Abstract
Happy people have higher intrinsic motivation to work, which raises their productivity. Some firms exploit happiness to attract more customers. Such business policy exploits happiness in an instrumental way; this flies in the face of true happiness. In what kind of happiness can business organizations engage? A firm should offer all its stakeholders the possibility to achieve happiness. Firms should create a work atmosphere that supports employees’ autonomy and creativity and foster valuable social relationships. Individuals can then pursue their quest for happiness in the way best for themselves.
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Literature
Parts of this chapter follow:
Frey, Bruno S. 2017. Research on Well-Being: Determinants, Effects, and its Relevance for Management. Die Unternehmung 71 (4): 358–367.
Effects of happiness important for management are analysed in:
Fisher, Cynthia D. 2010. Happiness at Work. International Journal of Management Reviews 12 (4): 384–412.
Oswald, Andrew J., Eugenio Proto, and Daniel Sgroi. 2015. Happiness and Productivity. Journal of Labor Economics 33 (4): 789–822.
Yuan, Leo. 2015. The Happier One Is, the More Creative One Becomes: An Investigation on Inspirational Positive Emotions from Both Subjective Well-Being and Satisfaction at Work. Psychology 6 (3): 201–209.
Despite its title, the following collection of articles almost exclusively deals with various aspects of job satisfaction:
Cooper, Cary L., and Ivan T. Robertson. 2013. Management and Happiness. Cheltenham, UK, Northampton, MA, USA: Edward Elgar.
Possibilities to induce desired behaviour in firms and beyond are presented in:
Frey, Bruno S., and Jana Gallus. 2017. Honours versus Money. The Economics of Awards. Oxford: Oxford University Press.
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Frey, B.S. (2018). Happiness and Management. In: Economics of Happiness. SpringerBriefs in Economics. Springer, Cham. https://doi.org/10.1007/978-3-319-75807-7_11
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DOI: https://doi.org/10.1007/978-3-319-75807-7_11
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