your unique strengths and be proactive when opportunities arise to put your skills to use on projects or in teams.

In APOP 1200: Human Flourishing: Strengths and Resilience , you’ll explore the science of human flourishing and positive psychology and discover what helps people bounce back from adversity. You’ll also learn how to leverage your character strengths to more effectively contribute to the greater world, overcome personal or professional challenges, and enhance your well-being. As you study the physical and psychological protective factors that lead to resilience, you’ll learn how to cultivate them and promote flourishing in your own life and community.

Positive connections with other people were literally wired into our brains for survival and are integral to happiness. A recent study by the University of Kent found that strong bonds with family, friends, and co workers can help boost physical and mental health and overall well-being. As you’ve likely experienced firsthand, both positivity and negativity among colleagues in the workplace can be contagious. In work environments where employees lack strong relationships, morale will inherently suffer, but when colleagues share strong bonds, it can reduce stress, improve collaboration, and boost productivity. That’s why participating in team-building exercises and events where colleagues can connect and build rapport is so vital.

You can dive into the scientific research on how healthy bonds are the key to happiness and well-being in APOP 2200: Flourishing with Others: Building Thriving Relationships . In this course, you’ll study positive relationships in families, romantic partners, friendships, colleagues, and teams, as well as broader bonds with communities, nature, and the planet. You’ll discover practical strategies to cultivate and improve these different types of relationships so that all parties involved have a greater chance to thrive.

Having a sense of shared purpose is integral to both productivity and job satisfaction. Employees can find meaning if they can connect their work—and the work of their organizations—with value. In some cases, such as with a charity, nonprofit, or health services provider, that connection may be easy to make. But when things aren’t so clear cut, it is up to business leaders to articulate the values that they stand for, outline the positive difference that their organizations make, and share success stories that bolster employees and help them feel proud of their work. Happy team members who feel a sense of meaning are empowered to spread positivity, collaborate more cohesively, and perform at higher levels that ultimately benefit the bottom line.

Some people find meaning by engaging with the arts or expressing their creativity. This could involve listening to a moving vocal performance, viewing a beautiful painting, or crafting a short story. In APOP 3400: Flourishing through Creativity and the Arts , you’ll explore the link between well-being, creative endeavors, and the arts, including the scientific principles underlying cutting-edge research in this emerging field. And you’ll examine ways to apply these positive psychology findings in your day-to-day life to help you flourish.

Accomplishments

When employees feel a sense of accomplishment and achievement, it can help increase self-esteem and confidence, enhance motivation and passion, and inspire others around them to be successful. While it is the responsibility of individuals to put their strengths and abilities to use at work, it’s also important for leaders to collaborate with their teams to create SMART (specific, measurable, achievable, relevant, and time-bound) goals that align with these strengths. Equally critical is that companies provide professional development opportunities that allow staff members to explore their passions, upskill or re-skill, and advance in their careers. When management takes the time to recognize these accomplishments, it can build trust, strengthen loyalty, and make employees more likely to share innovative ideas and perspectives.

Whether you’re an aspiring leader or you’re interested in learning more about how to flourish in your current role, APOP 2000: Positive Psychology at Work could be invaluable to your success. Explore research-informed strategies, case studies, and topics including work relationships, positive leadership, prosocial behavior, and our sense of meaning and purpose to discover how workplaces can contribute to or hinder your ability to thrive. You’ll gain an understanding of the variables that allow employees and leaders to spread positivity and shape work cultures that uplift and inspire.

What is the science of happiness at work?

Much of the research in positive psychology, including work conducted by Martin Seligman, embraces the goal of increasing understanding of how positivity helps people flourish. A recent article published by Frontiers cites findings that confirm the benefits of applications of positive psychology strategies in improving well-being and reducing depression, anxiety, and stress; aiding employee performance and productivity; increasing resilience; and promoting self-growth and quality of life. It also covers research that found a positive correlation within organizations between individual, interpersonal, and group trust with creativity and innovation.

An experimental study published in ScienceDirect investigated and summarized the influence of positive traits, including optimism, well-being, and personal strength, on employee performance and organizational productivity. The results indicated that implementing positive psychology concepts and the aforementioned positive traits increased both individual performance and overall productivity.

And in a recent Harvard Business Review podcast interview , Robert Waldinger, the Director of the Harvard Study of Adult Development, iterated that although findings indicate that doing meaningful work is one of the drivers of well-being, having strong work relationships is even more powerful. In fact, having at least one friend at work can make people feel happier and more engaged and satisfied in their jobs. The study, which began in 1938, also found that when people have autonomy and some level of control over working conditions, they experience less on-the-job stress and more fulfilling work lives.

If you’d like to further your understanding of the methods and approaches used to conduct well-being research, enroll in APOP 2900: Understanding the Science of Positive Psychology at Penn LPS Online. In this course, you’ll explore the strengths and shortcomings of positive psychology study design and discover how to become a critical consumer of research findings (such as how to differentiate between drawing conclusions from one study vs. a broader base of research in the field). You’ll also learn how to read and dissect primary research articles, extract relevant data, and distill this information through accessible scientific communication.

Learn more about the benefits of being happy at work

Satisfied employees are more confident in their abilities, engaged in their roles, positive in their mindsets, and experience higher levels of productivity. Additionally, happy employees are more likely to be creative and passionate about their work, collaborate effectively with others, contribute to positive work environments, and demonstrate enhanced physical and mental well-being. Conversely, unhappy employees can contribute to diminishing organizational morale, job satisfaction, and employee performance, which negatively affects efficiency, productivity, and profitability.

If you would like to learn more about how the science of positive psychology can help you become more effective as an individual, team member, and leader in your workplace, explore the Certificate in Applied Positive Psychology at Penn LPS Online. In this 4-course program, you’ll develop tools and practice strategies that support personal, organizational, and community well-being. And you’ll learn the theoretical and empirical foundations of human flourishing while investigating how to apply positive psychology in business, education, healthcare, and nonprofit settings. In this online credential, you’ll prepare to:

• Boost your effectiveness and resilience as a leader
• Collaborate with others to enhance employee engagement
• Understand how to measure changes in individual and organizational well-being
• Use a strengths-based approach to your professional development

Ready to get started? The Ivy League certificates and Bachelor of Applied Arts and Sciences (BAAS) at Penn LPS Online were designed with educational excellence, flexibility and accessibility in mind. With fully online classes, you can complete your coursework on your own time and schedule, avoid the stress and expense of a campus commute, and continue to pursue your career ambitions as you enhance your credentials. If you’d like to learn more about the science of happiness at work by enrolling in the Certificate in Applied Positive Psychology , fill out your application today. Or browse the Penn LPS Online course guide to explore your options in any upcoming term.

About Stanford GSB

• The Leadership
• Dean’s Updates
• School News & History
• Commencement
• Business, Government & Society
• Centers & Institutes
• Center for Entrepreneurial Studies
• Center for Social Innovation
• Stanford Seed

About the Experience

• Learning at Stanford GSB
• Experiential Learning
• Guest Speakers
• Entrepreneurship
• Social Innovation
• Communication
• Life at Stanford GSB
• Collaborative Environment
• Activities & Organizations
• Student Services
• Housing Options
• International Students

Full-Time Degree Programs

• Why Stanford MBA
• Academic Experience
• Financial Aid
• Why Stanford MSx
• Research Fellows Program
• See All Programs

Non-Degree & Certificate Programs

• Executive Education
• Stanford Executive Program
• Programs for Organizations
• The Difference
• Online Programs
• Stanford LEAD
• Seed Transformation Program
• Aspire Program
• Seed Spark Program
• Faculty Profiles
• Academic Areas
• Awards & Honors
• Conferences

Faculty Research

• Publications
• Working Papers
• Case Studies

Research Hub

• Research Labs & Initiatives
• Business Library
• Data, Analytics & Research Computing
• Behavioral Lab

Research Labs

• Cities, Housing & Society Lab
• Golub Capital Social Impact Lab

Research Initiatives

• Corporate Governance Research Initiative
• Corporations and Society Initiative
• Policy and Innovation Initiative
• Rapid Decarbonization Initiative
• Stanford Latino Entrepreneurship Initiative
• Value Chain Innovation Initiative
• Venture Capital Initiative
• Career & Success
• Climate & Sustainability
• Corporate Governance
• Culture & Society
• Finance & Investing
• Government & Politics
• Leadership & Management
• Markets and Trade
• Operations & Logistics
• Opportunity & Access
• Technology & AI
• Opinion & Analysis
• Email Newsletter

Welcome, Alumni

• Communities
• Digital Communities & Tools
• Regional Chapters
• Women’s Programs
• Identity Chapters
• Find Your Reunion
• Career Resources
• Job Search Resources
• Career & Life Transitions
• Programs & Webinars
• Career Video Library
• Alumni Education
• Research Resources
• Volunteering
• Alumni News
• Class Notes
• Alumni Voices
• Contact Alumni Relations
• Upcoming Events

Admission Events & Information Sessions

• MBA Program
• MSx Program
• PhD Program
• Alumni Events
• All Other Events

Take This Job and Love It: How a Growth Mindset Can Boost Happiness at Work

Changing yourself and your role takes effort, but it can produce lasting benefits.

July 05, 2022

“People are working really hard at making themselves happier at work,” says Justin Berg. | iStock/Ponomariova_Maria/Cory Hall

You don’t need to fly all the way to Hawaii to find your happy place. You might need to go no farther than your desk chair.

If employees see opportunity for change in both themselves and their jobs, and they put in the time and effort, happiness awaits, according to new research by Justin Berg , an assistant professor of organizational behavior at Stanford Graduate School of Business.

Berg counts himself a big fan of Stanford professor of psychology Carol Dweck and her foundational work exploring the benefits of adopting a growth mindset. Her findings are simple yet empowering: When we believe that we can develop our abilities and traits to produce our desired results, success tends to follow. But all too often, people underestimate how much they can grow, stifling their potential. Dweck and her colleagues have amassed a body of work that has found that, under certain conditions, a growth mindset can change one’s life for the better.

Berg and his coauthors, Amy Wrzesniewski at Yale School of Management, Adam M. Grant at the Wharton School, and Jennifer Kurkoski and Brian Welle at Google, borrowed Dweck’s concept and found that people who applied it in their jobs could boost their happiness at work. Their research also shows that one growth mindset is not enough in the workplace. To increase their happiness, people need to see flexibility in themselves and the tasks and relationships included in their jobs. Berg and his colleagues call this a dual-growth mindset.

“Fundamental theories of human agency that have long existed in psychology suggest that when you try to make change in the world, you often need to change yourself and your environment to make deeper, more sustainable change,” Berg says. “At work, we can make more meaningful changes when both the self and job are at play because changes to the self often require changes to the job and vice versa.”

Stepping Off the Hedonic Treadmill

Berg and his team set out to push back on the long-standing hedonic treadmill theory, which holds that humans are constantly hunting for happiness — whether it’s chasing new love or playing the lottery — only to have the high from those thrills fade away. “Any happiness researcher can tell you, it’s very hard to get things to stick,” Berg says. “People very quickly fold the new experiences into their expectations and then they’re back to the happiness baseline they felt at the start.” But growing evidence shows that certain types of deliberate effort can make a meaningful difference in boosting our happiness over time.

In their first experiment, Berg and his colleagues ran career development workshops for 149 employees at a Fortune 500 tech company. One group was asked to focus on a growth mindset for themself at work, a second group focused on flexibility in their jobs, and the third group was given the task of doing both, adopting a dual-growth mindset.

Quote It’s a great opportunity at this moment, when so many people are rethinking these matters, to bring a dual-growth mindset to bear and figure out what changes you want to make. Attribution Justin Berg

One of the participants in the dual-growth mindset group was a salesperson who made sales pitches primarily over the phone or email. They chose a goal of expanding their role by making more pitches in person at conferences and trade shows. But they first needed to improve their public speaking and ability to quickly charm potential customers. Identifying this opportunity for growth required the salesperson to see more flexibility in both themself and their job. “People were thinking really hard,” Berg says. “They were really focused. The wheels were turning in their minds.”

There was a clear payoff from this extra effort. Surveys of the participants’ peers and managers showed that people in the dual-growth mindset group were happier at work six months after the workshops. “This boost in happiness was actually visible and presumably felt by others in the work environment,” Berg says. “That really speaks to the power of the results.”

The team conducted a second study of nearly 400 full-time workers from a variety of organizations and occupations who attended similar online career development workshops. The researchers asked participants about their happiness before the workshop and six months later and discovered the self-reported results aligned with those reported by peers and managers in the first study.

In both experiments, the happiness boost in the dual-growth mindset group lasted at least six months, while participants who adopted growth mindsets about either the self or job alone didn’t experience lasting benefits. “You inevitably end up having to change either yourself or your job to be able to sustain change,” Berg says. “If you just view one or the other as flexible, you’re going to bump up to a situation where you’re not going to be able to make the change that might make you happier.”

Growth on the Job is Work

Now might be the ideal time to try a dual-growth mindset at work. Employees are settling into new cubicles and Zoom rooms following the Great Resignation, when around 47 million Americans quit their jobs in one year, and many millions more are reevaluating their work lives.

“The pandemic made people think about who they are, who they want to be, and how they want to be spending their time,” Berg says. “The domain of work is how we spend most of our waking hours. It’s a great opportunity at this moment, when so many people are rethinking these matters, to bring a dual-growth mindset to bear and figure out what changes you want to make.”

Reaching your happy place may not require extreme changes. Instead of revolutionizing their jobs, participants in the studies made a few substantial, meaningful changes and then some additional smaller tweaks to their jobs.

That said, employers should know that implementing this approach can require tough, long-term efforts from their employees. And the timing has to be right. If there’s already a lot of change happening in the office, a deliberate intervention could add too much to everyone’s to-do lists. “This isn’t a cheap way to just make people happier at work,” Berg warns. “People are working really hard at making themselves happier at work.”

Yet all of that sweating over stretching your skills and redesigning your role could lead to long-term happiness. “Based on our initial research, this is a potentially powerful intervention that can really make a difference for people,” Berg says. “It takes deliberate effort to not get stuck in the day-to-day grind at work. Every once in a while, we need to take a step back and think hard about how we might be able to change ourselves and our jobs to better suit one another.”

For media inquiries, visit the Newsroom .

Explore More

Can we be candid how to communicate clearly and directly, directive speech vs. dialogue: how leaders communicate with clarity, balance, class takeaways — how to run a meeting effectively, editor’s picks.

Getting Unstuck: The Effects of Growth Mindsets about the Self and Job on Happiness at Work Justin M. Berg Amy Wrzesniewski Adam M. Grant Jennifer Kurkoski Brian Welle

April 11, 2022 What Separates the Hitmakers from the One-Hit Wonders An analysis of 3 million songs explores the question: Is it better to churn out than to fade away?

