Happiness+in+the+Workplace

= Happiness in the Workplace =

toc **Introduction**
Happiness in the Workplace isn't a common management strategy for improving the bottom line results as employee happiness commonly takes a back seat with practical ways of increasing productivity such as reducing work to the most basic monotonous task. The research has shown that happiness in the workplace is growing in importance as business struggle to retain the best talent with increasingly tighter budgets. The research set out in the wiki is designed to inform you about the various methods which help to improve the levels of happiness in the workplace and the effects certain variables such as money, exercise and diet have on workplace happiness. Strategies for improving workplace happiness and some interesting research about how men and women differ when it comes to their expression of emotion at work and the effects of 'inception'.

**Controlling Anger and Happiness at Work: An Examination of Gender Differences.**
It is commonly thought in western cultures that women are more emotional than men; Emotionality is also commonly attributed to irrationality in this case. This has caused women to be at a disadvantage when looking for certain opportunities at work. Women do not tend to feel more emotion than men rather they are more open to expressing their emotions than men. This is why women have been attributed to being more emotional. Within the workplace emotions are generally tightly controlled. Research suggests that men and women differ in the types and amounts of emotional behavior (Sloan, MM 2012). Evidence suggests that from a young age girls and boys are socialized differently specifically with regards to the expression of emotions which are regarded as normal for their gender. Expressing aggression and anger is thought to be more socially acceptable for men than it is for women, on the other hand, the expression of happy and sad emotions are more acceptable of women. The lack of positive emotional responses is associated with masculinity (Sloan, MM 2012). Studies have illustrated the hierarchical nature of emotion management. The study focuses on situations where gender differences effect the emotional response. Women frequently managed their anger at work allowing more freedom with regards to positive emotions whereas men were less controlling of anger and more of their happiness. Happiness at work is unrelated to job characteristics and the amount of happiness at work is not related to the expression of happiness at work (Sloan, MM 2012). ** Can Money Buy You Happiness At Work? ** As employees take on promotions the expectation is to take on more responsibility; more responsibility usually comes hand in hand with more stress and complications which, you would think would make the employee less happy at work. However, a survey conducted by CareerBliss.com suggests that this is not the case, it suggests that employees with higher salaries are happier with all aspects of their work life, not just their rate of pay (Smith, J 2013). The survey looked at over 70,000 job reviews and found that money can buy happiness in the workplace. With each incremental increase in salary starting at £30,000 up to $225,000 the reviews reflected a minor growth in happiness. Bradley Brummel, a Ph. D in workplace psychology suggested based on these results that it is true to some degree however, the promotions may also bring other aspects which improve happiness such as interesting work, autonomy, flexibility and interesting co-workers (Smith, J 2013). It is important to understand at every hierarchical level what factors influence happiness. This is key to workplace success. Employees in management or executive positions completing tasks associated with their job and their companies’ reputation were found to increase their happiness more than the influence of their co-workers (Smith, J 2013). **Positive Power.** Before we can be happy and successful, we need to be able to see that positive change is possible. It is about encouraging the creation of a reality which fosters success and happiness not just within yourself but others. The ability to transfer this reality to other people is called inception (Achor, S, & Freifeld, L 2013). One of the best strategies to enable positive inception is to rewrite the social scripts which govern the thoughts and actions of our everyday lives and the interaction with others. Certain social scripts have been found to have greater influence on our behavior than others. Studies show that the more positive a person’s social script is, the greater their ability to influence. “A positive social script can increase workforce engagement up to 40 percent.” (Achor, S, & Freifeld, L 2013). There are three effective ways to changing the social script and engaging in positive inception: Firstly, leading a conversation by speaking first, using a “power lead” allows you to set the social script allowing positive conversations through the lead of a positive topic. Secondly, humor is much more effective and influential than negative behavior in creating positive inception. It is an attractive quality in all aspects of life demonstrating cognitive fitness. Finally, creating a shared narrative about a time where your workforce or team overcame an obstacle or challenge can help to generate a source of renewable positivity. Incorporating all of these strategies can help to create a positive environment to spread happiness (Achor, S, & Freifeld, L 2013). **Stephen Menko: A happy workforce is a productive one.** “The old adage that a happy workforce is a productive one is a business philosophy that still rings true today, perhaps more than ever.” (Menko, S 2013). Research has shown that 52% of HR professionals felt that allowing employees to exercise and through providing healthy food made them healthier happier and more productive (Menko, S 2013). Healthy food and exercise could also reduce the chances of employees becoming sick and unwell reducing sick days and lost productivity. Team based sports, exercise and other social activities can also foster teamwork and a sense of team spirit as well as increasing the general levels of happiness and satisfaction of employees. This can help to boost morale, productivity and the bottom line results (Menko, S 2013). **Gatlo Images! The impact of happiness on the bottom line.** Happy employees are more productive. Andrew Oswald reported a 12% rise in productivity in happy subjects. Furthermore happier employees have higher job satisfaction and are less likely to leave, reducing staff turnover and recruitment costs (Symanowitz, C 2013). An engaged workforce is a happy workforce. Engaged employees are significantly happier than disengaged ones. Engaged employee’s drive innovation and drive the company towards achieving its goals. If a company did not innovate it would stagnate and die (Symanowitz, C 2013). Money has a part to play in happiness in the workplace, however it is argued that once you go above $10,000 in purchasing power parity, non-monetary factors play a more significant role in the determinant of happiness (Symanowitz, C 2013). “Giving workers healthy food not only improves their physical health but also improves their mental well-being.” (Symanowitz, C 2013). Research has shown that the happier your staff are the happier the customers are with the level of service they have received. Furthermore, when focusing on the happiness of those around you, you dramatically increase the happiness of yourself (Symanowitz, C 2013). How can we enhance well-being and create a happier workplace? (Symanowitz, C 2013).
 * 1) Giving staff opportunities to grow and develop. Opportunities for learning and development are most highly valued by employees.
 * 2) Good communication. Don’t hide bad news about the company from the workforce especially if it affects them. This only breeds distrust and insecurity.
 * 3) Have fun at work. Injecting humor and fun into the workplace goes a long way to making staff happier.
 * 4) Having more socially skilled and engaged managers.
 * 5) Having flexible working conditions that allow workers to balance their home and work commitments.
 * 6) Support from their companies with the day-to-day challenges of domestic life. All of these can help to manage the daily lives of staff: Giving people more freedom and autonomy in their jobs. Freedom is priceless according to many entrepreneurs.
 * Crèches at work
 * Dry cleaning at work
 * Baking at work
 * In house hairdressing at work
 * 1) Building an environment of trust.

