The Myth About Happy Workers

March 23, 2006

Employees who are satisfied with the job are likely to be more productive, reliable, inclined to engage in helpful, cooperative behavior, and are less likely to leave the organization. This is a universally accepted truth.

That's why so many motivational programs, for example, are geared toward making the work environment more friendly and enjoyable for employees. They are based on the premise that a happier workforce will result in higher productivity, compliance with organizational rules, and improved staff retention.

So, if you want to boost productivity in your organization, the best way to do it is to provide a relaxed atmosphere, plenty of social activities, and a "fun" place to work. Isn't that right?

Well, not exactly.

It turns out that, while there is a strong correlation between job satisfaction and productivity, studies suggest that the cause-and-effect relationship may actually be the reverse of what you might expect. You see, it's not that workers are more productive because they like the job; it's that workers are happier with the job when they feel more productive.

This makes sense when you think about it. Consider your own experience, for instance. Don't you feel good when you go home at the end of a highly productive day? It's on those days you're likely to feel the most satisfied with your job. Conversely, when things don't go right - or when you're displeased with your own performance - it makes for an unhappy day. If you have too many of those days, you start to consider your options.

So, what does this mean? It means that, as managers, we shouldn't concentrate so much on making employees happy. Instead, we should concentrate on helping them become more productive.

Here are some tips on how you can help employees become more productive.

1. Make sure your people are well suited to the jobs they hold. Most performance problems are simply the result of people being misplaced in the wrong job. Someone who enjoys being creative is not likely to succeed in a job that requires them to perform primarily routine tasks, as an example.
   
   Of course, matching the right person for the job begins with the hiring process. But, even existing employees can occasionally outgrow their current position. Or, you may find that the needs of the job have changed since the person was first hired into it.
   
   If you find that an individual is not well suited to the job, schedule one or more career planning sessions. Identify the person's strengths and help him or her find a more suitable position, either inside your organization or elsewhere. Don't rule out a promotional opportunity, either.
    
2. Give people meaningful work. Set high standards and then hold people to them. Identify clear measures by which performance will be evaluated. Make sure employees are aware of them. Help each employee understand how the quality of his or her performance contributes to the overall success of the organization.
   
   Carefully monitor employee performance and take appropriate action when it fails to measure up. Don't let performance problems slide. Keep in mind that other workers are usually aware of it when an employee's performance slips and they're watching to see what you will do. When you hold one person accountable for their performance, it sends a clear message to everyone else as well, that you expect high performance.
    
3. Provide coaching and training, as needed. The first step toward correcting a performance problem is to meet with the employee and discuss the situation. Follow up with additional training and resources, as appropriate. If the employee's performance fails to measure up within a reasonable period of time, consider moving the person out of the position.
    
4. Reward good performance. Nothing breeds success like success. When good performers are recognized and rewarded for their efforts, it encourages them to work even harder, follow the rules, and stay with the organization for a long period of time.

Follow these steps and you will be rewarded with a productive workforce. And a happy one, too.

Best regards,

Stephen Foster, Ph.D., SPHR
Expert Supervisor, LLC
1493 Market Street
Tallahassee, FL 32312
(850) 893-5699

E-mail me at: Steve.Foster@ExpertSupervisor.com.