August 30, 2019 Redefining Success: Adopt the Journey Mindset to Move Forward To sustain the behaviors that helped you reach a goal, think about the achievement as a journey rather than a destination.

• See the Current DEI Report
• Supporting Data
• Research & Insights
• Share Your Thoughts
• Search Fund Primer
• Teaching & Curriculum
• Affiliated Faculty
• Faculty Advisors
• Louis W. Foster Resource Center
• Defining Social Innovation
• Impact Compass
• Global Health Innovation Insights
• Faculty Affiliates
• Student Awards & Certificates
• Changemakers
• Dean Jonathan Levin
• Dean Garth Saloner
• Dean Robert Joss
• Dean Michael Spence
• Dean Robert Jaedicke
• Dean Rene McPherson
• Dean Arjay Miller
• Dean Ernest Arbuckle
• Dean Jacob Hugh Jackson
• Dean Willard Hotchkiss
• Faculty in Memoriam
• Stanford GSB Firsts
• Annual Alumni Dinner
• Class of 2024 Candidates
• Certificate & Award Recipients
• Dean’s Remarks
• Keynote Address
• Teaching Approach
• Analysis and Measurement of Impact
• The Corporate Entrepreneur: Startup in a Grown-Up Enterprise
• Data-Driven Impact
• Designing Experiments for Impact
• Digital Marketing
• The Founder’s Right Hand
• Marketing for Measurable Change
• Product Management
• Public Policy Lab: Financial Challenges Facing US Cities
• Public Policy Lab: Homelessness in California
• Lab Features
• Curricular Integration
• View From The Top
• Formation of New Ventures
• Managing Growing Enterprises
• Startup Garage
• Explore Beyond the Classroom
• Stanford Venture Studio
• Summer Program
• Workshops & Events
• The Five Lenses of Entrepreneurship
• Leadership Labs
• Executive Challenge
• Arbuckle Leadership Fellows Program
• Selection Process
• Training Schedule
• Time Commitment
• Learning Expectations
• Post-Training Opportunities
• Who Should Apply
• Introductory T-Groups
• Leadership for Society Program
• Certificate
• 2024 Awardees
• 2023 Awardees
• 2022 Awardees
• 2021 Awardees
• 2020 Awardees
• 2019 Awardees
• 2018 Awardees
• Social Management Immersion Fund
• Stanford Impact Founder Fellowships
• Stanford Impact Leader Prizes
• Social Entrepreneurship
• Stanford GSB Impact Fund
• Economic Development
• Energy & Environment
• Stanford GSB Residences
• Environmental Leadership
• Stanford GSB Artwork
• A Closer Look
• California & the Bay Area
• Voices of Stanford GSB
• Business & Beneficial Technology
• Business & Sustainability
• Business & Free Markets
• Business, Government, and Society Forum
• Get Involved
• Second Year
• Global Experiences
• JD/MBA Joint Degree
• MA Education/MBA Joint Degree
• MD/MBA Dual Degree
• MPP/MBA Joint Degree
• MS Computer Science/MBA Joint Degree
• MS Electrical Engineering/MBA Joint Degree
• MS Environment and Resources (E-IPER)/MBA Joint Degree
• Academic Calendar
• Clubs & Activities
• LGBTQ+ Students
• Military Veterans
• Minorities & People of Color
• Partners & Families
• Students with Disabilities
• Student Support
• Residential Life
• Student Voices
• MBA Alumni Voices
• A Week in the Life
• Career Support
• Employment Outcomes
• Cost of Attendance
• Knight-Hennessy Scholars Program
• Yellow Ribbon Program
• BOLD Fellows Fund
• Application Process
• Loan Forgiveness
• Contact the Financial Aid Office
• Evaluation Criteria
• GMAT & GRE
• English Language Proficiency
• Personal Information, Activities & Awards
• Professional Experience
• Letters of Recommendation
• Optional Short Answer Questions
• Application Fee
• Reapplication
• Deferred Enrollment
• Joint & Dual Degrees
• Entering Class Profile
• Event Schedule
• Ambassadors
• New & Noteworthy
• Ask a Question
• See Why Stanford MSx
• Is MSx Right for You?
• MSx Stories
• Leadership Development
• How You Will Learn
• Admission Events
• Personal Information
• GMAT, GRE & EA
• English Proficiency Tests
• Career Change
• Career Advancement
• Career Support and Resources
• Daycare, Schools & Camps
• U.S. Citizens and Permanent Residents
• Requirements
• Requirements: Behavioral
• Requirements: Quantitative
• Requirements: Macro
• Requirements: Micro
• Annual Evaluations
• Field Examination
• Research Activities
• Research Papers
• Dissertation
• Oral Examination
• Current Students
• Education & CV
• International Applicants
• Statement of Purpose
• Reapplicants
• Application Fee Waiver
• Deadline & Decisions
• Job Market Candidates
• Academic Placements
• Stay in Touch
• Faculty Mentors
• Current Fellows
• Standard Track
• Fellowship & Benefits
• Group Enrollment
• Program Formats
• Developing a Program
• Diversity & Inclusion
• Strategic Transformation
• Program Experience
• Contact Client Services
• Campus Experience
• Live Online Experience
• Silicon Valley & Bay Area
• Digital Credentials
• Faculty Spotlights
• Participant Spotlights
• Eligibility
• International Participants
• Stanford Ignite
• Frequently Asked Questions
• Operations, Information & Technology
• Organizational Behavior
• Political Economy
• Classical Liberalism
• The Eddie Lunch
• Accounting Summer Camp
• California Econometrics Conference
• California Quantitative Marketing PhD Conference
• California School Conference
• China India Insights Conference
• Homo economicus, Evolving
• Political Economics (2023–24)
• Scaling Geologic Storage of CO2 (2023–24)
• A Resilient Pacific: Building Connections, Envisioning Solutions
• Adaptation and Innovation
• Changing Climate
• Civil Society
• Climate Impact Summit
• Climate Science
• Corporate Carbon Disclosures
• Earth’s Seafloor
• Environmental Justice
• Operations and Information Technology
• Organizations
• Sustainability Reporting and Control
• Taking the Pulse of the Planet
• Urban Infrastructure
• Watershed Restoration
• Junior Faculty Workshop on Financial Regulation and Banking
• Ken Singleton Celebration
• Marketing Camp
• Quantitative Marketing PhD Alumni Conference
• Presentations
• Theory and Inference in Accounting Research
• Stanford Closer Look Series
• Quick Guides
• Core Concepts
• Journal Articles
• Glossary of Terms
• Faculty & Staff
• Subscribe to Corporate Governance Emails
• Researchers & Students
• Research Approach
• Charitable Giving
• Financial Health
• Government Services
• Workers & Careers
• Short Course
• Adaptive & Iterative Experimentation
• Incentive Design
• Social Sciences & Behavioral Nudges
• Bandit Experiment Application
• Conferences & Events
• Reading Materials
• Energy Entrepreneurship
• Faculty & Affiliates
• SOLE Report
• Responsible Supply Chains
• Current Study Usage
• Pre-Registration Information
• Participate in a Study
• Founding Donors
• Program Contacts
• Location Information
• Participant Profile
• Network Membership
• Program Impact
• Collaborators
• Entrepreneur Profiles
• Company Spotlights
• Seed Transformation Network
• Responsibilities
• Current Coaches
• How to Apply
• Meet the Consultants
• Meet the Interns
• Intern Profiles
• Collaborate
• Research Library
• News & Insights
• Databases & Datasets
• Research Guides
• Consultations
• Research Workshops
• Career Research
• Research Data Services
• Course Reserves
• Course Research Guides
• Material Loan Periods
• Fines & Other Charges
• Document Delivery
• Interlibrary Loan
• Equipment Checkout
• Print & Scan
• MBA & MSx Students
• PhD Students
• Other Stanford Students
• Faculty Assistants
• Research Assistants
• Stanford GSB Alumni
• Telling Our Story
• Staff Directory
• Site Registration
• Alumni Directory
• Alumni Email
• Privacy Settings & My Profile
• Event Registration Help
• Success Stories
• The Story of Circles
• Support Women’s Circles
• Stanford Women on Boards Initiative
• Alumnae Spotlights
• Insights & Research
• Industry & Professional
• Entrepreneurial Commitment Group
• Recent Alumni
• Half-Century Club
• Fall Reunions
• Spring Reunions
• MBA 25th Reunion
• Half-Century Club Reunion
• Faculty Lectures
• Ernest C. Arbuckle Award
• Alison Elliott Exceptional Achievement Award
• ENCORE Award
• Excellence in Leadership Award
• John W. Gardner Volunteer Leadership Award
• Robert K. Jaedicke Faculty Award
• Jack McDonald Military Service Appreciation Award
• Jerry I. Porras Latino Leadership Award
• Tapestry Award
• Student & Alumni Events
• Executive Recruiters
• Interviewing
• Land the Perfect Job with LinkedIn
• Negotiating
• Elevator Pitch
• Email Best Practices
• Resumes & Cover Letters
• Self-Assessment
• Whitney Birdwell Ball
• Margaret Brooks
• Bryn Panee Burkhart
• Margaret Chan
• Ricki Frankel
• Peter Gandolfo
• Cindy W. Greig
• Natalie Guillen
• Carly Janson
• Sloan Klein
• Sherri Appel Lassila
• Stuart Meyer
• Tanisha Parrish
• Virginia Roberson
• Philippe Taieb
• Michael Takagawa
• Terra Winston
• Johanna Wise
• Debbie Wolter
• Rebecca Zucker
• Complimentary Coaching
• Changing Careers
• Work-Life Integration
• Career Breaks
• Flexible Work
• Encore Careers
• Join a Board
• D&B Hoovers
• Data Axle (ReferenceUSA)
• EBSCO Business Source
• Global Newsstream
• Market Share Reporter
• ProQuest One Business
• RKMA Market Research Handbook Series
• Student Clubs
• Entrepreneurial Students
• Stanford GSB Trust
• Alumni Community
• How to Volunteer
• Springboard Sessions
• Consulting Projects
• 2020 – 2029
• 2010 – 2019
• 2000 – 2009
• 1990 – 1999
• 1980 – 1989
• 1970 – 1979
• 1960 – 1969
• 1950 – 1959
• 1940 – 1949
• Service Areas
• ACT History
• ACT Awards Celebration
• ACT Governance Structure
• Building Leadership for ACT
• Individual Leadership Positions
• Leadership Role Overview
• Purpose of the ACT Management Board
• Contact ACT
• Business & Nonprofit Communities
• Reunion Volunteers
• Ways to Give
• Fiscal Year Report
• Business School Fund Leadership Council
• Planned Giving Options
• Planned Giving Benefits
• Planned Gifts and Reunions
• Legacy Partners
• Giving News & Stories
• Giving Deadlines
• Development Staff
• Submit Class Notes
• Class Secretaries
• Board of Directors
• Health Care
• Sustainability
• Class Takeaways
• All Else Equal: Making Better Decisions
• If/Then: Business, Leadership, Society
• Grit & Growth
• Think Fast, Talk Smart
• Spring 2022
• Spring 2021
• Autumn 2020
• Summer 2020
• Winter 2020
• In the Media
• For Journalists
• DCI Fellows
• Other Auditors
• Academic Calendar & Deadlines
• Course Materials
• Entrepreneurial Resources
• Campus Drive Grove
• Campus Drive Lawn
• CEMEX Auditorium
• King Community Court
• Seawell Family Boardroom
• Stanford GSB Bowl
• Stanford Investors Common
• Town Square
• Vidalakis Courtyard
• Vidalakis Dining Hall
• Catering Services
• Policies & Guidelines
• Reservations
• Contact Faculty Recruiting
• Lecturer Positions
• Postdoctoral Positions
• Accommodations
• CMC-Managed Interviews
• Recruiter-Managed Interviews
• Virtual Interviews
• Campus & Virtual
• Search for Candidates
• Think Globally
• Recruiting Calendar
• Recruiting Policies
• Full-Time Employment
• Summer Employment
• Entrepreneurial Summer Program
• Global Management Immersion Experience
• Social-Purpose Summer Internships
• Process Overview
• Project Types
• Client Eligibility Criteria
• Client Screening
• ACT Leadership
• Social Innovation & Nonprofit Management Resources
• Develop Your Organization’s Talent
• Centers & Initiatives
• Student Fellowships

An official website of the United States government

The .gov means it’s official. Federal government websites often end in .gov or .mil. Before sharing sensitive information, make sure you’re on a federal government site.

The site is secure. The https:// ensures that you are connecting to the official website and that any information you provide is encrypted and transmitted securely.

• Publications
• Account settings

Preview improvements coming to the PMC website in October 2024. Learn More or Try it out now .

• Advanced Search
• Journal List
• Front Psychol

Are Happy Workers More Productive? The Mediating Role of Service-Skill Use

Andrés salas-vallina.

1 Deparment of Business Management, University of Valencia, Valencia, Spain

Manoli Pozo-Hidalgo

2 Department of Social Psychology, University of Valencia, Valencia, Spain

Pedro R. Gil-Monte

Associated data.

The datasets for this manuscript are not publicly available because data belong to a wider dataset shared with other research groups. Requests to access the datasets should be directed to [email protected] .

The purpose of this paper is to examine the relationship between happiness at work and cross-selling performance in the banking sector. In addition, the mediating effect of service-skill use is analyzed in the relationship between happiness at work and performance. Confirmatory factor analysis is used by means of structural equation models to assess the relationship between happiness at work, service-skill use, and cross-selling performance. A sample of 492 financial service employees is examined. Results reveal that happiness at work positively and directly affects cross-selling performance. The study also shows that service-skill use plays a partial mediating role in the relationship between happiness at work and cross-selling performance. This research expands the theory of the happy productive worker perspective based on the job demands-resources model and defines and conceptualizes service-skill use. Employees who are happier at work cross-sell better, but their service-skill use mediates the effect of happiness at work on cross-selling performance.

Introduction

In the current highly uncertain and competitive business environment, positive attitudes can become a fundamental source of competitive advantage and success ( Guest, 2017 ). Thereby, particular attention has been paid to the antecedents of cross-selling performance ( Yu et al., 2018 ). The effect of emotions on consumers has recently been addressed by Guido et al. (2018) , who found a clear relationship between emotions and consumers’ attitudes. Schmitz et al. (2014) found that intrinsic motivation led to an improvement in cross-selling performance in the banking sector. Zeffane et al. (2017) underlined the increasing importance of positive attitudes, such as job satisfaction, in different firm outcomes, following the positive attitudes-performance line of research ( Judge et al., 2001 ). Chadi and Hetschko (2018) highlighted the essential role of job satisfaction in improving performance. A company can push sellers to sell more, but if sellers are not happy at work, they will not be motivated to sell to the best of their ability. Based on the above, the aim of this paper is twofold: (1) to examine the effect of employees’ happiness at work (HAW) on cross-selling performance and (2) to explore the mediating role of service-skill use in the relationship between HAW and cross-selling performance.