Kerns (2009) mentioned the importance of work performance and happiness to long-term success of the business and defined the key dimensions of happiness. People who think about themselves performance and happiness in the workplace would be adapt this self-assessment tool. A call is made to practitioners and applied researchers to develop and test happiness-enhancing interventions to assist practitioners in their efforts to boost happiness in the workplace.

In the context of performance management, the achievement is the result of action that perform well. A ‘high-performer’ could be individual or group which perform the actions necessary to drive key result. ‘Happiness’ is personal experience that generate the pleasant emotions and feeling the satisfaction with personal lifetime. Comparably, positive experiences are more intensely than negative experiences when people feel happiness in the workplace. (Biswas-Diener and Dean, 2007)
 * 1) **The Performance-Happiness Matrix**

A useful way to test the people and groups across the performance-happiness dimensions are present in Chart 1, there are include the happy-sad face with the arrow symbolizing high and low performance, and identified the four permutations and combinations. These four aspects have justified the people’s performance and happiness in the workplace. (Picture from: [|http://gbr.pepperdine.edu/2010/08/putting-performance-and-happiness-together-in-the-workplace/#_edn4]) These people deserve happy feeling rather than less performance. Maybe they are happy low performers possessed overoptimistic people or mismatched current position. Lack of training may also influence their performance. For example, the most graduates from academic institutions are happy low performer because they are high motivated employees in the workplace (CIPD, 2012). The positive emotions can lead their future and hopeful success in job positions. In the near future, the happy low performers (graduates) are able to improve their performance. (Kerns, 2009)
 * 1.1** **Happy Low Performer**

