Week 3-NOC-Jul24-Sustainable Happiness.pdf

Sustainable Happiness TE L P by N Prof. Atasi Mohanty Rekhi Centre of Exce...

Sustainable Happiness TE L P by N Prof. Atasi Mohanty Rekhi Centre of Excellence for the Science of Happiness Module 03: Sustainable Happiness at Work Lecture 11: Introduction ❑Unit 3-Sustainable Happiness at Work What is happiness at work? Is it pleasure, a life of prosperity, something else? L Philosophers who write about “happiness”!!!! ⮚1. A state of mind: "psychological sense”(the study of certain mental states) TE What is this state of mind we call happiness? P Ans. It includes life satisfaction, pleasure, or a positive emotional N condition. How valuable is this mental state? How happiness can be valuable to our life? ⮚2. A life that goes well for the person leading it: a prudential value— or, more commonly, well-being, welfare, utility or flourishing. “Happiness” is concerned with- what benefits a person, is good for her, makes her better off, serves her interests, or is desirable for her for her sake.  Why is happiness important at work? L Happy employees are more productive than E unhappy ones T … create happy customers P … have less work-life stress N … are more creative, innovative … are more purposeful & engaged Some of your best hours on earth are spent at the workplace ⮚ Happiness is a state of fully satisfied consciousness; a state of mind that depends on how it is interpreted. ✔ It is not a temporary affair of a moment but should be sustainable L to be true and authentic. E ✔ According to the relative index of happiness, work is one of the T most important factors that influence happiness. P ✔ Happiness can be compatible to the extent that a productive N activity can be made a creative activity, fruitful activity and a source of satisfaction of multiple needs. ⮚ Abraham Maslow’s ‘Need Hierarchy Theory’ justifies this; for most of us our workplaces are the irreplaceable source of income, social inclusion and platforms for socialization and networking. ✔ Through this not only we nurture our career goals but strive to become global citizens.  What makes you feel happy at work…? L ✔ Which jobs are happier? ✔ ✔ Does money buy happiness? PTE What is so hard to be self-employed? N ✔ Does having no job make you depressed? ✔ Is job satisfaction same as happiness? ✔ Do happier people work harder? ✔ Can job satisfaction hide low levels of engagements? ❖Positive Work culture & HR wellbeing ▪ Work culture encompasses the values, beliefs and attitudes that guide an organization. L ▪ It sets expectations for how employees should behave and E interact with one another as they perform their day-to-day T responsibilities and contribute to the company’s overall mission. P ❖ Why Is Work Culture Important? N ▪ Work culture can have a profound impact on several significant aspects of the employee experience, like individual and team morale, workplace engagement and job satisfaction. ▪ Practices that negatively impact workplace culture and promote a toxic team dynamic can steer an organization in the opposite direction, making it difficult to hire and retain good employees. ▪ Work culture not only guides employees in the workplace, but it also guides customers on whether they want to do business with you. ▪ Work culture will naturally form within every organization and sometimes to the detriment of the business. ⮚Elements of Workplace Culture TE L There are several factors that go into developing work culture. P ▪ People who feel unfulfilled at work are less likely to put effort into contributing toward company success or to N recommend their current employer to others. ▪ People report experiencing workplace culture most strongly through their employers’ approach to performance, recognition and celebrations and company mission and values; ▪ “flexible,” “inclusive,” “friendly,” “collaborative” and “fun” to characterize “ideal workplace cultures.” If the workplace has “a culture of open and transparent communication,” employees feel physically safe on the job, report trust in their supervisor and cite culture as a reason they love their job. ⮚How to Create a Positive Work Culture ✔A healthy culture fosters engagement, boosts productivity, and attracts top talent. TE L ✔it’s a deeper concept that encompasses values, behaviors, and P attitudes shared by your employees. N ✔Dedicate as much time as necessary to ensure everyone is aligned, and include leadership, long-term employees and HR representatives so all significant parties can weigh in. ✔Should have a concise list of values that accurately reflect your current company culture and long-term goals. ✔Consider everything from the physical layout of the office to how frequently employees interact with their colleagues, managers and team members. ✔ Leaders who are working to improve workplace culture need to be ready to follow-through on investing in the initiatives that matter most. ✔It