In banking services, cross-selling is expected of frontline branch employees. Cross-selling is the action or practice of selling an additional product or service to an existing customer and helps the company to increase profits ( Kamakura et al., 2003 ). It is a common practice in service industries because face-to-face interactions with customers enable the seller to suggest new services they can offer. In banking, for example, it is common to offer several products at once (mortgages, life insurance, credit cards, and pension plans). Cross-selling can considerably increase the sales volume per customer as a result of transforming a single product or service into multiple products or services ( Kamakura, 2008 ). By way of example, Kamakura et al. (2003) found that increasing the number of products a customer uses from three to four doubled the firm’s profitability. Therefore, it is important to determine which factors can increase cross-selling in a company. Cross-selling requires sales skills and product knowledge, which employees may lack ( Yu et al., 2018 ). However, positive attitudes involving personal well-being could mitigate this lack of skills and knowledge. In particular, wide positive attitudes improve positive behaviors ( Salas-Vallina et al., 2017a ) because they help employees to face complex and challenging situations. A positive working context, where employees are proactive and energetic, positively affects cross-selling ( Yu et al., 2018 ).

Nonetheless, the direct relationship between positive attitudes and performance has not been proved ( Iaffaldano and Muchinsky, 1985 ; Judge et al., 2001 ). Theoretically, different mechanisms have been put forward to try to explain why happy workers perform better ( Bakker and Demerouti, 2008 ). For example, positive emotions develop individuals’ “thought–action repertoires,” thus increasing personal resources ( Fredrickson, 2013 ). In addition, engaged people are healthier, so they can put more energy into their work. Happier employees also inspire their colleagues, which promotes networking quality and performance. In this study, we use the concept of HAW that was proposed by Fisher (2010) , and empirically checked by Salas-Vallina et al. (2017a) . HAW is defined as an attitudinal state of engagement, job satisfaction, and affective organizational commitment. It is a wide attitudinal construct with a specific property: it overcomes the compatibility principle, whereby wide positive attitudes explain job behaviors better ( Harrison et al., 2006 ). The job demands–resources (JD-R) model argues that job resources (physical, psychological, social, and organizational aspects) lead to improved behaviors, while job demands result in negative outcomes, such as burnout. In addition, job resources can also reduce job demands and lead to improved organizational behaviors ( Demerouti et al., 2001 ). Accordingly, HAW can act as a powerful psychological job resource resulting in increased cross-selling performance.

However, empirical findings have varied considerably across studies, depending on the conceptualization of the term “happiness.” While Iaffaldano and Muchinsky (1985) showed a poor relationship between job satisfaction and job performance, Judge et al. (2001) , in a meta-analysis, found higher correlations, yet they found low values. Both job satisfaction and engagement have shown positive effects on performance ( Wright and Cropanzano, 2000 ; Bakker and Bal, 2010 ). Accordingly, our first objective is to check whether HAW positively affects cross-selling performance.

Another aspect influencing performance is personal resources ( Bakker and Demerouti, 2008 ). In this study, service-skill use was proposed as a personal resource mediating the relationship between HAW and cross-selling performance. The term service-skill use was defined based on Wang and Xu’s (2017) understanding as the level of use of employees’ communication skills, relationship skills, efficiency, and effectiveness toward the customer. Service-skill use is basically performed to foster persuasion and influences people’s relationships and interactions. Service-skill use is essential for performance, as it promotes customer-oriented employees ( Manna, 2017 ). Specifically, this paper states that in companies in which sellers are happy at work, their communication abilities, interpersonal relationships, efficiency, and effectiveness toward the customer are fostered, in turn increasing their cross-selling performance. Employees’ skill use is considered to be an internal contingency factor that affects dynamic capabilities ( Gremme and Wohlgemuth, 2017 ), and communication abilities are considered to be an essential source of performance ( Binyamin and Brender-Ilan, 2017 ). This relationship between service-skill use and cross-selling occurs as a result of the increase in the perceived value of consumers due to better interactions between service providers and customers ( Vargo and Lusch, 2004 ). According to the JD-R model, we can argue that HAW, as a job resource, reinvigorates employees’ motivation, thus improving service-skill use (employees are motivated to exploit their knowledge as well as learn new skills if required), resulting in improved cross-selling performance. Thus, HAW and service-skill use interact, creating a robust potential, which can impact on performance. Hence, our second objective is to assess the mediating role of service-skill use in the relationship between HAW and cross-selling performance. Therefore, the aim of this paper is to expand the research line of positive attitudes in the banking industry ( Cegarra-Navarro et al., 2018 ).

This paper is organized as follows. First, a theoretical review and hypothesis development is presented. Then, methods and results are explained, and a discussion of theoretical and practical implications is put forward. Finally, limitations and future research directions are suggested.

Conceptual Background and Hypotheses

Haw and cross-selling performance.

Happiness at work can be considered as an attitude, as it is a way of feeling about something that precedes a behavior ( Salas-Vallina et al., 2017a ). Happier employees report better outcomes than less happy employees ( Wright et al., 2002 ). Fredrickson (2001) affirmed that positive attitudes (engagement, job satisfaction, HAW) build resources for future performance, predicting long-term productivity. The common point of all these studies is that happier and more satisfied workers will perform better in their jobs.

However, positive attitudes-performance has sometimes provided unexpected results ( Iaffaldano and Muchinsky, 1985 ; Judge et al., 2001 ). For example, Martin et al. (1993) showed that positive moods result in perseverance when people work until they feel like stopping. In a meta-analysis of 54,417 observations of 312 samples, Judge et al. (2001) found a correlation between job satisfaction and performance of 0.30, ranging from 0.03 to 0.57 in the 80% confidence interval. Judge et al.’s research demonstrated that there is a lack of explanation between job satisfaction and performance. They found a more robust connection between job satisfaction and performance in high-complexity jobs ( Judge et al., 2000 ).

In the case of service companies, this paper argues that the quality of working life, represented by HAW, is what determines the quality of the relationship between the salesperson and the customer, and by extension, sales success. HAW has been widely explored and validated in previous research using different samples ( Salas-Vallina et al., 2017a ; Salas-Vallina and Alegre, 2018a ), derived from Fisher’s (2010) conceptualization. It includes job satisfaction, engagement, and affective organizational commitment. These components involve the evaluation of work characteristics (job satisfaction); feelings about the work itself, such as vigor, dedication, and absorption (engagement); and feelings of belonging to the organization (affective organizational commitment). Therefore, HAW is wide enough to overcome the compatibility principle ( Harrison et al., 2006 ), which states that wide attitudinal measures can better predict positive behaviors. For example, in a sample of medical specialists, Salas-Vallina et al. (2017a) found that HAW was positively related to citizenship behavior.

When employees feel happier, they are expected to provide better customer service. The salesperson–customer interaction is always highly important but even more so in service industries, where personal exchanges are crucial to create satisfied customers ( Crosby and Stephens, 1987 ). A service encounter, or “moment of truth” ( Normann, 1991 ), occurs whenever the customer interacts with someone in the company, and on the majority of occasions, this person is the seller. Therefore, the seller is the person who is responsible for the quality of the service. Accordingly, the attitude of the seller will determine whether a sale can be made and whether a good image of the company is created. Consequently, the company must strive to choose good salespeople and make sure they continue to be happy with their job given that their motivation will be transmitted to the customer, thus increasing sales.

A particularly accurate way to measure sales success in banking is cross-selling performance, because it can improve customers’ share of wallet and can add up to 10 times as much value to a company when compared with focusing solely on retention ( Coyles and Gokey, 2002 ). It involves promoting additional products and services to existing customers ( Butera, 2000 ). The important technological and institutional changes in the banking environment have been accompanied by a significant process of concentration, by decreasing interest margins and by a significant increase in income from other sources. As a response to these changes, banks have been reaping efficiency gains, widening the range of products they offer ( Allen and Santomero, 2001 ). In sum, they have increased income by means of cross-selling practices to counter declines in margins. However, at the same time, higher levels of exhaustion and disconnection from work have appeared, thus resulting in a lower quality of life at work.

The JD-R model argues that job demands are physical, psychological, social, and organizational aspects of a job that require a special effort with physiological and/or psychological costs (such as an unfavorable physical or psychological environment). In contrast, job resources refer to the physical, psychological, social, and organizational aspects of a job that help to achieve work objectives, reduce job demands, and stimulate personal growth ( Demerouti et al., 2001 ). The JD-R model suggests that positive attitudes, such as HAW, lead to positive behaviors, such as increased performance. In addition, job resources also improve new and existing job resources, and therefore, HAW could foster service-skill use, thus having a positive impact on cross-selling performance. In a literature review, Bakker and Demerouti (2008) argued that positive attitudes make employees more productive and more willing to go the extra mile. Accordingly, employees’ HAW will positively affect the way they perform, and this will consequently affect their cross-selling skills, although there is no literature on the antecedents of cross-selling. In light of the above, our first hypothesis is:

• H1. Happiness at work directly and positively affects cross-selling performance.

The Mediating Effect of Service-Skill Use in the Relationship Between HAW and Cross-Selling Performance

It seems that the happy productive worker theory ( Judge et al., 2001 ; Zelenski et al., 2008 ; Ng et al., 2009 ; Coo and Salanova, 2018 ) needs to be further developed, given that predicting performance is complex and depends on different variables. Prior studies have tried to find mediating or moderating variables to better understand the phenomenon. For example, Judge et al. (2001) explained that the moderating effect of job complexity determines the connection between job satisfaction and performance. Korman (1970) presented the self-consistency theory, in which self-esteem moderates the relationship between job satisfaction and performance. Other moderating factors that have been proposed include cognitive ability ( Varca and James-Valutis, 1993 ) and affective disposition ( Hochwarter et al., 1999 ). Interestingly, Wang and Xu (2017) examined how employee skills mediated the relationship between human resource management (HRM) practices and employees’ performance.

Fredrickson (2001) affirmed that positive emotions foster skills and social bonds but also that positive emotions build resources for future performance, predicting long-term productivity. Liao et al. (2010) evidenced the relevance of social exchange in the development of skills. From this point of view, when employees show significant levels of HAW, the effect of mobilizing their resources is higher ( Bakker, 2017 ). Positive attitudes (such as HAW) are fundamental to develop employee skills. For example, engagement has been related to increased civic behavior ( Saks, 2019 ), involving better communication and relationship skills. Happier employees are willing to give their best in an emotional state of passion and involvement, thus better exploiting their skills. Salas-Vallina et al. (2017b) revealed that HAW promotes learning opportunities, and thus the development and use of employees’ skills. Llorens et al. (2007) , in a longitudinal study, evidenced that the positive attitude of engagement promoted self-efficacy.

Happiness at work could be an effective motivational mechanism to have a positive impact on service-skill use. The differential aspect of HAW lies in its capacity to energize and invigorate individuals, given that HAW acts as a job resource, thus improving and/or creating new job resources. HAW could make employees more absorbed by their work activities. Positive emotions, such as HAW, can also foster performance by increasing flexibility, creativity, integration, and efficiency of thought ( Van de Voorde and Van Veldhoven, 2016 ). Following the JD-R model, HAW acts as a job resource, in turn fostering positive behaviors (increased service-skill use, namely, communication skills, relationship skills, efficiency, and effectiveness) to deliver superior service and engender customer satisfaction ( Wang and Xu, 2017 ). Compared to other service skill measures, and to the concepts of customer knowledge and expertise, this paper offers a broader concept, and therefore, it is more feasible to relate it to job attitudes (such as HAW) and job behaviors (cross-selling as a consequence). Therefore, HAW could be positively related to service skills.

In addition, this paper suggests that service-skill use might foster cross-selling performance. The skills of empathizing with and relating to customers, together with the ability to provide them with effective and efficient solutions, might make consumers feel more comfortable in the service encounter, attracting higher attention and willingness to buy products and services. In banking, the service encounter relies heavily on interaction, communication skills, relationship skills, and the ability to solve problems in an effective and efficient way that provides service personalization, in which staff serve customers’ needs better. Previous studies have highlighted the lack of research on service-skill use in the service context ( Vaerembergh and Holmqvist, 2013 ). This is surprising, given that good service-skill use is essential in service interactions ( Bitner et al., 1990 ). We argue that service-skill use improves persuasion ( Swap et al., 2001 ) and, therefore, cross-selling performance.

In short, the differentiating factor when two people interact in a business process is the feeling of connection, trust, and attachment derived from service abilities. Thus, employees’ skills enable individuals to improve their outcomes ( Obeidat et al., 2016 ) and performance ( Wang and Xu, 2017 ).

Given all of the above, this paper argues that employees who can provide excellent service through service-skill use will increase cross-selling performance. Accordingly, our second hypothesis is:

• H2. Service-skill use mediates the relationship between happiness at work and cross-selling performance.

Materials and Methods

Target population and sample.

Our research used a target population of 3,128 financial service employees from three major banks in Spain, working in frontline banking services in commercial branches focused on business customers. Most of the studies related to positive attitudes are quantitative, in order to connect them to other organizational concepts in a more objective and transposable manner. Our research, which used quantitative methodology, continues with this trend.

The survey was carried out via an online questionnaire, using the Limesurvey software, with the appointment of the human resource department. Items were randomized in order to avoid bias. Participants were asked to provide informed consent before taking part in this research.

The HAW questions were answered by subordinate employees, and the service abilities and cross-selling performance questions were answered by the branch manager. The subordinates were codified, in order to match the responses of both groups. The questionnaire was sent by e-mail in September 2018, explaining its importance and guaranteeing the anonymous treatment of the information furnished. Electronic questionnaires involve cost reduction and the immediate availability of the survey. Two reminders were sent in October and November 2018. A total of 492 valid questionnaires were finally received, from a total sample of 2,417 employees. Branches that had changed their specialization from business customers to retail customers (20.36% response rate) were discarded.

Publishing the results of a survey encourages participants to take part in it ( Malhotra et al., 2004 ). Therefore, all banking employees that accepted taking part in the survey were promised a general report of the study in order to encourage the maximum number of participants.

Measurement

All the measurement scales used (see Appendix ) have been widely validated in previous research.

To measure HAW , this paper used Salas-Vallina and Alegre’s (2018a) Likert scale, which comprises nine items, ranging from 1, “totally disagree,” to 7, “totally agree.” Branch subordinates were asked about their level of HAW (i.e., “I would be very happy to spend the rest of my career with this organization”). The principal component analysis showed that the nine items loaded satisfactorily onto one factor. The scale’s α reliability was 0.921.

