Organisational Behaviour - Happy Workers Are More Productive Workers.

Running head: ORGANISATIONAL BEHAVIOUR
Organisational Behaviour
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ORGANISATIONAL BEHAVIOUR1
Topic: "Happy workers are more productive workers."
Introduction
Employees have their own view or attitude with respect to the job. Different scholars
or researchers also have a different point of view related to employee’s happiness and
productivity. One such belief is existing from a long-time that “Happy workers are more
productive workers”. The various research and practice have also found that the most pivotal
attitude of the employee is job satisfaction that leads to an increase in their work performance
(Series 2015). However, the research is still not clear about the statement as it differs from
person to person with their concept of happiness. The paper aims to explain the statement
“Happy workers are more productive workers” that might be true in terms with job
satisfaction and job performance. However, the statement might be not true with respect to
some specific conditions. The statement in the discussion is supported through various
theories of organizational behaviour as well as real work examples. The reasoning of this
statement has been highly supported at an individual level. The finding behind this debatable
statement emphasizes the significance of improving employee’s wellbeing that may have a
positive outcome for the organization as well as their clients. At last, the findings within this
paper will support the perceptive that happy organisations are indeed productive
organisations.
Discussion
Happiness does not come in a systematic way, but it depends upon a number of
variables. Happiness in a workplace depends upon a number of factors such as job
satisfaction, different attitudes of the employees, quality life at work, positive or negative
flow states and experiences (Ersoy, Asli, and Ruya Ehtiyar 2017). The happiness at work
occurs at a different level that is transient level, person level and unit level. The research of

ORGANISATIONAL BEHAVIOUR2
Pryce-Jones explored the factors that influence the employee’s happiness at work. The factors
are linked with pride, trust and recognition. The research conducted by Pryce Jones has
positive outcomes in terms of happy workers and production (Rahmi 2019). Employees
generally have their own opinions on work. These opinions are affected by several factors
that make up the employee’s attitudes at the workplace. The other context is job satisfaction
that is also an attitude, which is measurable from different aspects such as satisfaction in
personal life, working place, and so on. The recent research conducted by the Oxford
University declared Business school in association of (BT) British Telecoms firm had found a
certain connection between happiness and productivity (Phys.org. 2020). The study, in terms
with happiness and productivity, has an outcome that the employees are 13% more
productive when they are happy. The research was conducted for over six months within the
British Telecom firm. Further, this research has an outcome about the happy workers that
rather than working more hours, they are more productive within their working hours only.
Job Satisfaction and Motivation:
An emotional response of an employee that can be compared amongst the desired and
actual outcomes is termed as Job satisfaction. Employee job satisfaction is highly related to
their state of happiness. The people working under an organization have several expectations
from their work that make themselves happy and satisfy in every aspect, such as being paid,
self-esteem, and so on. The organisations are the social system where people working there
are the most crucial factors for its effectiveness and efficiency. The goals get easier to
achieve when organizations have efficient managers and employees. Their personal
commitment is much required for a positive outcome, which can be increased by indulging
motivation in themselves by satisfying their needs.

ORGANISATIONAL BEHAVIOUR3
McClelland's, in his theory of need, described three basic needs that are to be fulfilled
by the organization so that to motivate their employees (Kian, Yusoff and Rajah 2014). First,
is need to achieve to strive to succeed. Second is the need for affiliation to the desire for a
healthy and friendly relationship. Last is the need for power that requires making other
behaves in a way.
In Maslow’s hierarchy of needs theory, Maslow has represented five different levels
through which the employee gets motivated. The first step is a basic or psychological need
that fulfils necessities like sleep, hunger, and thirst. The second step is about their need for
safety with respect to security, freedom and pain. In the middle of all social needs exists that
refer to the fulfilment of love, friendship, social activities and group membership. The fourth
level is esteem need that encourages the self-esteem and respect within the employees
through recognition and appreciation. The last step of the employee motivation in this theory
refers to as self-actualization that develops an understanding in the employee that what they
want to become they can be (Cherry 2014). The fulfilment of all the steps generates a self-
confidence within the employee that motivates them for giving their best to the organization.
Google incorporates Maslow’s theory of motivation in their culture. Like in this
theory, employees cannot be motivated until their basic needs are fulfilled. Google provides
all the employees with proper food as basic/psychological needs, a high security as for safety,
belongingness of colleagues and keep employees as their family fulfils social needs, the
employee’s ranking and salary to encourage their self-esteem and gives an opportunity with
advancement/time to focus on their passion as for self-actualization.
Google further fulfils the principle that has been explained in Vroom’s Expectancy
Theory, which addresses management and motivation within an organization. The
Expectancy theory explains three principles that are expectancy for the effort, instrumentality