Kerns (2009) said ‘many factors can contribute to this condition, including a lack of performance systems, poor selection practices and little or no meaningful employee recognition.’ For example, some of the low-income workers are not serious attitude for their job. However, the job requires to be a circumspection and structured. The low-income workers believe that a high work performance is equivalent to income. So that, they are the underperformer in their job positions. It is very difficult to achieve success only when they change their attitude. Unhappy low performers can generate the negative emotion. It could infect this emotion to others and turn to negative roles. Therefore, deteriorating the positive emotions which from high performers, and permitting the opposite effect of behaviours in workplace.
 * 1.2** **Unhappy Low Performer**

Kerns (2009) also argued that there are many reasons may affect employees who are perform well, but be unhappy in the workplace. For instance, employees may be unhappy because their work is not challenging. Additionally, they have required to do the same thing repeatedly. It is difficult for employees to engage their job, negative attitudes have combined with less expectations in their future. The unhappy high performers may leave the organization and look for a challenge job.
 * 1.3** **Unhappy High Performer**

Kerns (2009) said that ‘happy high performance present the best prospect for long-term organizational success.’ High performer would happy for the current job and appreciate the long-term outlooks. Sustainable high performance and happiness are interdependence. Happy high performer are share some key characteristics as shown below: l Have a clear direction l Find that direction motivating l Focus on what is important and what they can influence l Are linked to the resources necessary to execute key actions l Talk and act in ways that promote performance and happiness l Are significantly engaged in their work l Have more positive experiences than negative experiences at work l Are grateful about the past and do not carry grudges l Are optimistic looking into the future l Achieve agreed upon results l Are happy about their workplace
 * 1.4** **Happy High Performer**

Whatever the employees are happy first and performance second, or performance first and happy second (Wright, 2006). However, both of happiness and job performance need to be expressed. There are different paths recognize the performance and happiness. It would be justified by ‘performance-happiness self-assessment survey’ which test the employees a level of happiness in the workplace (Kerns, 2009). **Instructions**: Use this survey to assess your performance and happiness in your current work place on the dimensions cited below. Rate yourself on a scale of 1 to 10 (“10″ being the highest or “very true”) for each dimension. ( Source: http://gbr.pepperdine.edu/2010/08/happiness-survey/)
 * 2. Path to performance and happiness**
 * Dimension || Self-Rating  ||
 * 1. I have a clear direction. || ______  ||
 * 2. I am motivated by that direction. || ______  ||
 * 3. I am focused on what is important. || ______  ||
 * 4. I am focused on what I can influence || ______  ||
 * 5. I am linked to the necessary resources to execute key actions. || ______  ||
 * 6. I act in ways that promote performance. || ______  ||
 * <span style="font-family: 'Times New Roman',Times,serif; font-size: 110%;">7. I achieve agreed upon results. || <span style="font-family: 'Times New Roman',Times,serif; font-size: 110%;">______  ||
 * <span style="font-family: 'Times New Roman',Times,serif; font-size: 110%;">8. I act in ways that promote positivity. || <span style="font-family: 'Times New Roman',Times,serif; font-size: 110%;">______  ||
 * <span style="font-family: 'Times New Roman',Times,serif; font-size: 110%;">9. I am significantly engaged in my work. || <span style="font-family: 'Times New Roman',Times,serif; font-size: 110%;">______  ||
 * <span style="font-family: 'Times New Roman',Times,serif; font-size: 110%;">10. I find meaning/purpose in my work. || <span style="font-family: 'Times New Roman',Times,serif; font-size: 110%;">______  ||
 * <span style="font-family: 'Times New Roman',Times,serif; font-size: 110%;">11. I have more positive than negative experiences at work. || <span style="font-family: 'Times New Roman',Times,serif; font-size: 110%;">______  ||
 * <span style="font-family: 'Times New Roman',Times,serif; font-size: 110%;">12. I look at the past gratefully. || <span style="font-family: 'Times New Roman',Times,serif; font-size: 110%;">______  ||
 * <span style="font-family: 'Times New Roman',Times,serif; font-size: 110%;">13. I practice forgiveness. || <span style="font-family: 'Times New Roman',Times,serif; font-size: 110%;">_____  ||
 * <span style="font-family: 'Times New Roman',Times,serif; font-size: 110%;">14. I look into the future with optimism. || <span style="font-family: 'Times New Roman',Times,serif; font-size: 110%;">______  ||
 * <span style="font-family: 'Times New Roman',Times,serif; font-size: 110%;">15. I am happy about my work place. ||   ||