To measure service-skill use , this paper adapted Vaerembergh and Holmqvist’s (2013) and Wang and Xu’s (2017) measurement scales. Branch managers were asked about their subordinates’ service-skill use, in a six-item measurement scale, ranging from 1, “totally disagree,” to 7, “totally agree” (i.e. “My subordinates can easily maintain a good relationship with customers”). The principal component analysis showed that the 10 items loaded satisfactorily onto one factor. The scale’s α reliability was 0.929.

Cross-selling was measured using Schmitz et al.’s (2014) four-item cross-selling performance scale. Branch managers were asked to estimate, in a range from 1, “totally disagree,” to 7 “totally agree,” the extent to which their subordinates reached the economic cross-buying potential of their customers (i.e., “My subordinates already cater for our customers’ needs for additional products on a broad basis”). The principal component analysis showed that the six items loaded satisfactorily onto one factor. The scale’s α reliability was 0.899.

Descriptive Statistics and Psychometric Properties

Table 1 shows descriptive statistics of the sample, in which there were more men than women. They also show that higher educational levels were more frequent in the sample. The average age was 42.2, and the average tenure was 11.4 years. Table 2 shows item loading for each construct.

Gender, educational level, age, and Tenure.

Factor loadings of HAW (happiness at work), SKU (service-skill use), and CSP (cross-selling performance).

The psychometric properties of the measurement scales were analyzed following accepted methodology. Dimensionality, content validity, reliability, discriminant validity, and convergent validity were checked.

This paper examined the one-dimensionality of the measurement scales of HAW, service-skill use, and cross-selling performance, by means of confirmatory factor analysis (CFA) using EQS 6.1 software ( Table 3 ). The CFA indicators suggested the one-dimensionality of the HAW construct ( p -value > 0.05; Bentler-Bonnet Fit Index (BBNFI) = 0.943; Comparative Fit Index (CFI) = 0.992; Root Mean Square Error of Approximation (RMSEA) = 0.067). The evaluation of the service-skill use construct properties also confirmed its one-dimensionality ( p -value > 0.05; BBNFI = 0.987; CFI = 0.954; RMSEA = 0.053). Once again, the one-dimensionality of cross-selling performance was verified ( p -value > 0.05; BBNFI = 0.929; CFI = 0.960; RMSEA = 0.059).

Goodness of fit for the one-dimensionality of the measurement scales.

Content validity was confirmed by means of interviews with branch managers and by conducting a literature review.

To evaluate reliability, coefficient alpha and composite reliability were estimated. Table 4 shows that coefficient alphas and composite reliability indicators were acceptable (above 0.70).

Factor correlations, means, standard deviations, composite reliabilities (CRs), average variance extracted (AVE), and Cronbach’s alphas of measurement scales.

Convergent validity assesses whether items in a theoretical model relate to each other. To examine convergent validity, the average variance extracted (AVE) was estimated. Values of AVE above 0.5 indicate convergent validity ( Hair et al., 2009 ). Table 4 shows factor correlations, means, standard deviations, Cronbach’s alphas, composite reliabilities and AVEs. All AVE values are above 0.5, thus showing convergent validity.

We checked discriminant validity for the three scales by comparing two models for each scale. The first model was estimated by constraining the correlation to 1. We proved the discriminant validity of the scales by using pairwise analyses through CFA between all dimensions. Then, we estimated a second model by setting the correlation between these dimensions to unity. The results show that the model fit better when the correlation between dimensions was different from unity, which demonstrates discriminant validity. In addition, the results show that correlation coefficients were significant and below 0.9, which also guaranteed discriminant validity.

Since all variables were gathered from the same source, we checked for common method biases by following Podsakoff et al.’s (2012) method. First, we estimated an Exploratory Factor Analysis (EFA) Harman’s single-factor test. The results indicated that three factors were present (HAW, service-skill use, and cross-selling performance), and the higher covariance explained by one factor was 21.48%, thus confirming that common method bias was not significant. Further, a CFA Harman’s single-factor test, where all the items of the three variables loaded on the same factor, was conducted, showing a poor model fit (χ 2 /degrees of freedom (d.f.) = 5.842; BBNFI = 0.442; CFI = 0.361; RMSEA = 0.248) ( Table 6 , one-factor model). Second, we also checked a model including the proposed factors and an unmeasured latent factor to control for common method bias ( Podsakoff et al., 2012 ). By adding a latent factor to the CFA model, we connect it to all observed items in the model. Supplementary Graphic 1 , which represents the model including the latent factor. We compared the standardized weights from a model without the common latent to the standardized weights of the common latent factor (CLF) model. If differences are lower than 0.200, then common method bias is not a problem. Table 5 shows differences between the full measurement model and the CLF model below 0.2. In addition, Table 6 shows that the additional latent method factor did not significantly improve the model fit [Satorra-Bentler (S-B) χ 2 = 187.211; d.f. = 130; p -value = 0.001; BBNFI = 0.965; CFI = 0.966; RMSEA = 0.040; χ 2 /d.f. = 1.440], compared to the full measurement model (S-B χ 2 = 212.325; d.f. = 149; p -value = 0.001; BBNFI = 0.963; CFI = 0.965; RMSEA = 0.044; χ 2 /d.f. = 1.425). Based on these findings, we can affirm that common method bias did not affect the results of the present research ( Podsakoff et al., 2003 ).

Factor loadings of measurement model, factor loadings of common latent factor (CLF), and difference between loadings of measurement model and common latent factor model.

One-factor model, full measurement model, and common latent factor model estimation.

Analysis of Hypotheses

To evaluate the structural model, we used the coefficient of determination ( R 2 ) of the endogenous latent variables and the strength of the connections between the constructs ( Chin, 1998 ). Bootstrapping was performed to generate standard errors and t-statistics, based on 500 bootstrap samples. Figure 1 shows the results of the direct effect model. Figure 2 shows the results for the mediation model.

Direct effect model. ∗∗∗ p < 0.001. HAW, happiness at work.

Mediation model. ∗∗∗ p < 0.001.

The mediation model results reveal that R 2 = 0.546, which means that the theoretical mediation model explained 14.6% of the variance of the construct. This result is higher than 26.8% of the variance explained by the direct effect model. In consequence, we can conclude that the proposed model has a suitable predictive capacity for cross-selling performance. As shown in Figure 1 , HAW has a significantly positive relationship with cross-selling performance, thus supporting the first hypothesis. Figure 2 shows a mediating effect of service-skill use in the relationship between HAW and cross-selling performance. In other words, service-skill use significantly contributed to explaining the positive effect of HAW on cross-selling performance. We controlled for age, gender, educational level, and job tenure, following previous research ( Groza et al., 2016 ). Job tenure showed a significant effect on cross-selling performance.

Table 7 shows the results of the effect of HAW on cross-selling performance through service-skill use. First, hypothesis 1 is supported, since HAW is found to have a significant impact on cross-selling performance (β = 0.396, p < 0.001). Hypothesis 2 proposes that service-skill use mediates the relationship between HAW and cross-selling performance. In order to check this effect, we examined the total effect of HAW on cross-selling performance and the indirect effect of HAW on cross-selling performance through service-skill use ( Preacher and Hayes, 2004 ). The total effect of HAW on cross-selling performance is significant and different from zero, thus showing a direct relationship between HAW and cross-selling performance. After controlling for service-skill use, the coefficient of the relationship between HAW and cross-selling performance decreases, and the indirect effect through service-skill use is significant and different from zero. Therefore, a mediation effect is observed ( Preacher and Hayes, 2004 ), and hypothesis 2 is supported.

Test results of partial mediation effect: the mediating role of SKU on the relationship between HAW and CSP.

Although some studies have shown a significant relationship between positive attitudes (such as job satisfaction) and performance ( Ng et al., 2009 ), other studies have demonstrated a limited correlation in this relationship ( Judge et al., 2001 ). In any case, the literature shows that the happy productive worker relationship is still alive ( Coo and Salanova, 2018 ),

This paper contributes to the literature in different ways. First, it sheds light on the happy productive worker black box by offering a model in which employees experiencing higher levels of well-being improve their performance. In particular, this paper reveals that HAW is a reliable predictor of cross-selling performance. The banking industry is highly demanding and requires exceptional levels of energy and enthusiasm, and this research confirms that employees who show higher passion and energy at work (engagement), who positively evaluate their job conditions (job satisfaction), and who feel involved in the organization (affective organizational commitment) show better cross-selling performance results. This is extremely important, as commercial banks need employees who increase customer loyalty by means of cross-selling. The JD-R model explains these findings, as HAW acts as a job resource that positively contributes to organizational objectives.

Second, past inconsistencies in the happy productive worker literature reveal a lack of explanatory capacity in this relationship. Judge et al.’s (2001) meta-analysis showed the weak relationship between positive attitudes and performance. Performance prediction is complex and depends on different variables, and this might result in problems in the positive attitudes–performance relationship ( Judge et al., 2001 ). In an attempt to solve this lack of consistency, some studies explored how different mediating variables affected the positive attitudes–performance relationship ( Hochwarter et al., 1999 ). Interestingly, the study by Hochwarter et al. (1999) is one of the few works examining the positive attitudes–skills relationship. However, they focused on a narrow positive attitude, namely, job satisfaction. This paper goes one step further and proposes a connection between a wider positive attitude (HAW) and service-skill use, in which the latter mediates the relationship between HAW and cross-selling performance. A central question in the skills literature is the relationship between skills and performance. Results showed that employees who feel happier at work increased their service-skill use. In turn, service-skill use fostered cross-selling performance. Our results reveal that service-skill use improves the effect of HAW on cross-selling performance.

From a managerial perspective, our paper shows that financial services can increase cross-selling performance through the improved use of service skills. It is crucial to understand how customers react when they are served by highly skilled employees. However, scarce research has examined the effect of service-skill use on behavioral outcomes ( Vaerembergh and Holmqvist, 2013 ). Service-skill use has important consequences in the consumption of goods and services ( Redondo-Bellón, 1999 ), and therefore, firms should consider using highly motivated and skilled employees to serve customers.

Salespeople should be able to communicate correctly and need to demonstrate relationship skills, effectiveness, and efficiency. If this does not occur, cross-selling performance results will decrease. Financial services need staff who can cater to their customers’ needs. Firms aim to achieve effective communication between the salesperson and the consumer, and to do this requires the correct demonstration of service skills that offer a sense of security and clarity to the customer, enabling more fluid and precise communication. In addition, service-skill use generates an emotional link between the salesperson and the customer, who will feel more comfortable, recognizing that he or she is receiving personalized treatment. Thus, on the one hand, we suggest that HR departments should focus on employees’ engagement, job satisfaction, and affective organizational commitment by means of HR practices designed to this end. On the other hand, training programs aimed at fostering employees’ service skills should be implemented. All of the above reveals the usefulness and significance of the use of service skills in the sales process.

In this study, we have attempted to break new ground by mapping a new path in which happier workers are more productive. The study reveals that HAW acts as a job resource that has an effective influence on employees’ performance. In addition, service-skill use was found to play a pivotal role in the relationship between HAW and performance. An important contribution of the study lies in the fact that data were collected from two different sources, which strengthens the reliability of the study and reduces the risk of bias.

The limitations of the paper open up opportunities for future research. First, this research design was cross-sectional. This provides the opportunity to check this model through future two-wave research, which could demonstrate a causal relationship. Second, our data relied on self-reported measures, which involves a risk of bias. Third, our study was limited to the financial services sector. It would be interesting to contrast the importance of service skills in other types of firms. In addition, cross-selling was used as a performance variable, while there are other forms of measuring performance in more subjective ways ( Parasuraman et al., 1988 ), using a combination of objective and subjective methods. In addition, an interesting spiral could emerge in which HAW increases performance, which, in turn, could lead to improved HAW. Hence, future research could explore this gaining spiral through a longitudinal design. In addition, future studies could consider the effect of service-skill use in combination with other personal resources, such as customer orientation, as well as analyze the effect of service-skill use on other constructs, including service recovery performance (see Sommovigo et al., 2019 ) and organizational citizenship behavior. Finally, our model has focused on the consequences of HAW, yet it has not tackled the antecedents of this concept. There is evidence to support the idea that work circumstances and the interactions between people and their situation have significant implications on HAW ( Fisher, 2010 ). In this vein, future research could test how leader or peer behavior impacts on employees’ HAW. On the one hand, helpful and altruistic behaviors could be beneficial for employees’ HAW ( Salas-Vallina and Alegre, 2018b ). On the other hand, peers’ self-interest and unethical behaviors are expected to harm HAW. In a recent study, Ruiz-Palomino et al. (2019) found that peers’ unethical behavior increased the negative impact of self-interest (Machiavelianism) on employees’ ethical intentions. They also showed that when peers’ unethical behavior is not present, the negative effect of self-interest on ethical intentions disappears. Hence, future research could test whether the ethicality of people who are not governed by self-interest mindsets could improve HAW.

Data Availability Statement

Ethics statement.

Ethical review and approval was not required for the study on human participants in accordance with the local legislation and institutional requirements. The patients/participants provided their written informed consent to participate in this study.

Author Contributions

All authors contributed to the data collection and study design. Likewise, all authors drafted the manuscript and worked on several rounds of revision.

Conflict of Interest

The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest. The reviewer CS declared a past co-authorship with one of the authors AS-V to the handling Editor.

Happiness at work measurement scale ( Salas-Vallina and Alegre, 2018a ).

To which extent do you agree with the following statements, where 1 means “totally disagree,” and 7 “totally agree.”

• (1) In my job, I feel strong and vigorous.
• (2) I am enthusiastic about my job.
• (3) I get carried away when I am working.
• (4) How satisfied are you with the nature of the work you perform?
• (5) How satisfied are you with the pay you receive for your job?
• (6) How satisfied are you with the opportunities which exist in this organization for advancement [promotion]?
• (7) I would be very happy to spend the rest of my career with this organization.
• (8) I feel emotionally attached to this organization.
• (9) I feel a strong sense of belonging to my organization.

Service-skill use measurement scale, based on Vaerembergh and Holmqvist (2013) and Wang and Xu (2017) .

• (1) My subordinates are able to deliver satisfactory services to customers.
• (2) My subordinates are well versed in effective ways to provide customers with satisfactory services.
• (3) My subordinates are good at solving all kinds of difficulties which customers encounter.
• (4) It is very easy for my subordinates to deliver satisfactory services to customers.
• (5) My subordinates can easily maintain a good relationship with customers.
• (6) My subordinates strive to adapt their language to customers.

Cross-selling performance measurement scale ( Schmitz et al., 2014 ).

• (1) My subordinates already cater for our customers’ needs for additional products on a broad basis.
• (2) Our customers obtain the additional products they require in most cases from my subordinates.
• (3) Our customers purchase most of the additional products my subordinates offer them.
• (4) My subordinates extensively exploit customers’ potential with regard to additional products.

Funding. We would like to thank Generalitat Valenciana, Conselleria d’Innovació, Universitats, Ciència i Societat Digital, for their funding support (project GV/2019/159).