requires leaders to make effort for consistent L communication, accountability and transparency. E ✔Set Clear Departmental Goals T ✔Promote the Organization’s Goals ✔Promote Diversity and Inclusivity ✔Allow for Lightheartedness ✔Prioritize Respect N P ✔Establish a Strict Zero Tolerance Policy ✔Create an Employee Recognition Program ✔Accept and Utilize Your Employee’s Feedback ✔Be Flexible & Transparent ✔Plan Celebrating Success Parties & Social Outings ✔ A positive culture not only boosts employee morale and engagement but also plays a crucial role in attracting and retaining top talent. ✔ Human Resources (HR) professionals play a pivotal role in shaping L and nurturing a positive organizational culture. E ✔ They serve as the catalysts for change and act as the driving force T behind implementing strategies and initiatives that foster a P supportive, inclusive, and engaging work environment. N ✔ Clear Vision and Values-A clear vision and values provide a guiding compass for decision-making, enabling employees to understand the organization's direction and how their individual efforts contribute to the bigger picture. ✔ By aligning individual goals with the company's broader objectives, HR can inspire employees to contribute their best and foster a sense of purpose. ✔ Transparent communication promotes trust and fosters a culture of transparency and honesty. ✔ HR plays a vital role in establishing effective channels of L communication, ensuring that employees have access to information, and encouraging an environment where feedback and E suggestions are valued. N PT ✔ Employee Empowerment: HR can support employee empowerment by providing ongoing training and development opportunities that align with both individual and organizational goals. ✔ Empowered employees feel valued and have a sense of ownership over their work, leading to increased job satisfaction and motivation. ✔ Recognition and Reward Systems: HR can establish recognition and reward systems that acknowledge outstanding performance, foster a sense of belonging, and motivate employees to excel.  Sustainable Happiness TE L P by N Prof. Atasi Mohanty Rekhi Centre of Excellence for the Science of Happiness Module 03: Sustainable Happiness at Work Lecture 12: Work Culture  TE L N P ⮚ HR can implement performance-based bonuses, career advancement opportunities, or other incentives aligned with the organization's values. ⮚ Work-Life Balance: HR professionals can introduce policies and initiatives that support flexible work arrangements, remote work L options, and employee wellness programs. E ⮚ HR can advocate for work-life balance by setting guidelines that T encourage employees to disconnect after work hours and promote P the use of vacation days for rejuvenation. ⮚ HR can partner with wellness experts to design and implement N wellness programs tailored to employees' like yoga classes, mindfulness workshops, or mental health resources. ⮚ Diversity and Inclusion : HR professionals can lead efforts to create a diverse workforce by implementing inclusive hiring practices and promoting an environment that embraces different perspectives and backgrounds. ⮚ HR can collaborate with hiring managers to ensure job postings are inclusive, and recruitment processes prioritize diversity and equal opportunity. ⮚ Strategies for building wellbeing at workplace : ✔Committed CEO and aligned executive team-For wellbeing to work leaders need to create a supportive environment that encourages L individuals to talk about their mental health and wellbeing, take up opportunities to participate in wellbeing programs during work hours, and E openly encourage wellbeing practices with their teams. T ✔Personalized wellbeing: HR has a vital role in bringing your unique P insights about the demographic and diverse makeup of your workforce and N their different needs to the executive discussion on wellbeing strategy. ✔Support your supporters: The responsibility for ensuring a safe, supportive, and healthy work environment sits with your leaders and people managers. ✔HR as trusted advisor can empathize with and encourage leaders (and yourself!) to prioritize their own wellbeing and daily self-care to manage their energy. ✔You can’t help others until you first help yourself. ✔Facilitate belonging and connection: At work a sense of belonging, feeling valued and having supportive social relationships is critical to wellbeing. L ✔HR has a key role with redefining hybrid work strategies and E practices to boost the way organizations connect from the T onboarding experience of remote employees through to helping P leaders create team office days that focus on connection, fun, N collaboration, and relationship building. ✔Wellbeing is fundamental to healthy, high performance: Wellbeing is necessary for our health, energy, connection, creativity, relationships, performance, and this list goes on. ✔HR has an exciting and transformational