Kerns (2009) addressed there are four aspects to help managers maximize performance in the workplace. 2.1.1 designing, developing and delivering a clear and motivating direction 2.1.2 creating operational focus 2.1.3 effectively and efficiently linking or coordinating resources 2.1.4 ensuring that people practice effective influence skills
 * 2.1** **Increasing performance**

The managers who engaged in a high position. They possess advanced performance in the workplace. Employees may affected by managers’ motivation and drive to understand the direction clearly. They also have a strong sense of impulsion to achieve highest goals after employees understand what they are the focus on. While, employees are required ability to link resource are and take advantage of it. Additionally, the skills that employees owned are involve in people practice adequately.

2.2 increasing happiness is same meaning with the past, present and Future Happiness below:
 * __Past, Present and Future Happiness__**

When looking at the happiness of someone in the workplace we need to look at the orientation of that person, looking at how they feel about the past, present and what there opinions are of the future. Looking at these factors can determine if she or he is happy. (<span style="color: #000000; font-family: Arial,Helvetica,sans-serif; font-size: 9pt;">C. Peterson et al 2005)


 * 1) <span style="font-family: Arial,Helvetica,sans-serif;">When someone is reflecting on something in the past, it is important to stress that they should be grateful for today. The saying “count your blessings” can be used to ensure they remember that they are lucky to have work.
 * 2) <span style="font-family: Arial,Helvetica,sans-serif;">When assessing someone current situation, individuals derive happiness from being engaged with their work, being fully committed and connecting with the work they are doing will leave them feeling positive about what they are trying to achieve.
 * 3) <span style="font-family: Arial,Helvetica,sans-serif;">When employees are challenged it keeps them focused, when they are able to really use their skill sets to add great contribution to something it allows them to be very engaged with their work. When a employee is fully focused on their work, this is called “in flow” with their work.
 * 4) <span style="font-family: Arial,Helvetica,sans-serif;">When an employee is completing work is means a lot to them if they believe what they are doing will be benefiting others. This is brought into much better focus when the employees can see what needs they are actually satisfying by completing their work. For example, when productions workers are creating resources to be used to build environmentally sustainable buildings for children in less privileged areas, this can boost the moral and happiness among the employees.
 * 5) <span style="font-family: Arial,Helvetica,sans-serif;">Happiness comes from work experiences that give a positive emotion, give you positive thoughts and positive images in people. When people have very positive emotions this aid for people to “build and broaden” their horizon on their positive outlook. (B.L. Fredrickson 2001)
 * 6) <span style="font-family: Arial,Helvetica,sans-serif;">People who approach all their tasks with a much more positive attitude from the start have been found to be much more productive, resilient and creative. (B.L. Fredrickson et al 2005/4)
 * 7) <span style="font-family: Arial,Helvetica,sans-serif;">When an employees look into the future, those that are challenged, committed, and focused on work they are producing tend to be the ones with a much more optimistic outlook on their future.

<span style="font-family: Arial,Helvetica,sans-serif;">When a managerial leader is wanting to improve the happiness and moral of their employees it is best to analyses their current position. The above statement make it clear that there are many factors that can be affecting someone's happiness in the workplace. Just by utilising that one persons strengths they can be more focused resulting in better work completed. It is better for workplaces to create happiness in the workplace because the general output of that business will be much higher and accurate if it is.