Supplementary Material

The Supplementary Material for this article can be found online at: https://www.frontiersin.org/articles/10.3389/fpsyg.2020.00456/full#supplementary-material

• Allen F., Santomero A. M. (2001). What do financial intermediaries do? J. Bank. Financ. 25 271–294. 10.1016/s0378-4266(99)00129-6 [ CrossRef ] [ Google Scholar ]
• Bakker A. B. (2017). Strategic and proactive approaches to work engagement. Organ. Dyn. 46 67–75. 10.1016/j.orgdyn.2017.04.002 [ CrossRef ] [ Google Scholar ]
• Bakker A. B., Bal M. P. (2010). Weekly work engagement and performance: a study among starting teachers. J. Occup. Organ. Psychol. 83 189–206. 10.1348/096317909x402596 [ CrossRef ] [ Google Scholar ]
• Bakker A. B., Demerouti E. (2008). Towards a model of work engagement. Career Dev. Int. 13 209–223. 10.1108/13620430810870476 [ CrossRef ] [ Google Scholar ]
• Bitner M. J., Booms B. H., Tetreault M. S. (1990). The service encounter: diagnosing favorable and unfavorable incidents. J. Mark. 54 71–84. 10.1177/002224299005400105 [ CrossRef ] [ Google Scholar ]
• Binyamin G., Brender-Ilan Y. (2017). Leaders’s language and employee proactivity: enhancing psychological meaningfulness and vitality. Eur. Manag. J. 36 463–473. 10.1016/j.emj.2017.09.004 [ CrossRef ] [ Google Scholar ]
• Butera A. (2000). Cross-selling: capitalizing on the opportunities. Hoosier Bank. 87 14–16. [ Google Scholar ]
• Cegarra-Navarro J. G., Jiménez-Jiménez D., García-Pérez A., Del Giudice M. (2018). Building affective commitment in a financial institution through an ambidexterity context. Eur. Bus. Rev. 30 2–25. 10.1108/ebr-07-2016-0093 [ CrossRef ] [ Google Scholar ]
• Chadi A., Hetschko C. (2018). The magic of the new: how job changes affect job satisfaction. J. Econ. Manag. Strategy 27 23–39. 10.1111/jems.12217 [ CrossRef ] [ Google Scholar ]
• Chin W. W. (1998). “ The partial least squares approach to structural equation modeling ,” in Modern Methods for Business Research , ed. Marcoulides G. A. (Mahwah, NJ: Lawrence Erlbaum Associates; ), 295–358. [ Google Scholar ]
• Coo C., Salanova M. (2018). Mindfulness can make you happy-and-productive: a mindfulness controlled trial and its effects on happiness, work engagement and performance. J. Happiness Stud. 19 1691–1711. [ Google Scholar ]
• Coyles S., Gokey T. C. (2002). Customer Retention is Not Enough: Defecting Customers Are Far Less of a Problem Than Customers Who Change Their Buying Patterns. New Ways of Understanding These Changes Can Unlock the Power of Loyalty. New York City, NY: McKinsey and Company, Inc, 81–90. (accessed March 01, 2019). [ Google Scholar ]
• Crosby L. A., Stephens N. (1987). Effects of relationship marketing on satisfaction, retention, and prices in the life insurance industry. J. Mark. Res. 24 404–411. 10.1177/002224378702400408 [ CrossRef ] [ Google Scholar ]
• Demerouti E., Bakker A. B., Nachreiner F., Schaufeli W. B. (2001). The job demands-resources model of burnout. J. Appl. Psychol. 86 499–512. [ PubMed ] [ Google Scholar ]
• Fisher C. D. (2010). Happiness at work. Int. J. Manag. Rev. 12 384–412. 10.1111/j.1468-2370.2009.00270.x [ CrossRef ] [ Google Scholar ]
• Fredrickson B. L. (2001). The role of positive emotions in positive psychology: the broaden-and-build theory of positive emotions. Am. Psychol. 56 218–226. 10.1037/0003-066x.56.3.218 [ PMC free article ] [ PubMed ] [ CrossRef ] [ Google Scholar ]
• Fredrickson B. L. (2013). “ Positive emotions broaden and build ,” in Advances in Experimental Social Psychology , eds Plant E. A., Devine P. G. (San Diego, CA: Academic Press; ), 1–53. 10.1016/b978-0-12-407236-7.00001-2 [ CrossRef ] [ Google Scholar ]
• Gremme K. M., Wohlgemuth V. (2017). Dynamic capabilities: a systematic literature review of theory and practice. Eur. J. Manag. Issues 25 30–35. [ Google Scholar ]
• Groza M. D., Locander David A., Howlett Charles H. (2016). Linking thinking styles to sales performance: the importance of creativity and subjective knowledge. J. Bus. Res. 69 4185–4193. 10.1016/j.jbusres.2016.03.006 [ CrossRef ] [ Google Scholar ]
• Guest D. E. (2017). Human resource management and employee well-being: towards a new analytic framework. Hum. Resour. Manag. J. 27 22–38. 10.1111/1748-8583.12139 [ CrossRef ] [ Google Scholar ]
• Guido G., Pichierri M., Pino G. (2018). Place the good after the bad: effects of emotional shifts on consumer memory. Mark. Lett. 29 49–60. 10.1007/s11002-017-9439-0 [ CrossRef ] [ Google Scholar ]
• Hair J. F., Black W. C., Babin B. J., Anderson R. E. (2009). Multivariate Data Analysis , 7th Edn Upper Saddle River, NJ: Prentice Hall. [ Google Scholar ]
• Harrison D. A., Newman D. A., Roth P. L. (2006). How important are job attitudes? Meta-analytic comparisons of integrative behavioral outcomes and time sequences. Acad. Manag. J. 49 305–325. 10.5465/amj.2006.20786077 [ CrossRef ] [ Google Scholar ]
• Hochwarter W. A., Perrewé P. L., Ferris G. R., Brymer R. A. (1999). Job satisfaction and performance: the moderating effects of value attainment and affective disposition. J. Vocat. Behav. 54 296–313. 10.1006/jvbe.1998.1659 [ CrossRef ] [ Google Scholar ]
• Iaffaldano M. T., Muchinsky P. M. (1985). Job satisfaction and job performance: a meta-analysis. Psychol. Bull. 97 251–273. 10.1037/0033-2909.97.2.251 [ CrossRef ] [ Google Scholar ]
• Judge T. A., Bono J. E., Locke E. A. (2000). Personality and job satisfaction: the mediating role of job characteristics. J. Appl. Psychol. 85 237–249. [ PubMed ] [ Google Scholar ]
• Judge T. A., Thoresen C. J., Bono J. E., Patton G. K. (2001). The job satisfaction–job performance relationship: a qualitative and quantitative review. Psychol. Bull. 127 376–407. 10.1037/0033-2909.127.3.376 [ PubMed ] [ CrossRef ] [ Google Scholar ]
• Kamakura W. A. (2008). Cross-selling. J. Relat. Mark. 6 41–58. [ Google Scholar ]
• Kamakura W. A., Wedel M., De Rosa F., Mazzon J. A. (2003). Cross-selling through database marketing: a mixed data factor analyzer for data augmentation and prediction. Int. J. Res. Mark. 20 45–65. 10.1016/S0167-8116(02)00121-0 [ CrossRef ] [ Google Scholar ]
• Korman A. K. (1970). Toward an hypothesis of work behavior. J. Appl. Psychol. 54 31–41. 10.1037/h0028656 [ CrossRef ] [ Google Scholar ]
• Liao H., Liu D., Loi R. (2010). Looking at both sides of the social exchange coin: a social cognitive perspective on the joint effects of relationship quality and differentiation on creativity. Acad. Manag. J. 53 1090–1109. 10.5465/amj.2010.54533207 [ CrossRef ] [ Google Scholar ]
• Llorens S., Schaufeli W. B., Bakker A. B., Salanova M. (2007). Does a positive gain spiral of resources, efficacy beliefs and engagement exist? Comput. Hum. Behav. 23 825–841. 10.1016/j.chb.2004.11.012 [ CrossRef ] [ Google Scholar ]
• Malhotra N., Dávila J. F. J., Teviño M. E. (2004). Investigación de Mercados: Un Enfoque Práctico. Upper Saddle River, NJ: Prentice Hall. [ Google Scholar ]
• Manna E. (2017). Customer–oriented employees: blessing or curse for firms? J. Econ. Manag. Strategy 26 842–875. 10.1057/s41271-017-0106-8 [ PubMed ] [ CrossRef ] [ Google Scholar ]
• Martin L. L., Ward D. W., Achee J. W., Wyer R. S. (1993). Mood as input: people have to interpret the motivational implications of their moods. J. Pers. Soc. Psychol. 64 317–326. 10.1037/0022-3514.64.3.317 [ CrossRef ] [ Google Scholar ]
• Ng T. W. H., Sorensen K. L., Yim F. H. K. (2009). Does the job satisfaction-job performance relationship vary across cultures? J. Cross Cult. Psychol. 40 761–796. 10.1037/apl0000315 [ PubMed ] [ CrossRef ] [ Google Scholar ]
• Normann R. (1991). Service Management: Strategy and Leadership in Service Business. New York, NY: John Wiley. [ Google Scholar ]
• Obeidat S. M., Mitchell R., Bray M. (2016). The link between high performance work practices and organizational performance: empirically validating the conceptualization of HPWP according to the AMO model. Employee Relat. 38 578–595. 10.1108/er-08-2015-0163 [ CrossRef ] [ Google Scholar ]
• Parasuraman A., Zeithaml V. A., Berry L. L. (1988). SERVQUAL: a multi-item scale for measuring consumer perceptions of the service quality. J. Retailing 64 12–40. [ Google Scholar ]
• Podsakoff P. M., MacKenzie S. B., Lee J.-Y., Podsakoff N. P. (2003). Common method biases in behavioral research: a critical review of the literature and recommended remedies. J. Appl, Psychol. 88 879–903. 10.1037/0021-9010.88.5.879 [ PubMed ] [ CrossRef ] [ Google Scholar ]
• Podsakoff P. M., MacKenzie S. B., Podsakoff N. P. (2012). Sources of method bias in social science research and recommendations on how to control it. Annu. Rev. Psychol. 63 539–569. 10.1146/annurev-psych-120710-100452 [ PubMed ] [ CrossRef ] [ Google Scholar ]
• Preacher K. J., Hayes A. F. (2004). SPSS and SAS procedures for estimating indirect effects in simple mediation models. Behav. Res. Methods Instrum. Comput. 36 717–731. 10.3758/bf03206553 [ PubMed ] [ CrossRef ] [ Google Scholar ]
• Redondo-Bellón I. (1999). The effects of bilingualism on the customer: the case of Spain. Eur. J. Mark. 33 1136–1160. 10.1108/03090569910292311 [ CrossRef ] [ Google Scholar ]
• Ruiz-Palomino P., Bañón-Gomis A., Linuesa-Langreo J. (2019). Impacts of peers’ unethical behavior on employees’ ethical intention: moderated mediation by Machiavellian orientation. Bus. Ethics 28 185–205. 10.1111/beer.12210 [ CrossRef ] [ Google Scholar ]
• Saks A. M. (2019). Antecedents and consequences of employee engagement revisited. J. Organ. Eff. People Perform. 6 19–38. 10.1108/joepp-06-2018-0034 [ CrossRef ] [ Google Scholar ]
• Salas-Vallina A., Alegre J., Fernandez R. (2017a). Happiness at work and organisational citizenship behaviour: is organisational learning a missing link? Int. J. Manpow. 38 470–488. 10.1108/ijm-10-2015-0163 [ PubMed ] [ CrossRef ] [ Google Scholar ]
• Salas-Vallina A., Alegre J. (2018a). Happiness at work: developing a shorter measure. J. Manag. Organ. 1–21. (in press), 10.1017/jmo.2018.24 [ CrossRef ] [ Google Scholar ]
• Salas-Vallina A., Alegre J. (2018b). Unselfish leaders? Understanding the role of altruistic leadership and organizational learning on happiness at work (HAW). Leadership Org. Dev. J. 39 633–649. 10.1108/LODJ-11-2017-0345 [ CrossRef ] [ Google Scholar ]
• Salas-Vallina A., López-Cabrales Á, Alegre J., Fernández R. (2017b). On the road to happiness at work (HAW) transformational leadership and organizational learning capability as drivers of HAW in a healthcare context. Pers. Rev. 46 314–338. 10.1108/pr-06-2015-0186 [ CrossRef ] [ Google Scholar ]
• Schmitz C., Lee Y. C., Lilien G. L. (2014). Cross-selling performance in complex selling contexts: an examination of supervisory-and compensation-based controls. J. Mark. 78 1–19. 10.1509/jm.12.0421 [ CrossRef ] [ Google Scholar ]
• Sommovigo V., Setti I., Argentero P. (2019). The role of service providers’ resilience in buffering the negative impact of customer incivility on service recovery performance. Sustainability 11 (in press). [ Google Scholar ]
• Swap W., Leonard D., Shields M., Abrams L. (2001). Using mentoring and storytelling to transfer knowledge in the workplace. J. Manag. Inform. Syst. 18 95–114. 10.1080/07421222.2001.11045668 [ CrossRef ] [ Google Scholar ]
• Vaerembergh Y. V., Holmqvist J. (2013). Speak my language if you want my money. Eur. J. Mark. 47 1276–1292. 10.1108/03090561311324327 [ CrossRef ] [ Google Scholar ]
• Van de Voorde K., Van Veldhoven M. (2016). “ Wellbeing ,” in Encyclopedia of Human Resource Management , eds Wilkinson A., Johnstone S. (Northampton, MA: Edward Elgar Publishing Limited; ), 478–480. [ Google Scholar ]
• Varca P. E., James-Valutis M. (1993). The relationship of ability and satisfaction to job performance. Appl. Psychol 42 265–275. 10.1111/j.1464-0597.1993.tb00742.x [ CrossRef ] [ Google Scholar ]
• Vargo S. L., Lusch R. F. (2004). Evolving to a new dominant logic for marketing. J. Mark. 68 1–17. 10.1509/jmkg.68.1.1.24036 [ CrossRef ] [ Google Scholar ]
• Wang Z., Xu H. (2017). How and when service-oriented high-performance work systems foster employee service performance: a test of mediating and moderating processes. Employee Relat. 39 523–540. 10.1108/er-07-2016-0140 [ CrossRef ] [ Google Scholar ]
• Wright T. A., Cropanzano R. (2000). Psychological well-being and job satisfaction as predictors of job performance. J. Occup. Health Psychol. 5 84–94. 10.1037/1076-8998.5.1.84 [ PubMed ] [ CrossRef ] [ Google Scholar ]
• Wright T. A., Cropanzano R., Denney P. J., Moline G. L. (2002). When a happy worker is a productive worker: a preliminary examination of three models. Can. J. Behav. Sci. 34 146–150. 10.1037/h0087165 [ CrossRef ] [ Google Scholar ]
• Yu T., de Ruyter K., Patterson P., Chen C. F. (2018). The formation of a cross-selling initiative climate and its interplay with service climate. Eur. J. Mark. 52 1457–1484. 10.1108/ejm-08-2016-0487 [ CrossRef ] [ Google Scholar ]
• Zeffane R., Zeffane R., Bani Melhem S. J., Bani Melhem S. J. (2017). Trust, job satisfaction, perceived organizational performance and turnover intention: a public-private sector comparison in the United Arab Emirates. Employee Relat. 39 1148–1167. 10.1108/er-06-2017-0135 [ CrossRef ] [ Google Scholar ]
• Zelenski J. M., Murphy S. A., Jenkins D. A. (2008). The happy-prodctive worker thesis revisited. J. Happiness Stud. 9 521–537. 10.1007/s10902-008-9087-4 [ CrossRef ] [ Google Scholar ]

Greater Good Science Center • Magazine • In Action • In Education

How Happy Are People at Work?

