Simple but true: give job satisfaction a number
The opening chapter by Arie Pieter Veldhoen provides a nice introduction to how to get work happiness into writing. The four characteristics of work happiness on the left play a role in cooperation. The four aspects on the right are mainly individual characteristics. In the chapter you will also read specific questions that you can ask when you investigate work happiness. With the surprisingly direct question: give a grade for your work happiness.
8 of job satisfaction
The (many) models for job satisfaction show that work is not getting any easier. Jaap Peters describes in so many words that once, as an employee, you delegated your problems to your boss and heard what the solution was. Nowadays, you have to or may find that out for yourself. More autonomy and more meaning do not necessarily make you happier, but they do make you happier with what you do. As an employer in the hospitality industry also indicates that a satisfaction survey is not what he is looking for: involvement and passion rather than satisfaction.
Attention to job satisfaction fits into the so-called positive psychology. An increasing attention in psychology for flow, success, focus, enthusiasm instead of the classic focus on illness and friction. This does not mean that, for example, work pressure is ignored, but that it is looked at from the question of what can contribute to the energy, enthusiasm or involvement of an employee. That makes work pressure bearable. Team atmosphere, room for manoeuvre, trust in management and shared goals ensure that employees have and keep energy and can therefore handle pressure.
In many organizations, it is asked whether kuwait telegram data employees experience work pressure, but not always what they think of that pressure. It may well be that the pressure is great, but that they do not experience that pressure as negative. Or at least they have the feeling and the means to be able to deal with that pressure.
Does the grass stay green for long?
Extra days off or a bonus quickly become familiar, and who knows, the neighbors may have an even higher bonus. Then you run the risk of still being dissatisfied. Extras that make you valued and do meaningful work together with others, where you need your talents, are valuable every day.
In short, with the 'Handbook of work happiness' you can increase your knowledge of work happiness in organizations. But there are also many starting points in the book to map the phenomenon. In addition, the book gives you concrete projects to improve aspects that influence work happiness. Although there are the necessary cases, the descriptions are quite factual and investigative.
Another tip: read the last chapter (“Paradoxes in the pursuit of work happiness”) first. There are limits to the feasibility of happiness and sometimes striving for it is the best way to not find it.