<span style="font-family: 'Times New Roman',Times,serif; font-size: 110%;">As Kerns (2008) mentioned the managers should strive to increase the number of happy high performers in their organizations. Since the evaluate employees themselves in relation with the qualities of high-performing happy person, and they can develop practical action schemes that help them toward higher performance and happiness in the workplace.
 * <span style="font-family: 'Times New Roman',Times,serif; font-size: 120%;">A call for action **

<span style="font-family: 'Times New Roman',Times,serif; font-size: 110%;">Increasing the number of happy high performer in the workplace is required the managers had proven the happiness-enhancing interventions. However, many organizational setting does not satisfied this requirement. Basically, there are many researches have striven to demonstrate the happiness enhancing intervention are enhance the self-help and mental health setting. Employees who engage the research because the purpose is improve their happiness in the workplace, they need pay attention to developing practical happiness-enhancing interventions to assist managers to help employees become a happy high performer. Additionally, good performance can represent they are highly involved in their work. The experience meaning for their jobs, the positive emotion experience, thought and image are linked with workplace as well. Follow this way which assist employees to enhance happiness cooperate with effective performance management. Therefore, employees who are the happy high performers will rapidly growth in the workplace. (Park et al., 2005)

**Happiness in the Workplace Survey from CareerBliss.com.** Top three factors contributing to happiness ('Happiness in the Workplace Survey from CareerBliss.com' 2011):
 * 1) Specific tasks a job entails on a day-to-day basis
 * 2) How much control the employee has over their daily tasks
 * 3) Relationships with co-workers and customers, including supervisors and colleagues.

“While salary is always important component of every job it’s not enough to keep good employees happy. Realizing this and focusing on other aspects that do improve happiness can help to increase happiness overall.” ('Happiness in the Workplace Survey from CareerBliss.com' 2011) **5 Reasons Your Job Is Making You Miserable.** Firstly 73% of employees in a survey by salary.com said that their main motivation for going to work was their pay check. The reason for this was “likely a result of lingering effects from the recession and tough financial times” Salary.com said. (White, MC 2013) In terms of happiness research has shown that "Relatively well paid samples of individuals are only trivially more satisfied than relatively poorly paid samples" (White, MC 2013). Secondly unfulfilling work is making us feel sick. In 2012 60% of workers said that they were fulfilled by their work however that figure has fallen 20% since 2011. This is bad news considering that being happier at work makes us happier according to a study conducted by the Institute for the Study of Labor. “Results show an unambiguously increasing effect of job satisfaction on health” (White, MC 2013). Perceptions of how healthy a person was were positively linked to how satisfied people were with their jobs. (White, MC 2013). Thirdly, research has found that when stressed at work, people eat more which is causing health problems. A study conducted in Rochester, NY studied a company implementing a drastic workforce reduction scheme, the effect on the employees who weren't made redundant was an increase in their body-mas index of approximately one unit (White, MC 2013). This can have profound effects on a person’s health affecting sleep and risk of disease (NHS, 2012). Fourthly, workers have one foot out of the door preventing them from committing to their organisation. Research conducted in 2013 showed that if a worker was to become an instant millionaire only 30% of them would show up to work the next day. Job satisfaction is extricable lined to workforce commitment and this is lacking in today’s organisations. Furthermore even a committed worker, can be afflicted by “turnover contagion” coined by the Academy of Management Journal showing that a college that phones in can have a negative effect on professional commitment and that people who can’t wait to leave have negative influences on the social environment within the workplace (White, MC 2013). Finally, too much workload is literally killing us, more or less. A study of workers in Finland found that more than half of them constantly felt over worked. Their risk of heart attack doubled among permanent employees following a large number of redundancies, with the risk growing to five times the normal within 4 years according to the New York Times (White, MC 2013). **Income and Happiness: Why isn't research acted upon?** Research has shown that the relationship between happiness and income, when above a basic minimum threshold, further increases in pay tend to have a small impact on the perception of well-being. Researchers found that happiness is consistently increased by a range of thoughts and behaviors, having personal relationships, helping others and being mindful. These factors aren't dependent on the rate of income you receive. Criticisms of happiness research are commonly dismissal through anecdote such as the suicide rates in rich people, or the response that I rather be rich and unhappy then poor and unhappy (BARKER, C, & MARTIN, B 2012). Most people want to be happy and therefore happiness can be considered a core value of our culture. However although people want to be happy, people do things that decrease their levels of happiness such as working long hours in an alienating job away from home. Some people consider happiness to be found in short-term pleasures whereas research suggests that happiness and long –term contentment is more likely found in and meaningful activities. Valuing true happiness therefore requires people to shift their perspectives to say relationships over work and money and opting for a simple life involving less materialistic concerns and more time with family and friends (BARKER, C, & MARTIN, B 2012).