Most of us would like to be happier at work—to be able to say that the hours and effort that we dedicate to it truly contribute to how happy we are in life.

How do we get there? Like happiness overall , happiness at work does not mean trying to be cheerful and enthusiastic all the time. According to research , workplace happiness is much deeper. In the Greater Good Science Center’s series of courses on the Science of Happiness at Work , we offer an organizing framework—called PERK—that distills happiness at work into key constructs that can be strengthened:


• Purpose: Feeling that your work aligns with core values and meaningfully contributes to something beyond yourself.
• Engagement : Feeling curious, interested, and inspired; experiencing flow; and being dedicated to making progress at work. 
• Resilience: Being able to handle setbacks and difficulties in ways that foster learning and growth at work.
• Kindness: A trusting, friendly, and genuinely supportive social climate at work.

Our happiness at work quiz is based on the PERK framework, and we have analyzed data from just under 6,000 of the first respondents who took it. People’s average happiness at work is an underwhelming 72 out of 100 (which is worse than it sounds, considering that the lowest possible score is 20). The findings offer not just a snapshot of workplace well-being among our international quiz-takers, but also some promising opportunities for increasing happiness at work.

1. Everyone could use a little more kindness at work

When people report kindness at work, that includes both acting kindly toward others and being treated with kindness. Among the four aspects of workplace happiness, kindness was rated the lowest, at an average of 70.3—and it’s also the aspect that seems to be least affected by industry or position. In other words, kindness may primarily be determined by the culture that coworkers create together, not the nature of the work itself.

In our quiz, we asked people to indicate what industry they work in (e.g., construction or law) and what their work role is (support staff, middle management, etc.). Not surprisingly, people working in nonprofits and health care—where caring is part of their mission—tended to report more kindness at work. And people with greater freedom, power, or money—including the self-employed, the highest earners, and people in upper management—also reported more kindness. This may be because people in higher-paying leadership roles receive more courtesy and deference from others, or because (in the case of the self-employed) they have more choice of whom to work with. 

But these differences were relatively small. There was more variability in kindness within industries and work roles—which is good news for those of us who aren’t nonprofit employees or CEOs. This suggests we all have some wiggle room.

According to several studies of positive practices at work led by Kim Cameron at the Michigan Center for Positive Organizational Scholarship , the respectful, friendly, and supportive behaviors that comprise kindness are trainable, like any other habit. We can practice to get better at them, in any context—even work.

Leaders can evaluate their own warmth or relational energy —how inspired and invigorated (versus drained and depleted) people feel after interacting with them—and get training to improve their interpersonal skills. Organizations can boost kindness by offering training in compassion , while individuals can try helpful practices like these:

• Random Acts of Kindness , which involves purposefully doing something to delight someone else a few times a day at work.
• Capitalizing on Positive Events in conversations with colleagues, by asking them about uplifting experiences they had and affirming the positive implications of them.
• Expressing gratitude at work in a descriptive, heartfelt way, whether verbal or written.
• Reminders of Connectedness , a reflection exercise that can help coworkers foster common humanity and team spirit, sentiments that make kindness easier to come by.

Despite the stereotype of the cutthroat workplace, more kindness at work is possible and worth pursuing . Our happiness at work quiz results suggest that most workplaces are not explicitly prioritizing or training kindness as a skill or value (even in professions that are steeped in kindness), despite its notable benefits to happiness at work.

2. We can do better at resilience at work

Our respondents’ resilience at work—although slightly higher than kindness, at 72.6 on average—showed a similar pattern: There were only minor differences between industries and roles.

As with kindness, it was people in health care, as well as workers with greater freedom and status, who reported the most resilience. However, that wasn’t true of nonprofit workers; it’s hard to say why this should be the case without more data. Meanwhile, a wide variety of industries and job roles showed similar levels of resilience. For example, people in services or transportation were as resilient as people in business or finance, and skilled laborers were just as resilient as trained professionals.

This pattern of scores suggests that people are probably relying on the minimum resilience necessary to function in whatever workplace setting they’re in. The data do not suggest that particular workplaces are encouraging and training their employees in resilience, even though all occupations come with some kind of stress. With deliberate attention and investment, there is ample room to grow.

One practice that can strengthen resilience is to ask for help at work , so that your list of tasks and responsibilities feels less overwhelming and you feel more supported by your colleagues. Research by Stanford’s Francis J. Flynn shows that we routinely underestimate other people’s interest in and willingness to help us, and an abundance of research shows that being helpful to others is fundamentally rewarding. Despite our judgmental inner chatter, people appreciate and derive meaning from lending a hand at work.

A second option is to join the wave of organizations and companies that are incorporating mindfulness into everyday work to create cultures of clarity, authenticity, and care. Practicing mindfulness can be as simple as taking a deep, slow breath on your way into a tense negotiation, or as complex as offering codified, company-wide mindfulness sessions during the workday.

One obstacle to resilience is workaholism, which, according to experts like Jeffrey Pfeffer , causes crushing stress while offering no advantages to productivity. Organizational behavior experts are increasingly highlighting the importance of work-life harmony—that is, striking a healthy balance between time and effort at work, and detaching or taking time away from work. Studies highlight the benefits of downtime activities , including vacation , for our long-term well-being at work.

3. We can learn from naturally purposeful professions

Compared to the three other domains, our respondents’ feelings of purpose at work were the highest—and they were also the most similar to their overall happiness at work. This suggests that, when we think about well-being on the job, our own values and our job’s contribution to society are incredibly important.

Purpose seems to come naturally to certain professions and roles. Our respondents had the greatest purpose when they worked in health and human services, or in more senior roles. People with less prestigious, stable, and autonomous jobs, like in sales and retail or temporary work, scored lowest on a sense of purpose.

If you’re working in a helping profession—caring for others day-to-day—it’s probably easy to see how your work contributes to society. For the rest of us, maintaining a sense of purpose at work may take deliberate effort.

Luckily, studies suggest that whatever your job, you can bolster your sense of purpose by reflecting on how what you do, or what your company or organization does, contributes to something that you care about. It could be the state of human knowledge, world peace, environmental sustainability, storytelling, creative expression, aesthetic beauty, nourishment, or technological advancement. Deliberately considering how your day-to-day effort serves and contributes to a core value , often something beyond self-interest, builds your sense of purpose at work.

If you are a leader, you can inspire purpose in your organization by inquiring about values organization-wide, and inviting colleagues to work together to link the product or service that your organization provides to those values. Then, you can adapt internal policies and quarterly benchmarks to align with them. For example, fast food companies are increasingly adding plant-based meat alternatives to menus to align with environmental and health-conscious values—and to benefit their bottom line.

When it comes to increasing happiness at work, we need to focus on both the broader way we think about our job as well as our day-to-day feelings at work. Kindness and resilience practices speak to our everyday experiences at work, while cultivating purpose can change our larger sense of what we do.

4. We can get engaged through passion and autonomy

What breeds more engagement at work? According to our survey, we seem to be immersed and curious at work when we have greater purpose and freedom.

Respondents were more engaged at work when they worked in health and human services professions or had more flexible and autonomous roles (self-employed or as a partner). Workers with less control over their daily tasks, like temporary employees and administration staff, had the lowest engagement. Other than that, there weren’t any consistent differences between different industries and roles.

This data highlights the overlap between feeling engaged at work with both having a sense of purpose and being self-directed. Accordingly, studies show that companies that enact policies and practices that give employees more control , like flexible work arrangements, tend to increase engagement and, in turn, happiness at work for everyone.

As a leader, you can also scaffold self-direction by inviting employees to discover their strengths, and then providing opportunities for them to reshape their job tasks to suit them. You can encourage employees to innovate on their work procedures and designate time and space for unstructured creative thinking, professional learning, and growth. Leaders can also show trust and bring employees into the decision-making process: delegating more tasks and discussing progress, strategic roadmaps, and work goals together.

For a deeper dive and access to specific activities, exercises, and practices that can boost happiness at work, check out our online series of courses on the Science of Happiness at Work : The Foundations of Happiness at Work, Mindfulness and Resilience to Stress at Work, and Empathy and Emotional Intelligence at Work.

Of course, we don’t have control over all of the factors that contribute to happiness at work. Structural inequality showed up in our analysis. The lowest-income people were less happy at work in all four categories. We also found differences between ethnic groups, which likely have something to do with the biases that people bring to the workplace and how cultural norms play out there. For example, African and African American respondents brought (or had to bring) more resilience to work, while Asians and Asian Americans showed more kindness. The good news for everyone was that most aspects of happiness at work increased as they got older. 

While we can work to change societal policies that affect everyone’s well-being at work, evidence also suggests clear ways that anyone—from temps to C-level executives—can take steps toward happier work today. There is no single approach that will work across the board, but we can increase happiness at work by 1) explicitly connecting with and integrating purpose and meaning into our everyday tasks, 2) training in skills that strengthen our kindness and resilience, and 3) advocating for and assuming more autonomy and self-direction at work.

While it’s easy to assume that happiness will come from specific achievements like promotions and product launches, evidence suggests otherwise. We can pursue happiness by focusing on our everyday feelings, behaviors, and mental habits, which make a big difference to the 50 percent of our waking hours that we routinely spend at work.

About the Authors

Emiliana R. Simon-Thomas

Emiliana R. Simon-Thomas, Ph.D. , is the science director of the Greater Good Science Center, where she directs the GGSC’s research fellowship program and serves as a co-instructor of its Science of Happiness and Science of Happiness at Work online courses.

Kira M. Newman

Kira M. Newman is the managing editor of Greater Good . Her work has been published in outlets including the Washington Post , Mindful magazine, Social Media Monthly , and Tech.co, and she is the co-editor of The Gratitude Project . Follow her on Twitter!

You May Also Enjoy

How to Practice Mindfulness Throughout Your Work Day

Why You Should Love Thy Coworker

How to be a Happy Working Dad, Part One

Five Ways to Cultivate Gratitude at Work

Five Tips for Launching a Meditation Program at Work

Eight Ways to Find More Meaning at Work

More From Forbes

Demystifying happiness at work.

• Share to Facebook
• Share to Twitter
• Share to Linkedin

Dr. Andreea Vanacker, CEO of  SPARKX5 , a mental well-being technology company. Author of three books, multi-lingual speaker & vitality expert

The quest to optimize employee happiness has led certain organizations to assign chief happiness officers. For example, years ago, Google appointed Chade-Meng Tan, an engineer, as their "Jolly Good Fellow," and he has since written the book Search Inside Yourself. Let’s explore what happiness really means within organizations and the nuances that come with it.

To define what happiness at work is, we need to define what happiness is for humans. We all have different backgrounds, unique personalities and different expectations. What will make one person happy may not make another person happy. Managers who have two, three or even four different generations on their teams will often wonder how they can put in place practices that will make millennials and employees who are nearing retirement happy. Their needs, ambitions and expectations are often very different.

To find common ground on how to define happiness, we can look to Buddhist monk Matthieu Ricard for inspiration. He stated that "happiness is a deep sense of flourishing that arises from an exceptionally healthy mind … not a mere pleasurable feeling, a fleeting emotion, or a mood, but an optimal state of being."

Key Factors Contributing To Happiness At Work

Employee happiness can be influenced by two factors: the organizational ecosystem and employees’ mindset.

Google Is Deleting Gmail Accounts—3 Steps Needed To Keep Yours

Blackrock issues serious fed warning as crypto suddenly braces for a predicted 50% bitcoin price crash, google warns millions of android users—do not install these apps.

Let's explore the organizational ecosystem first. To optimize employee happiness, the purpose of the company must be inspiring to employees. This will help them understand how they are helping to create a better world. But purpose alone is not enough; we also need conscious leaders who can create all the conditions necessary for their team to succeed while having collaborative, inclusive environments where personal autonomy, psychological safety and transparency are strong. Leaders must also focus a lot of effort on employee well-being and growth.

All of these elements define conscious, progressive organizations that change the world while bringing more happiness to their employees. Patagonia is a great example of this type of organization, and it is also a B corp, which requires a very rigorous certification process. The charter of these companies is based on their ability to positively impact employees, the community and the environment. And B corporations don't just bring happiness to their employees but all of their customers and partners.

Second, let's focus on the importance of employees’ state of mind. Sonia Lyubomirsky's research has indicated that 50% of our happiness is genetically predetermined, while 40% is the result of our attitude, and just 10% is based on the circumstances of our lives. Therefore, happiness depends a lot on how we react to situations, and that's something we all have the ability to control. As a result, even if an employee is in a fantastic environment with all of the characteristics described above, an employee with a bad attitude will possibly be unhappy at work — unless they change their attitude and embrace a positive mindset filled with gratitude and compassion.

Measurement Of Happiness At Work

The employee engagement rate is often a metric that can reflect employee happiness in their current roles. The sad thing is that when you look at the overall engagement rates in the world, we are hovering around 36% in the U.S. and 22% globally. This means that only two to three out of every 10 employees are truly motivated at work, which means huge productivity losses for companies. 

As part of our engagement reviews, we've found a very powerful question that touches on the concept of Net Promoter Scores. This score identifies the promoters or ambassadors of a brand based on the following question: On a scale of 1 to 10, would you recommend this company? If an employee gives a score of 9 or 10, they are ambassadors of the brand or company they work for. They will speak highly of the company to their friends and families and will even encourage them to apply for open positions.

In fact, when employees are happy at work and have at least one good friend there, they will be seven times more engaged in their job. Employees who give a score of seven or eight to the question are the undecided and, depending on how things evolve, may become either ambassadors or detractors. The latter will give a score lower than seven and will speak badly of their leaders and company, which often is a reflection of their unhappiness at work.

