To ensure their employees are happier at work, more and more employers are investing in creating a positive work atmosphere. However, sometimes these efforts cross the line, and happiness becomes almost obligatory, creating pressure that makes employees feel they must always be cheerful and positive. Is it realistic to expect constant happiness in the workplace, and, more importantly, is it healthy? The short answer would be that expecting constant happiness at work is not only unrealistic but also harmful. Read on to find out why expectations of perpetual happiness should be avoided.
The myth of constant happiness: Neurophysiological limits
Happiness as an imperative of the digital and modern society is imposed and marketed at every turn. One of the fundamental conclusions to start from in a discussion about happiness is that the imperative of happiness and excellence in all aspects of life creates internal pressure and leads to burnout, rather than satisfaction.
From a neurobiological perspective, happiness is a temporary state. Neurotransmitters like dopamine and serotonin, which are associated with feelings of pleasure and happiness, have a limited lifespan. The human body is not designed for constant euphoria, and the continuous pursuit of this state creates internal pressure that leads to frustration and stress. When organizations insist on a constant "positive attitude" and expect their employees to be perpetually cheerful and enthusiastic, they not only go against neurophysiological realities but also generate frustration and dissatisfaction themselves.
Responsibility for happiness: The role of managers and organizations
Employers often forget that their responsibility is to ensure conditions for dignified work and life for their employees—not to enforce happiness. The role of managers is essential for that. Managers should work on creating a healthy work environment, fostering open communication, setting clear expectations, and enabling employee development.
Yet, in many companies where the primary focus and significant pressure are on achieving results, this is not the case. In such companies, people are viewed as resources rather than individuals with their own needs and limitations. Nonetheless, managers cannot evade responsibility even in such business environments. Since managers indeed have the power to influence the work atmosphere, they should primarily show acceptance of employees' views and expectations and encourage them to express them freely and without fear. This approach supports the work atmosphere and empowers employees.
A good manager understands that employee happiness and engagement are not something that can be imposed by force but arise from a sense of respect, autonomy, and the recognition and appreciation of personal contributions. Organizations aiming for long-term success must recognize that employee engagement comes not only from goal achievement but also from cultivating a culture of mutual trust and respect. Furthermore, organizations interested in long-term success understand the importance of continuous investment in managerial qualities. By developing leadership skills, managers gain a clearer vision of their leadership style, as well as the motivation and direction in which they should guide their teams.
Engagement vs. happiness
Although employee engagement is essential for long-term success, it is necessary to address whether the feeling of happiness is a good indicator of such engagement. The short answer is—no. Happiness is an emotion that can change, while engagement represents the level of emotional commitment and motivation toward work. Engagement manifests in dedication and effort to achieve goals. Engagement is shaped by deeper, more lasting factors, such as a sense of purpose, recognition of personal contribution to the organization, and opportunities for personal and professional growth. It is these more enduring factors that shape engagement that companies can influence. Therefore, happiness may only be a result of engagement but not its goal.
Engagement is not something that occurs naturally or automatically and should not be taken for granted—it is the result of strategic and deliberate investment in the people who make up the organization. When employees feel that the organization genuinely cares about their progress, health, and well-being, happiness comes as a byproduct, not as a goal that is forced.
It is crucial to identify the main motivators for employees and, in line with that, adjust business processes and manage corporate culture. The best way to detect these main drivers is through continuous and comprehensive organizational climate and employee engagement surveys, which answer the question, "What currently motivates the employees of this organization the most?"
Given that surveying organizational climate and engagement can help employers identify factors influencing employee satisfaction or dissatisfaction, it effectively allows them to recognize potential reasons employees might seek work elsewhere.
What does sustainable happiness in organizations mean?
The long-term sustainability of an organization does not depend on enforcing constant happiness but on creating a balance between business goals and human needs. A successful work culture focuses on providing meaningful work, recognizing potential, opportunities for development, and mutual respect.
Instead of striving for the unrealistic illusion of perpetual satisfaction, the business community must shape working conditions that support the health and well-being of employees in the long term. This approach enables true stability and sustainability despite external pressures. If you wish to improve your business by building stability and examining the reasons behind your employees' (dis)satisfaction, contact us!