role to play in creating a high performing culture that has wellbeing as the foundation. ❖Positive Cognitive & Emotional states & processes in the Workplace TE L N P ❖Positive Emotions at Work ✔ Companies that build the optimum ratio of cognitive and emotional culture for their employees can succeed in generating the best worker performance with the lowest L turnover. E ✔ Research shows that the more positive emotions people T experience, the more successful they are. ✔ Positive employees make better decisions, are more interpersonal skills. N P creative, more productive, more resilient and have better ✔ Companies can, therefore, gain a competitive advantage by creating positive work environments ✔ Managers can help people to dispute pessimistic thoughts and come up with a more optimistic explanation of negative situations. ✔ Empowerment is the best way to help employees achieve their goals. It involves clarity, support and autonomy. ⮚Happy employees are compulsory for a growing business; ✔ Employees who feel happy in the workplace are 65% more energetic than employees who don’t; ✔ Happiness Multiplies Success-Employees who feel pleasure in doing L their work form a great example to others E ✔ Happiness in the workplace is directly correlational to increased T productivity and better group performance at work P ✔ Happiness Builds Positivity-A professional who has strong positive N feelings about his job will undoubtedly be more enthusiastic and focus on building himself. ✔ Happiness Reduces Stress- Finding happiness in work helps in building strong interpersonal relationships at work and encourage people to work together ✔ Happiness at Work means a Healthy Life ✔ Happiness at Work Increases Likeability-In a happy state of mind, people are more innovative and inspired; ▪ In order to capitalize on positive emotions at work and build high-quality interpersonal relationships and psychological safety, it is important that coworkers respond to each other’s positive emotions in a constructive and validating way. TE L N P  Sustainable Happiness TE L P by N Prof. Atasi Mohanty Rekhi Centre of Excellence for the Science of Happiness Module 03: Sustainable Happiness at Work Lecture 13: Work Culture ⮚ Positive Emotions and Interpersonal Capitalization There are multiple benefits for employees when they experience an increase in positive emotions, including improved work performance; ✔ Positive affect in organizations works both as an antecedent and as a L consequence of creative thought, establishing an affect-creativity E cycle. ✔ Positive emotions expand the momentary scopes of attention and N PT cognition and thereby widen the array of thoughts and actions that come to mind. ✔ Positive emotions further build people’s enduring psychological, intellectual, and social resources; ✔ Employees and organizations that have a reserve of positive emotions can draw on them to increase resilience in times of crisis or stress; ✔ People who report greater positive affect in general are better at social interactions and have interactions that are of a higher quality. ⮚ Psychological Safety ✔ Positive interpersonal responding concerns psychological safety – “people’s perceptions of the consequences of taking interpersonal risks in a particular context such as a workplace” ; ✔ Psychological safety among employees correlates with team learning. E L ✔ The interpersonal process of responding to the positive emotional T P experiences of others is an important factor influencing psychological safety. N ✔ Psychological safety positively affects individuals’ willingness to “employ or express themselves physically, cognitively, and emotionally during role performance” and prevents a move to disengage or “withdraw and defend their personal selves.” ✔ A person’s positive response to their coworker’s positive emotional experience can present an important factor reducing such fear and instead help build psychological safety, expressed as an increased willingness to share positive emotions. ⮚ High-Quality Connections ▪ This is a life-giving force in the relational fabric of organizational life (Dutton, 2003) as they positively affect collaboration, relationship quality, and trust among colleagues ; ▪ These are short-term, dyadic interactions where both the subjective L experience of the connected individuals and their relationships are E experienced as positive; can positively affect employee well-being and interpersonal dynamics, even between unfamiliar colleagues, T may present a valuable resource for current fast-paced collaboration- P dependent work life. ⮚ Compassion at Work another person” (Dutton et al., 2014). N ▪ “Compassion is an interpersonal process involving the noticing, feeling, sense making, and acting that alleviate the suffering of ▪ This process is initiated by a pain trigger and an expression of suffering by the sufferer. ▪ The compassionate actor then reacts to bring about positive outcomes for the sufferer, the responder, and the third parties witnessing the unfolding of the compassion process.  