**Increasing Happiness in the Workplace.**
The model combines the external conditions and the personal resources and how they combine to affect a persons good functioning and satisfaction of needs. It then relates this to a persons good feelings day-to-day and overall and how this interlinks with the good functioning and satisfaction of needs and personal resources. It demonstrates how different parts of our lives interlink with each other to influence our experiences (Marks, 2010).

Five ways to well being...

 * <span style="color: #df2067; font-family: Arial,sans-serif; font-size: 13.5pt; line-height: 1.5;">Connect… ** With the people around you. With family, friends, colleagues and neighbors. At home, work, school or in your local community. Think of these as the cornerstones of your life and invest time in developing them. Building these connections will support and enrich you every day.


 * <span style="color: #9f2287; font-family: Arial,sans-serif; font-size: 13.5pt; line-height: 1.5;">Be active… ** Go for a walk or run. Step outside. Cycle. Play a game. Garden. Dance. Exercising makes you feel good. Most importantly, discover a physical activity you enjoy and that suits your level of mobility and fitness.


 * <span style="color: #51c3de; font-family: Arial,sans-serif; font-size: 13.5pt; line-height: 1.5;">Take notice… ** Be curious. Catch sight of the beautiful. Remark on the unusual. Notice the changing seasons. Savour the moment, whether you are walking to work, eating lunch or talking to friends. Be aware of the world around you and what you are feeling. Reflecting on your experiences will help you appreciate what matters to you.


 * <span style="color: #a4ce5d; font-family: Arial,sans-serif; font-size: 13.5pt; line-height: 1.5;">Keep learning… ** Try something new. Rediscover an old interest. Sign up for that course. Take on a different responsibility at work. Fix a bike. Learn to play an instrument or how to cook your favorite food. Set a challenge you will enjoy achieving. Learning new things will make you more confident as well as being fun.


 * <span style="color: #f6a724; font-family: Arial,sans-serif; font-size: 13.5pt; line-height: 1.5;">Give… **Do something nice for a friend, or a stranger. Thank someone. Smile. Volunteer your time. Join a community group. Look out, as well as in. Seeing yourself, and your happiness, linked to the wider community can be incredibly rewarding and creates connections with the people around you.

"The five ways to well-being are a set of evidence-based actions to improve personal well-being. They were developed by the centre for well-being at nef (the new economics foundation) as part of the UK Government’s Foresight project on Wellbeing." (Marks, 2010)

**Why is Happiness in the Workplace of Contemporary Relevance to the Business World?** Happiness in the workplace is of contemporary relevance to the business world because improving workplace happiness helps companies to attract and retain talent. Due to the current economic climate businesses are doing more to attract and retain talent other than offering more money (Symanowitz, C 2013). Furthermore in a study conducted by the governments Foresight Programme it was estimated that absence, presenteeism and labor turnover cost the country approximately £26bn a year. Incidents of stress-related absence have risen with 40% of incapacity benefits attributed to mental health and stress (Cooper & Wood, 2011). Increasing happiness in the workplace has a profound influence on the bottom line results as well as the economy and as part of a companies social responsibility to its staff, looking after their physical and psychological health is of the utmost importance in a world where social media is commonplace and company image is directly influence by its employees.