When it comes to improving happiness at work, it is more important to consider another dimension that affects happiness — that of well-being. There are various factors that contribute to our well-being. Work certainly plays an important role in our lives, but there is also the dimension of our finances, relationships, health and contribution to society. If an individual is happy at work but dissatisfied with other dimensions of their life, their overall level of happiness or well-being will be lower. Likewise, if an individual has health or relationship issues, it will interfere with their productivity and happiness at work since humans are emotional beings.

Organizations that will stand out in the future are those that can help people optimally integrate all of these dimensions into their lives. The pandemic has brought us face to face with this reality. Employees are not just employees but human beings with personal and family concerns. Once the connection between these dimensions is understood, progressive companies will take the necessary steps to help employees flourish at all levels and bring a greater level of humanity to the workplace. And that will lead to ambassadors and employees who will do everything to contribute to the success of their organizations — but with a smile on their face.

Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?

• Editorial Standards
• Reprints & Permissions

The Science of Happiness in Positive Psychology 101

Whether on a global or an individual level, the pursuit of happiness is one that is gaining traction and scientific recognition.

There are many definitions of happiness, and we will also explore those in this article. For now, we invite you to think of a time when you were happy. Were you alone? With others? Inside? Outside.

At the end of this article, revisit that memory. You may have new insight as to what made that moment “happy,” as well as tips to train your brain towards more happiness.

Before you continue, we thought you might like to download our three Happiness & Subjective Wellbeing Exercises for free . These detailed, science-based exercises will help you or your clients identify sources of authentic happiness and strategies to boost wellbeing.

This Article Contains:

A definition of happiness, a look at the science of happiness, the scientific research on happiness at work, 17 interesting facts and findings, a study showing how acts of kindness make us happier, the global pursuit of happiness, measures of happiness, four qualities of life.

• How to Train your Brain for Happiness

A Take-Home Message

In general, happiness is understood as the positive emotions we have in regards to the pleasurable activities we take part in through our daily lives.

Pleasure, comfort, gratitude, hope, and inspiration are examples of positive emotions that increase our happiness and move us to flourish. In scientific literature, happiness is referred to as hedonia (Ryan & Deci, 2001), the presence of positive emotions and the absence of negative emotions.

In a more broad understanding, human wellbeing is made up of both hedonic and Eudaimonic principles, the literature on which is vast and describes our personal meaning and purpose in life (Ryan & Deci, 2001).

Research on happiness over the years has found that there are some contributing correlational factors that affect our happiness. These include (Ryan & Deci, 2001):

• Personality Type
• Positive Emotions versus Negative Emotions
• Attitude towards Physical Health
• Social Class and Wealth
• Attachment and Relatedness
• Goals and Self-Efficacy
• Time and Place.

So what is the “ science of happiness? ”

This is one of those times when something is exactly what it sounds like – it’s all about the science behinds what happiness is and how to experience it, what happy people do differently, and what we can do to feel happier.

This focus on happiness is new to the field of psychology; for many decades – basically since the foundation of psychology as a science in the mid- to late-1800s – the focus was on the less pleasant in life. The field focused on pathology, on the worst-scenario cases, on what can go wrong in our lives.

Although there was some attention paid to wellbeing, success, and high functioning, the vast majority of funding and research was dedicated to those who were struggling the most: those with severe mental illness, mental disorders, or those who have survived trauma and tragedy.

While there’s certainly nothing wrong with doing what we can to raise up those who are struggling, there was an unfortunate lack of knowledge about what we can do to bring us all up to a higher level of functioning and happiness.

Positive psychology changed all of that. Suddenly, there was space at the table for a focus on the positive in life, for “ what thoughts, actions, and behaviors make us more productive at work, happier in our relationships, and more fulfilled at the end of the day ” (Happify Daily, n.d.).

The science of happiness has opened our eyes to a plethora of new findings about the sunny side of life.

Current research and studies

For instance, we have learned a lot about what happiness is and what drives us.

Recent studies have shown us that:

• Money can only buy happiness up to about $75,000 – after that, it has no significant effect on our emotional wellbeing (Kahneman & Deaton, 2010).
• Most of our happiness is not determined by our genetics, but by our experiences and our day-to-day lives (Lyubomirsky et al., 2005).
• Trying too hard to find happiness often has the opposite effect and can lead us to be overly selfish (Mauss et al., 2012).
• Pursuing happiness through social means (e.g., spending more time with family and friends) is more likely to be effective than other methods (Rohrer et al., 2018).
• The pursuit of happiness is one place where we should consider ditching the SMART goals; it may be more effective to pursue “vague” happiness goals than more specific ones (Rodas et al., 2018).
• Happiness makes us better citizens – it is a good predictor of civic engagement in the transition to adulthood (Fang et al., 2018).
• Happiness leads to career success, and it doesn’t have to be “natural” happiness – researchers found that “experimentally enhancing” positive emotions also contributed to improved outcomes at work (Walsh et al., 2018).
• There is a linear relationship between religious involvement and happiness. Higher worship service attendance is correlated with more commitment to faith, and commitment to faith is related to greater compassion. Those more compassionate individuals are more likely to provide emotional support to others, and those who provide emotional support to others are more likely to be happy (Krause et al., 2018). It’s a long road, but a direct one!

Download 3 Free Happiness Exercises (PDF)

These detailed, science-based exercises will equip you or your clients with tools to discover authentic happiness and cultivate subjective well-being.

Download 3 Free Happiness Tools Pack (PDF)

By filling out your name and email address below.

• Email Address *
• Your Expertise * Your expertise Therapy Coaching Education Counseling Business Healthcare Other
• Comments This field is for validation purposes and should be left unchanged.

There’s been a ton of research on the effects of happiness in the workplace. Much of this is driven by companies who want to find a way to improve productivity, attract new talent, and get a dose of good publicity, all at the same time. After all, who wouldn’t want to do business with and/or work for a company full of happy employees?

Although the jury is still out on exactly how happy employees “should” be for maximum productivity, efficiency, and health, we have learned a few things about the effects of a happy workforce:

• People who are happy with their jobs are less likely to leave their jobs, less likely to be absent, and less likely to engage in counterproductive behaviors at work.
• People who are happy with their jobs are more likely to engage in behavior that contributes to a happy and productive organization, more likely to be physically healthy, and more likely to be mentally healthy.
• Happiness and job performance are related—and the relationship likely works in both directions (e.g., happy people do a better job and people who do a good job are more likely to be happy).
• Unit- or team-level happiness is also linked to positive outcomes, including higher customer satisfaction, profit, productivity, employee turnover, and a safer work environment.
• In general, a happier organization is a more productive and successful organization (Fisher, 2010).

To sum up the findings we have so far, it’s easy to see that happiness at work does matter – for individuals, for teams, and for organizations overall. We don’t have all the answers about exactly how the relationship between happiness and productivity works, but we know that there is a relationship there.

Lately, many human resources managers, executives, and other organizational leaders have decided that knowing there’s a relationship is good enough evidence to establish happiness-boosting practices at work, which means that we have a lot of opportunities to see the impact of greater happiness at work in the future.

Research in this field is booming, and new findings are coming out all the time. Here are a few of the most interesting facts and findings so far:

• Happiness is linked to lower heart rate and blood pressure, as well as healthier heart rate variability.
• Happiness can also act as a barrier between you and germs – happier people are less likely to get sick.
• People who are happier enjoy greater protection against stress and release less of the stress hormone cortisol.
• Happy people tend to experience fewer aches and pains, including dizziness, muscle strain, and heartburn.
• Happiness acts as a protective factor against disease and disability (in general, of course).
• Those who are happiest tend to live significantly longer than those who are not.
• Happiness boosts our immune system, which can help us fight and fend off the common cold.
• Happy people tend to make others happier as well, and vice versa – those who do good, feel good!
• A portion of our happiness is determined by our genetics (but there’s still plenty of room for attitude adjustments and happiness-boosting exercises!).
• Smelling floral scents like roses can make us happier.
• Those who are paid by the hour may be happier than those on salary (however, these findings are limited, so take them with a grain of salt!).
• Relationships are much more conducive to a happy life than money.
• Happier people tend to wear bright colors; it’s not certain which way the relationship works, but it can’t hurt to throw on some brighter hues once in a while—just in case!
• Happiness can help people cope with arthritis and chronic pain better.
• Being outdoors – especially near the water – can make us happier.
• The holidays can be a stressful time, even for the happiest among us – an estimated 44% of women and 31% of men get the “holiday blues.”
• Happiness is contagious! When we spend time around happy people, we’re likely to get a boost of happiness as well.

Newman (2015) is the source for the first six facts and findings, and Florentine (2016) for the latter 11 .

Feeling blue? Treat yourself to a decadent dessert.

Feeling frustrated after an argument with a friend? Skip your workout and have an extra scoop of ice cream.

The message is clear: If you want to feel happy, you should focus on your own wishes and desires. Yet this is not the advice that many people grew up hearing. Indeed, most of the world’s religions (and grandmothers everywhere) have long suggested that people should focus on others first and themselves second.

Psychologists refer to such behavior as prosocial behavior and many recent studies have shown that when people have a prosocial focus, doing kind acts for others, their own happiness increases.

But how does prosocial behavior compare to treating yourself in terms of your happiness? And does treating yourself really make you feel happy?

Nelson et al. (2016) presented their research answering these questions.

Participants were divided into four groups and given new instructions each week for four weeks.

One group was instructed to perform random acts of kindness for themselves (such as going shopping or enjoying a favorite hobby); the second group was instructed to perform acts of kindness for others (such as visiting an elderly relative or helping someone carry groceries); the third group was instructed to perform acts of kindness to improve the world (such as recycling or donating to charity); the fourth group was instructed to keep track of their daily activities.

Each week, the participants reported their activities from the previous week, as well as their experience of positive and negative emotions.

At the beginning, the end, and again two weeks after the four-week period, participants completed a questionnaire to assess their psychological flourishing. As a measure of overall happiness, the questionnaire included questions about psychological, social, and emotional wellbeing .

The Results

The results of the study were striking. Only participants who engaged in prosocial behavior demonstrated improvements in psychological flourishing.

Participants who practiced prosocial behavior demonstrated increases in positive emotions from one week to the next. In turn, these increases in feelings such as happiness, joy, and enjoyment predicted increases in psychological flourishing at the end of the study. In other words, positive emotions appeared to have been a critical ingredient linking prosocial behavior to increases in flourishing.

But what about the people who treated themselves?

They did not show the same increases in positive emotions or psychological flourishing as those who engaged in acts of kindness. In fact, people who treated themselves did not differ in positive emotions, negative emotions, or psychological flourishing over the course of the study compared to those who merely kept track of their daily activities.

This research does not say that we shouldn’t treat ourselves, show ourselves self-love when we need it, or enjoy our relaxation when we have it. However, the results of this study strongly suggest that we are more likely to reach greater levels of happiness when we exhibit prosocial behavior and show others kindness through our actions.

In world economic circles, Richard Easterlin investigated the relationship between money and wellbeing.

The Easterlin paradox—”money does not buy happiness” (Mohun, 2012)—sparked a new wave of thinking about wealth and wellbeing.

In 1972, Bhutan chose to pursue a policy of happiness rather than a focus on economic growth tracked via their gross domestic product (GDPP). Subsequently, this little nation has been among the happiest, ranking amongst nations with far superior wealth (Kelly, 2012).

More global organizations and nations are becoming aware and supportive of the importance of happiness in today’s world. This has lead to The United Nations inviting nations to take part in a happiness survey, resulting in the “ World Happiness Report ,” a basis from which to steer public policy. Learn about the World Happiness Report for 2016 .

The United Nations also established  World Happiness Day , March 20 th , which was the result of efforts of the Bhutan Kingdom and their Gross National Happiness initiative (Helliwell et al., 2013).

Organizations such as the  New Economic Foundation are playing an influential role as an economic think tank that focuses on steering economic policy and development for the betterment of human wellbeing.

Ruut Veenhoven, a world authority on the scientific study of happiness, was one of the sources of inspiration for the United Nations General Assembly (2013) adopting happiness measures. Veenhoven is a founding member of the World Database of Happiness , which is a comprehensive scientific repository of happiness measures worldwide.

The objective of this organization is to provide a coordinated collection of data, with common interpretation according to a scientifically validated happiness theory, model, and body of research.

World’s Largest Positive Psychology Resource

The Positive Psychology Toolkit© is a groundbreaking practitioner resource containing over 500 science-based exercises , activities, interventions, questionnaires, and assessments created by experts using the latest positive psychology research.

Updated monthly. 100% Science-based.

“The best positive psychology resource out there!” — Emiliya Zhivotovskaya , Flourishing Center CEO

At this point, you might be wondering: Is it possible to measure happiness? Many psychologists have devoted their careers to answering this question and in short, the answer is yes.

Happiness can be measured by these three factors: the presence of positive emotions, the absence of negative emotions, and life satisfaction (Ryan & Deci, 2001). It is a uniquely subjective experience, which means that nobody is better at reporting on someone’s happiness than the individuals themselves.

For this reason scales, self-report measures, and questionnaires are the most common formats for measuring happiness. The most recognized examples are the following:

• The PANAS (Positive Affect and Negative Affect Schedule);
• The SWLS (Satisfaction With Life Scale) ;
• The SHS (Subjective Happiness Scale)

However, there are  many instruments available to measure happiness that have proven reliable and valid over time (Hefferon & Boniwell, 2011).

Of the four dimensions, satisfaction is our personal subjective measure of happiness as we interpret life as a whole. Veenhoven’s (2010) global research into happiness suggests that happiness is possible for many.

This is an overview of his Four Qualities:

Using Veenhoven’s Four Qualities it is possible to assess the happiness of any country.

Liveability of environment

This dimension includes factors such as law, freedom, schooling, employment, electricity or gas, etc. It is a measurement of how well an environment meets what Maslow proposed as our basic needs (safety, security, shelter, food) (Maslow, 1943).

Life-ability of individuals

The ability of individuals to deal with life is important; both mental and physical health are identified as important factors, together with social values of solidarity, tolerance, and love (Veenhoven, 2010).

Utility of life

In this dimension, Veenhoven (2010) references a higher-order meaning, for example, religious affiliations.

Uchida et al. (2014) found that high levels of national disaster negatively impacted a nation’s level of happiness.

Satisfaction

Happiness is a complex construct that cannot be directly controlled. Through policy and individual and organizational action, one can endeavor to influence and increase happiness (Veenhoven, 2010).

However, happiness is a subjective experience and only once we change the way we perceive the world can we really begin sharing and creating happiness for others.

But is it possible to train yourself to be happier?

The answer is yes!

How to Train Your Brain for Happiness

At birth, our genetics provide us a set point that accounts for some portion of our happiness. Having enough food, shelter, and safety account for another portion.

There’s also quite a bit of happiness that’s entirely up to us (Lyubomirsky et al., 2005).

By training our brain through awareness and exercises to think in a happier, more optimistic, and more resilient way, we can effectively train our brains for happiness.

