Imagine a business where workers cover their true feelings with a forced smile that looks like an awkward and poorly fitted mask. This is, in truth, not fiction but a reality in some workplaces that focus on cheers instead of fundamental concerns. Workplace happiness campaigns must live up to their hype, disappointing employees and organizations struggling with unfulfilled promises. Lately, workplace happiness drives have been viewed as a way of boosting employee productivity and that of the organization. Providing employees with a positive working environment may result in higher job satisfaction, lower employee turnover rates, and increased profitability. Nevertheless, the sparkle of happiness’s projects is not without its shortcomings. Although the widespread application of these campaigns is commonplace, evidence shows that their effectiveness and long-term benefits could be more varied. After evaluating both sides, workplace happiness campaigns often oversee several elements intended to enhance workers’ involvement, contentment, and wellbeing inside the company, may have an exaggerated view and unrealistic expectations for happiness campaign strategies at the workplace, and may lead to bye-passing solving deep structural problems.
Happy workplace campaigns often oversee several elements to enhance workers’ involvement, contentment, and wellbeing. The studies by Achor (2012) show that workplace happiness campaigns are never attained if they are the opposite of success. In addition, Mauss et al. (2011) underline the short-term effects of positive mood evocations, stating that artificially inducing positive emotions may lead to emotional burnout in the long term and result in less job satisfaction. In addition, the authors’ results emphasize the complexity of happiness, showing that it depends on several factors beyond organizational measures. Another position supporting workplace happiness campaigns is that even small rises in morale and productivity are worthwhile enough. Critics argue that a proper work environment will, by default, benefit an organization overall and in the long run (Sirat et al., 2021). Nevertheless, it could be seen as something that will not compare to the benefits of unsustainable results. Giving priority to the short-term rather than the long-term will not serve the organization well in the long term, as it leaves gaps in addressing the underlying structural problems. Organizations should no longer depend on short-term solutions but try to overcome root causes and promote employees’ wellbeing as a strategic objective.
There is also the possibility of an exaggerated view and unrealistic expectations for happiness campaign strategies at the workplace. In their article, Spicer & Cederström (2015) claim that many businesses implement happiness projects to boost productivity and profits rather than out of a sincere concern for the wellbeing of their employees. Moreover, they call out the hollowness of joy in the workplace, condemning it as an unnecessary affectation, leaving people unsatisfied, indifferent, and cynical. Enthusiasts of workplace happiness campaigns may be responsible for persuading individuals that attaining employee wellbeing is a fundamental condition for creating a good work culture and attracting first-rate employees (Sarkar et al., 2023). Critics argue that sincere workplace happiness initiatives can improve staff morale, company culture, and general output. Indeed, investing in employee wellbeing is also crucial, but simply putting happiness campaigns in place cannot solve the situation. Establishing powerful treatments consisting only of surface-oriented solutions without tackling deeper problems leads to a situation in which the cycle of short-term solutions and long-term dissatisfaction is strengthened. Organizations should be focused on holistic approaches that encompass the physical and mental sides of a balanced workforce to attain sustainable success.
Workplace happiness campaigns at the workplace may lead to bye-passing solving deep structural problems. Gruber et al. (2013) affirm that, above and beyond general happiness levels, positive emotion variability plays a significant and incremental role in psychological health. Engaging workers’ hearts for moments differs significantly from resolving organizations’ tangible systemic problems. These employees are often stressed, which reduces their productivity. For instance, Mauss et al. (2011) research proposes that the more people prioritize happiness, the more likely they will experience disappointment; therefore, it may work against them. Happiness campaigns might be defended by those who welcome sooner outcomes, even if analysts say the root causes of issues need more time to be solved (Sarkar et al., 2023). Putting employee satisfaction first is not the sole instrument for correcting issues at the low level, but most probably at the high level. While happiness initiatives might bring short-term remedies, they still do not replace the actions of dealing with the shortcomings. By ignoring the systemic problems, the purpose of the reforms is maintained, and the organization remains strong and vulnerable. For this purpose, organizations need to shift their attention to a holistic strategy that should address not only the emergency issues but also the underlying structural problems that lie in the way of sustainable and continuous improvement.
In conclusion, workplace happiness campaigns differ from the answers they are frequently demonstrated to be. Although start-ups seem beneficial, they must offer long-term solutions to organizations’ systemic issues. Instead, they are only a quick fix to uplift employees with low morale. Through a thorough examination of research results and analysis of the problems associated with multi-faceted happiness initiatives, it stands to reason that intervening in the fortunate externals provides a temporary solution to organizational troubles and worsens sustainability. In the world, there is more than one organizational event, even if it is not made complex by the powers. Therefore, getting beyond the quick in the modern organizational scene is necessary. Thus, one must sit down, analyze the situation thoroughly, and move beyond finding immediate solutions. Organizations can help by critically examining issues and moving toward the root causes of wellbeing. They can sustain this success on a long-term basis. We must start dealing with the inadequacy of the existing policies that address these topical issues.
References
Achor, S. (2012, February). The happy secret to better work [Video]. TED Conferences.
Gruber, J., Kogan, A., Quoidbach, J., & Mauss, I. B. (2013). Happiness is best kept stable:
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Mauss, I. B., Tamir, M., Anderson, C. L., & Savino, N. S. (2011). Can seeking happiness make
people happy? Paradoxical effects of valuing happiness. Emotion, 11(4), 807–815. https://doi.org/10.1037/a0022010
Sarkar, S., Kumar, P., & jyoti Kalita, M. (2023). Association between General Happiness of Employees and Their Performance at Workplace: A Study at a Navaratna Company Plant in Bhubaneswar, India. Res Militaris, 13(2), 6899-6913.https://resmilitaris.net/index.php/resmilitaris/article/view/3928
Sirat, A. H., Agus, B., & Simabur, L. A. (2021). The Impact of Ability, Work Motivatedness, Organizational Commitment and Work Environment on Employee Performance. Jurnal Manajemen Bisnis, 8(2), 360-372.https://doi.org/10.33096/jmb.v8i2.128
Spicer, A & Cederström, C. (2015). The wellness syndrome. John Wiley & Sons. https://books.google.co.ke/books?id=JWGRBgAAQBAJ&printsec=copyright&source=gbs_pub_info_r
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