**Conclusion**
In conclusion women frequently manage their anger at work and express positivity much more openly whereas men are more controlling of this and express their anger much more openly. This doesn't mean that women are more frequently happy at work and men aren't. Emotionality is not a measure of happiness at work as studies suggest that men and women feel equal amounts of happiness however the emotions they choose to express are different. Research has shown that with increasing pay, happiness at work increases however criticisms of this notion are that it is not the money which is causing the increase in happiness rather the other associated benefits such as more interesting work and flexibility regardless of the increase in responsibility. Productivity has been proven to increase as employees spend less time off sick and more time being productive in work benefiting from healthier food being served in canteens. Employees and productivity benefits from team based sports and activities boosting morale, employee health, encouraging teamwork and improving bottom line results. Positive power suggests that through inception employees should change the social scripts and develop the skills necessary to encourage positive working environment. The top three factors contributing to happiness were the specific tasks a job entails on a day-to-day basis, how much control the employee has over their daily tasks and the relationships with co-workers and customers, including supervisors and colleagues. Strategies to increase well being in the workplace included providing more opportunities to grow and develop, encouraging good communication, providing opportunities for fun, developing more engaged managers, providing flexible working conditions and support for domestic life, building an environment of trust, connect, be active, take notice, keep learning and give.

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**References**
<span style="color: #000000; font-family: Arial,Helvetica,sans-serif; font-size: 9pt;">Achor, S, & Freifeld, L 2013, 'Positive Power', Training, 50, 6, p. 6, Business Source Premier, EBSCOhost, viewed 16 March 2014.

<span style="color: #000000; font-family: Arial,Helvetica,sans-serif; font-size: 9pt;">BARKER, C, & MARTIN, B 2012, 'Income and Happiness: Why isn't research acted upon?', Social Alternatives, 31, 4, pp. 62-67, Academic Search Premier, EBSCOhost, viewed 18 March 2014.

<span style="color: #000000; font-family: Arial,Helvetica,sans-serif; font-size: 9pt;">B.L. Fredrickson. “The Role of Positive Emotions in Positive Psychology: The Broaden-And -Build Theory of Positive Emotions,” //<span style="color: #000000; font-family: Arial,Helvetica,sans-serif; font-size: 9pt;">American Psychologist //<span style="color: #000000; font-family: Arial,Helvetica,sans-serif; font-size: 9pt;">, 56, no. 3. (2001): 218-26.

<span style="color: #000000; font-family: Arial,Helvetica,sans-serif; font-size: 9pt;">B.L. Fredrickson, C. Branigan. “Positive Emotions Broaden the Scope of Attention and Thought -Action Repertoires,” //<span style="color: #000000; font-family: Arial,Helvetica,sans-serif; font-size: 9pt;">Cognition and Emotion //<span style="color: #000000; font-family: Arial,Helvetica,sans-serif; font-size: 9pt;">, 19, no. 3, (2005/4): 313-32

CIPD (September 2012) the Business Case for Employer Investment in Young People. London: chartered Today’s Young People, Tomorrow’s Workforce. [Online] available from: [] [Assessed 14 April 2014]

<span style="color: #000000; font-family: arial,helvetica,sans-serif; font-size: 9pt;">Cooper, C. L. & Wood, S., 2011. //<span style="color: #000000; font-family: arial,helvetica,sans-serif; font-size: 9pt;">Happiness at work: why it counts. //<span style="color: #000000; font-family: arial,helvetica,sans-serif; font-size: 9pt;"> [Online] Available at: __http://www.theguardian.com/money/2011/jul/15/happiness-work-why-counts__ [Accessed 20 March 2014]. <span style="color: #000000; font-family: arial,helvetica,sans-serif; font-size: 9pt;">'Happiness in the Workplace Survey from CareerBliss.com' 2011, Report On Salary Surveys, 18, 5, p. 15, Business Source Premier, EBSCOhost, viewed 16 March 2014.

Kerns, C.D. (2009) Putting Performance and Happiness Together in the Workplace. [Online] available from: [|http://gbr.pepperdine.edu/2010/08/putting-performance-and-happiness-together-in-the-workplace/#_edn4] [Assessed by 15 May 2014]

<span style="color: #000000; font-family: arial,helvetica,sans-serif; font-size: 9pt;">Marks, N., 2010. //Happiness Works.// [Online] Available at: __https://www.happinessatworksurvey.com/science__ [Accessed 20 March 2014].

<span style="color: #000000; font-family: arial,helvetica,sans-serif; font-size: 9pt;">Menko, S 2013, 'Stephen Menko: A happy workforce is a productive one', Employee Benefits, p. 6, Business Source Premier, EBSCOhost, viewed 16 March 2014.

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