New discoveries in the field of positive psychology show that physical health, psychological wellbeing, and physiological functioning are all improved by how we learn to “feel good” (Fredrickson, et al., 2000).

What Are The Patterns We Need To “Train Out” of Our Brains?

• Perfectionism  – Often confused with conscientiousness, which involves appropriate and tangible expectations, perfectionism involves inappropriate levels of expectations and intangible goals. It often produces problems for adults, adolescents, and children.
• Social comparison  – When we compare ourselves to others we often find ourselves lacking. Healthy social comparison is about finding what you admire in others and learning to strive for those qualities. However, the best comparisons we can make are with ourselves. How are you better than you were in the past?
• Materialism – Attaching our happiness to external things and material wealth is dangerous, as we can lose our happiness if our material circumstances change (Carter & Gilovich, 2010).
• Maximizing  – Maximizers search for better options even when they are satisfied. This leaves them little time to be present for the good moments in their lives and with very little gratitude (Schwartz et al., 2002).

Misconceptions About Mind Training

Some of the misconceptions about retraining your brain are simply untrue. Here are a few myths that need debunking:

1. We are products of our genetics so we cannot create change in our brains.

Our minds are malleable. Ten years ago we thought brain pathways were set in early childhood. In fact, we now know that there is huge potential for large changes through to your twenties, and neuroplasticity is still changing throughout one’s life.

The myelin sheath that covers your neural pathways gets thicker and stronger the more it is used (think of the plastic protective covering on wires); the more a pathway is used, the stronger the myelin and the faster the neural pathway. Simply put, when you practice feeling grateful, you notice more things to be grateful for.

2. Brain training is brainwashing.

Brainwashing is an involuntary change. If we focus on training our mind to see the glass half full instead of half empty, that is a choice.

3. If we are too happy we run the risk of becoming overly optimistic.

There is no such thing as overly optimistic, and science shows that brain training for positivity includes practices like  mindfulness and gratitude. No one has ever overdosed on these habits.

How Is The Brain Wired For Happiness?

Our brains come already designed for happiness. We have caregiving systems in place for eye contact, touch, and vocalizations to let others know we are trustworthy and secure .

Our brains also regulate chemicals like oxytocin.

People who have more oxytocin trust more readily, have increased tendencies towards monogamy, and exhibit more caregiving behavior. These behaviors reduce stress which lowers production of hormones like cortisol and inhibits the cardiovascular response to stress (Kosfeld et al., 2005).

The following TED talk provides an insight into how we can overcome our negative mental patterns:

If happiness has little to do with having too many resources, then it is an inner state that we have the power to cultivate. The above video even offers specific exercises for you to try. Just by doing them, you are actively re-wiring your brain towards calm and happy sensations.

Meanwhile, this TED talk gives a better understanding of how to wire your brain to accept the positivity and happiness in your life:

The negativity bias that Dr. Rick Hanson discusses can help us understand how we can activate and “install” positive thinking as part of our core brain chemistry. If you don’t have a moment to watch either of these videos now, make time for it later—they are rich with relevant data and tips.

17 Exercises To Increase Happiness and Wellbeing

Add these 17 Happiness & Subjective Well-Being Exercises [PDF] to your toolkit and help others experience greater purpose, meaning, and positive emotions.

Created by Experts. 100% Science-based.

Happiness is the overall subjective experience of our positive emotions. There are many factors which influence our happiness, and ongoing research continues to uncover what makes us happiest.

This global pursuit of happiness has resulted in measures such as the World Happiness Report, while the World Happiness Database is working to collaborate and consolidate the existing happiness pursuits of different nations.

We are living in a time when the conditions for happiness are known. This can be disheartening at times when there is much negativity in the world.

There is, however, good news in this situation: neuroplasticity.

The human brain is wired for happiness and positive connections with others. It is actually possible to experience and learn happiness despite what has been genetically hardwired.

In a world where the focus on happiness is growing and the mirror is turning back towards ourselves, the happiness of the world relies on the happiness within each one of us and how we act, share, and voice the importance of happiness for everyone.

What are the steps you are taking to make yourself and others happier? Let us know by leaving a comment below!

We hope you enjoyed reading this article. Don’t forget to download our three Happiness Exercises for free .

• Carter, T. J., & Gilovich, T. (2010). The relative relativity of material and experiential purchases. Journal of Personality and Social Psychology , 98 (1), 146.
• Fang, S., Galambos, N. L., Johnson, M. D., & Krahn, H. J. (2018). Happiness is the way: Paths to civic engagement between young adulthood and midlife.  International Journal of Behavioral Development, 42 (4), 425–433.
• Fisher, C. D. (2010). Happiness at work.  International Journal of Management Reviews ,  12 (4), 384–412.
• Florentine, E. (2016, July 1).  11 Scientific facts about happiness.  Bustle . Retrieved from https://www.bustle.com/articles/169675-11-scientific-facts-about-happiness-that-youll-want-to-know.
• Fredrickson, B. L., Mancuso, R. A., Branigan, C., & Tugade, M. M. (2000). The undoing effect of positive emotions . Motivation and Emotion , 24 (4), 237–258.
• Happify Daily. (n.d.).  What is the science of happiness? Retrieved from https://www.happify.com/hd/what-is-the-science-of-happiness/.
• Hefferon, K., & Boniwell, I. (2011). Positive psychology: Theory, research, and applications . Open University Press.
• Helliwell, J., Layard, R., & Sachs, J. (2013) . World happiness report 2013. United Nations.
• Kahneman, D., & Deaton, A. (2010). High income improves evaluation of life but not emotional well-being.  Proceeding of the National Academy of Sciences ,  107 (38), 16489–16493.
• Kelly, A. (2012) Gross national happiness in Bhutan: the big idea from a tiny state that could change the world. The Guardian . Retrieved from: http://www.theguardian.com/world/2012/dec/01/bhutan-wealth-happiness-counts?CMP=share_btn_link
• Kosfeld, M., Heinrichs, M., Zak, P. J., Fischbacher, U., & Fehr, E. (2005). Oxytocin increases trust in human s . Nature , 435 (7042), 673–676.
• Krause, N., Ironson, G., & Hill, P. (2018). Religious involvement and happiness: Assessing the mediating role of compassion and helping others.  The Journal of Social Psychology ,  158 (2), 256–270.
• Lyubomirsky, S., Sheldon, K. M., & Schkade, D. (2005). Pursuing happiness: The architecture of sustainable change.  Review of General Psychology, 9 (2), 111–131.
• Maguire, E., Gadian, D., Johnsrude, I., Good, C., Ashburne, J., Frackowiak, R., & Frith, C. (2000). Navigation-related structural change in the hippocampi of taxi drivers . Proceedings of the National Academy of Sciences , 97(8), 4398-4403.
• Maslow, A. H. (1943). A theory of human motivation . Psychological Review , 50 (4), 370.
• Mauss, I. B., Savino, N. S., Anderson, C. L., Weisbuch, M., Tamir, M., & Laudenslager, M. L. (2012). The pursuit of happiness can be lonely.  Emotion, 12 (5), 908–912.
• Mohun, J. (2012) The economics book . DK.
• Nelson, S. K., Layous, K., Cole, S. W., & Lyubomirsky, S. (2016). Do unto others or treat yourself? The effects of prosocial and self-focused behavior on psychological flourishing.  Emotion, 16 (6), 850–861.
• Newman, K. M. (2015, July 28). Six ways happiness is good for your health . Greater Good Magazine .  Retrieved from https://greatergood.berkeley.edu/article/item/six_ways_happiness_is_good_for_your_health
• Rodas, M. A., Ahluwalia, R., & Olson, N. J. (2018). A path to more enduring happiness: Take a detour from specific emotional goals.  Journal of Consumer Psychology, 28 (4), 673–681.
• Rohrer, J. M., Richter, D., Brümmer, M., Wagner, G. G., & Schmukle, S. C. (2018). Successfully striving for happiness: Socially engaged pursuits predict increases in life satisfaction.  Association for Psychological Science ,  29 (8), 1291–1298.
• Ryan, R. M., & Deci, E. L. (2001). On happiness and human potentials: A review of research on hedonic and eudaimonic well-being. Annual Reviews Psychology, 52 , 141–66.
• Ryff, C. D., & Singer, B. H. (2006). Know Thyself and Become What You Are: A Eudemonic approach to psychological well-being. Journal of Happiness Studies 9:13 -39, 2008.
• Schwartz, B., Ward, A., Monterosso, J., Lyubomirsky, S., White, K., & Lehman, D. R. (2002). Maximizing versus satisficing: Happiness is a matter of choice. Journal of Personality and Social Psychology , 83 (5), 1178.
• Shapiro, S. L., Carlson, L. E., Astin, J. A., & Freedman, B. (2006). Mechanisms of mindfulness. Journal of clinical psychology , 62(3), 373-386.
• Sheldon, K. M., & Lyubomirsky, (2006). Achieving Sustainable Gains in Happiness: Change your actions, not your circumstances . Journal of Happiness Studies (2006) 7:55-86.
• Uchida, Y., Takahashi, Y., & Kawahara, K. (2014). Changes in hedonic and eudaimonic well-being after a severe nationwide disaster: The case of the great east Japan earthquake . Journal of Happiness Studies, 15 , 207–221.
• United Nations General Assembly. (2013).  Happiness: towards a holistic approach to development.  Sixty-seventh session Agenda item 14. Retrieved from http://www.un.org/ga/search/view_doc.asp?symbol=A/67/697
• Veenhoven, R. (2000). The four qualities of life: Ordering concepts and measures of the good life . Journal of Happiness Studies ,  1 , 1–39.
• Veenhoven, R. (2010). Greater happiness for a greater number: Is that possible and desirable? Journal of Happiness Studies , 11 , 605–629.
• Walsh, L. C., Boehm, J. K., & Lyubomirsky, S. (2018). Does happiness promote career success? Revisiting the evidence.  Journal of Career Assessment, 26 (2), 199–219.

Share this article:

Article feedback

What our readers think.

Thank you for this beautiful well written article. I came across it during my research regarding the science of happiness. The beauty in writing this post is the power to influence souls in a positive manner many who you will not meet.

Sending some love and light to you and all those who get to read your blog.

Being in the field of Human Resource for four decades, coming across and dealing with millions of minds, after reading your article, gives a feeling that I have learnt something new today…

Thank you and congratulations for such a informative work.

God bless…

Thank you for your search light into one of the nerve center of our generation. i will like to use part of this in my upcoming book

Hello Katherine, Now reading https://positivepsychology.com/happiness/ Salute to you for enriching us. Nearly hundred of us relatives are creating an audio book for our blind uncle about life skills. Any quote from you that I can add in the document? Will be grateful. regards, Prabodh Sirur

Hi Prabodh,

Wow, that sounds like a lovely gift for your uncle! We actually have a couple of posts containing quotes about happiness, so you may want to take a look at those for some inspiration. You can find those here and here .

Hope this helps, and good luck with the audiobook!

– Nicole | Community Manager

Thanks for your article, I translated this article for a mental health lesson and I really enjoyed this article.

Thank you for this super helpful article!!

Thank You for such an Informative and Detailed Article on Science of Happiness. I am a Budding Happiness Life Coach and stumbled on this Article. This gives me more understanding of Happiness in Scientific way, with your permission, I would like to share my learning in my course. Thank You and looking forward for more such Articles. Thank You and God Bless You

Hi Srinivas, Thank you for your lovely feedback. We’re glad you liked the article. Feel free to share it with others by clicking ‘Yes’ on the ‘Was this article useful to you’ button. From there, a range of sharing options will appear. – Nicole | Community Manager

Thanks, very nice lecture and informative But I wish to know more about role of religious effects on Happiness? another thing is it ok to translate lecture to other language and share it? Regards Dr Eirebi Albogasim

Hi Dr. Albogasim, Thanks for reading. There’s quite a bit of research showing that those who practice religion tend to be happier than the general population ( here’s an article on the topic). And yes, feel free to translate and share the lecture. – Nicole | Community Manager

I stumbled on your article as I am researching on Happiness to publish my 3rd book. Thanks for sharing! A very elaborate and informative article. The “Take home message” is very encouraging. And I vouch for the neuroplasticity of the brain. We can train ourselves to be Happy. Once we change our attitude, it is easy to be Happy. I learnt how to be Happy at the age of 23. Few years back I posted an article sharing my findings on Happiness in this Linked-in forum. Please see the link for the same https://www.linkedin.com/pulse/easy-happy-ramesh-thota-pmp-cqa/ . Appreciate if you can share your views.

Let us know your thoughts Cancel reply

Your email address will not be published.

Save my name, email, and website in this browser for the next time I comment.

Related articles

Embracing JOMO: Finding Joy in Missing Out

We’ve probably all heard of FOMO, or ‘the fear of missing out’. FOMO is the currency of social media platforms, eager to encourage us to [...]

The True Meaning of Hedonism: A Philosophical Perspective

“If it feels good, do it, you only live once”. Hedonists are always up for a good time and believe the pursuit of pleasure and [...]

Happiness Economics: Can Money Buy Happiness?

Do you ever daydream about winning the lottery? After all, it only costs a small amount, a slight risk, with the possibility of a substantial [...]

Read other articles by their category

• Body & Brain (52)
• Coaching & Application (39)
• Compassion (23)
• Counseling (40)
• Emotional Intelligence (22)
• Gratitude (18)
• Grief & Bereavement (18)
• Happiness & SWB (40)
• Meaning & Values (26)
• Meditation (16)
• Mindfulness (40)
• Motivation & Goals (41)
• Optimism & Mindset (29)
• Positive CBT (28)
• Positive Communication (23)
• Positive Education (37)
• Positive Emotions (32)
• Positive Leadership (16)
• Positive Parenting (14)
• Positive Psychology (21)
• Positive Workplace (35)
• Productivity (16)
• Relationships (46)
• Resilience & Coping (39)
• Self Awareness (20)
• Self Esteem (37)
• Strengths & Virtues (29)
• Stress & Burnout Prevention (33)
• Theory & Books (42)
• Therapy Exercises (37)
• Types of Therapy (54)

• Name This field is for validation purposes and should be left unchanged.

3 Happiness Exercises Pack [PDF]

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Reading Lists
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

The Research We’ve Ignored About Happiness at Work

• André Spicer
• Carl Cederström

It doesn’t always make you more productive.

Recently, we found ourselves in motivational seminars at our respective places of employment. Both events preached the gospel of happiness. In one, a speaker explained that happiness could make you healthier, kinder, more productive, and even more likely to get promoted.

• André Spicer is Dean and Professor of Organizational Behavior at Bayes Business School, City, University of London.
• CC Carl Cederström ( [email protected] ) is an Associate Professor of Organization Theory at Stockholm University and the co-author of Desperately Seeking Self-Improvement . 

Partner Center