Faulty Intuitions Regarding the Link Between Happiness and Job

Name

Professor

Course

Date

Faulty Intuitions Regarding the Link Between Happiness and Job Performance

Cropanzano, Russell, and Thomas A. Wright. “When a” happy” worker is really a” productive” worker: A review and further refinement of the happy-productive worker thesis.” Consulting Psychology Journal: Practice and Research 53.3 (2001): 182.

The article suggests that different measures of depression have significant effects on job performance. Precisely, varying aspects of depression attract different levels of unpleasantness due to their varying degrees of activation to the target customers. As such, a happy workforce would probably prove beneficial to their organizations because it does not attract any instances of depressions. Hence, the resource suggests that happiness comes before satisfactory job performance.

Zelenski, John M., Steven A. Murphy, and David A. Jenkins. “The happy-productive worker thesis revisited.” Journal of Happiness Studies 9.4 (2008): 521-537.

This resource aims at revealing the links between productivity among directors in private and public sectors concerning the degree of happiness and job performance. The findings suggest that happy people at the local and national levels are more productive than their unhappy counterparts. Nevertheless, positive affect has more positive effects regarding the productivity of an individual. Hence, happiness among high-level managers is crucial in facilitating better job performance.

Fogaça, Natasha, and Francisco Antônio Coelho Junior. “Is “happy worker” more productive.” Management 4.4 (2016): 149-160.

This document endeavors to unravel the effects of job satisfaction and the well-being of employees on the job performance of an individual. Subsequently, the findings indicate that components of a firm’s structure, job satisfaction, well-being at work, and age play vital roles in ensuring the satisfactory job performance of an individual. Thus, the article shows that happiness among employees signify high productivity.

Saari, Lise M., and Timothy A. Judge. “Employee attitudes and job satisfaction.” Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management 43.4 (2004): 395-407.

This resource claims that existing information shows that further research studies should be conducted to ascertain the relationship between employee attitude and job performance. In brief, the study asserts that a better understanding of the link between an individual’s emotions and prevailing environmental situations, as well as job performance, is yet to be determined. Therefore, the authors suggest that the link between happiness and job performance has not be adequately understood.

Sageer, Alam, Sameena Rafat, and Puja Agarwal. “Identification of variables affecting employee satisfaction and their impact on the organization.” IOSR Journal of business and management 5.1 (2012): 32-39.

Findings and conclusions from the study suggest that employee attitude is vital in determining the moral of an organization. Precisely, departments that deal with sales and customer services show that happy workers ensure that their firms are well represented to the general public and targeted markets. As such, a happy workforce encourages consumer retention, high customer satisfaction, and substantial profits. Therefore, happiness comes before good job performance.

Friedman, Stewart D., and Sharon Lobel. “The happy workaholic: A role model for employees.” Academy of Management Perspectives (2003).

The resource asserts that happy workaholics are crucial individuals in their firms because they adequately understand the links between their personal lives and the goals of their organizations. As a result, happy workaholics serve as vital role models for people who endeavor to ensure a balance between their family lives and jobs. As such, workaholic employees implement their values to ensure they benefit in line with their organizations.