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Employee happiness and business success are linked

economist.com

171–180 of 228 posts

Re: Employee happiness and business success are linked

#171
post #58

Earlier quoted context omitted.

You can start with true working hours per week. Simple honest rules - checking email at home counts, being paged counts double (because I can happen anytime, so you need to be alert), eating lunch does not. Transit time counts. Divide by 5 - that's your average daily load due to work. You get more than 9 - that's too much, I hope your compensation is superb (i.e. well above average).

> You get more than 9 - that's too much, I hope your compensation is superb (i.e. well above average). At FAANG, the number is most definitely less than 9. Combine this with the freakishly high compensation, and this looks like the best deal one could predicably get on Earth.

I kind of think it is a great deal. Perhaps not the greatest, but a great one.

Re: Employee happiness and business success are linked

#172

Earlier quoted context omitted.

those are the ones without a goal in their life

you can have goals outside career advancement

sure, but don't blame the work in case of missed happiness, if you don't actively make something proactively

Re: Employee happiness and business success are linked

#173

Earlier quoted context omitted.

This is true even within tech companies, but for hourly workers. Hourly folks are treated like trash. I’m talking people who live in the bay, and work side by side with other professionals in SF. In a position like that you almost have to take a “durrr, I dunno!” attitude to everything, because if you try to talk to salaried people about what you need to do your job, you are looked at like a dog who just started reci…

None of that is true at my company, in my experience. It is a large company, so I might not have the full picture, but my little corner of it is not like that at all.

Seems pretty common to me. I have worked in smaller companies where everyone was an integral part of the business, and that isn't most large companies I worked at since then. I think it is partly a cargo cult thing. Very successful business can afford to threat people as disposable, be elitist or inflexible. So they end up thinking that is part of what makes them successful, without realizing they are throwing away opportunities. Maybe there are some larger companies that does things differently, but I haven't really seen it.

Re: Employee happiness and business success are linked

#174

I use a book called "first break all the rules" It is also based on gallup data. They determined that employee happiness was not correlated to company success. They did find that the following questions in order were highly correlated to company success. 1. Do I know what is expected of me at work? 2. Do I have the materials and equipment I need to do my work right? 3. At work, do I have the opportunity to do what I…

Answering yes to these questions indicates a happy employee... how did the book authors determine the opposite?

Re: Employee happiness and business success are linked

#175

I use a book called "first break all the rules" It is also based on gallup data. They determined that employee happiness was not correlated to company success. They did find that the following questions in order were highly correlated to company success. 1. Do I know what is expected of me at work? 2. Do I have the materials and equipment I need to do my work right? 3. At work, do I have the opportunity to do what I…

What do you mean when you say employee happiness? Because this list is pretty much what I'd reckon constitutes employee happiness.

Happiness can come from many sources not on that list. For example, you could hire cheerleaders to entice your male team and make them happy, but that is unlikely to make them more productive. Sounds ridiculous, nobody would do that right? But a company in China did.

https://www.nytimes.com/2018/04/24/business/china-women-tech...

Re: Employee happiness and business success are linked

#176

I use a book called "first break all the rules" It is also based on gallup data. They determined that employee happiness was not correlated to company success. They did find that the following questions in order were highly correlated to company success. 1. Do I know what is expected of me at work? 2. Do I have the materials and equipment I need to do my work right? 3. At work, do I have the opportunity to do what I…

Answering yes to these questions indicates a happy employee... how did the book authors determine the opposite?

Employees who answer no to many of those questions can still be happy and employees who answer yes to all of them can still be unhappy. I'd wager that they are strongly correlated, but it is still important to separate them.

Re: Employee happiness and business success are linked

#177
post #140

Earlier quoted context omitted.

That's the point: those questions influence both employe happiness and company success. But employee happiness does not _directly_ influence company success.

But OP claimed that the two aren't even correlated . Correlation just means that when goes up, the other tends go up (or down, as the case may be). It doesn't make any claim on whether there's a direct influence or not. Hence the common refrain: correlation is not causation.

I read it as "happiness is not correlated to success when you control for these questions".

Re: Employee happiness and business success are linked

#179

Earlier quoted context omitted.

What do you mean when you say employee happiness? Because this list is pretty much what I'd reckon constitutes employee happiness.

For you. Some people just want to sit for 8 hours, go home, and watch football.

So you let them sit for 8 hours, go home and watch football. What's next? They're happy forever and don't bother you? No, it's likely something from the list.

Re: Employee happiness and business success are linked

#180
post #40

I've seen these arguments repeatedly, yet I only see this mattering to those companies where employees have a relative level of power and choice (e.g. non-game industry programmers, etc). Elsewhere, the attitude appears to have remained: "use them as much as possible". Consider assistant managers at your local chain store. Pick a chain! Outside of a handful of companies that are well noted for their bucking of the tr…

Why, this makes sense. In every industry, there are employees whose influence on the company success is outsized, and who are hard to hire or train. In software industry, they are experienced engineers and product managers. In a fashionable restaurant, they are experienced cooks. In an airforce, they are experienced pilots and repairmen. Etc. When these people are happy with their work, they achieve great results. Wh…

I suspect one aspect behind these connections in both directions - agency. Those who have outsized influence can make increasing demands and gain more control over the enterprise. If they are competent their changes will have a positive impact, they feel motivated and both company and them will experience growth. If not well either it gets corrected or things go pathological and they and/or the enterprise goes downhill.

The reverse where employees feel restricted is bad for both productivity and morale. While procedures have their place (more consistentcy) they also have costs. That sort of strategy may actually work in some cases or be neccessary but it often caps or bottlenecks growth both individually and institutionally. For example medicine is a conservative field partially because of the complexity of the body and the stakes. For every "germ theory" introduction of experimental ideas there are thousands of "just try high doses of amphetamines or radium to strengthen the heart"!

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