TE L N P ❑ It can create a pleasant environment at work that is easy for others to cope in forming a good team. It is the backbone for innovation, loyalty, responsibility, and success. TE L N P  TE L N P ❖ Positive Emotions, Pro-Social behavior & Mental health wellbeing ✔ Positive emotions, behaviors, and mental states can be defined as feelings that are pleasant, uplifting, and contribute to overall well- being. ✔ Examples of positive emotions include joy, gratitude, hope, love, L and amusement. E ✔ Experiencing positive emotions at Work can have numerous T benefits for individuals, such as- ✔overall well-being and life satisfaction, contribute to greater resilience, P ✔can help individuals cope with stress and adversity, and can N ✔can promote social connections and improve relationship satisfaction, ✔can enhance cognitive flexibility and promote creative thinking, ✔better physical & mental health outcomes, ✔feeling positive empathy, sharing and enjoying the positive emotions of others ❖ Emotional intelligence at Work ✔Refers to the ability to identify, understand, and regulate one’s own emotions, as well as the emotions of others. ✔Individuals with high emotional intelligence tend to experience L greater happiness and life satisfaction, have more positive E relationships with others, and are better able to cope with stress T and adversity. P ✔Key components of emotional intelligence relationships. N Self-awareness: The ability to recognize and understand one’s own emotions, as well as how they impact thoughts, behaviors, and Self-regulation: The ability to regulate one’s own emotions, impulses, and behaviors in order to achieve personal goals and maintain positive relationships with others.  Sustainable Happiness TE L P by N Prof. Atasi Mohanty Rekhi Centre of Excellence for the Science of Happiness Module 03: Sustainable Happiness at Work Lecture 14: Emotional Intelligence at Work ✔ Social awareness: The ability to recognize and understand the emotions and perspectives of others, and to empathize with their experiences. ✔ Relationship management: The ability to communicate effectively, L resolve conflicts, and build positive relationships with others E ✔ Resilience is a key concept that refers to an individual’s ability to T adapt and cope with stress, adversity, and challenging life events. P ✔ Resilience is seen as an important factor in promoting mental and N physical health, as well as overall well-being at workplace. ✔Key factors that contribute to resilience ✔ Positive emotions: Experiencing positive emotions, such as joy, gratitude, and hope, can help individuals cope with stress and adversity. ✔ Social support: Having strong relationships with friends, family, and community members can provide social support and help individuals cope with difficult life events. ⮚ Optimism: Maintaining a positive outlook and belief in one’s ability to cope with challenges can promote resilience. ⮚ Cognitive flexibility: The ability to think flexibly and adaptively can help individuals reframe negative experiences and find L solutions to challenges. E ⮚ ‘Happiness at Work’ focuses on understanding and promoting T positive emotions, behaviors, and mental states, such as P happiness, resilience, gratitude, and optimism. N ⮚ Experiencing positive emotions can have numerous benefits for individuals, both at home and workplace, such as – ⮚Improved well-being: Positive emotions can contribute to overall well-being and life satisfaction. ⮚Enhanced resilience: Positive emotions can help individuals cope with stress and adversity, and can contribute to greater resilience. ⮚Better relationships: Experiencing positive emotions can promote social connections and improve relationship satisfaction. ⮚Increased creativity: Positive emotions can enhance cognitive L flexibility and promote creative thinking. E ⮚Interventions, such as mindfulness meditation and emotion T regulation training, are designed to enhance emotional P intelligence and promote well-being. N ⮚By developing emotional intelligence skills, individuals can improve their relationships with others, better manage stress and adversity, and experience greater happiness and life satisfaction. ⮚Positive emotions are more than momentary good feelings; they endorse positive work attitude, offer us new ways of thinking, improved problem-solving, boosted creativity, and increased wellbeing. ❖Continuous Professional development ⮚Professional development is “the continuous process of self- awareness, application, and reflection on how to best apply your strengths and skills to the world of work”, ⮚It’s gaining new skills through continuing education and career L training after entering the workforce. E ⮚Employees who show initiative in independent learning can T signal to employers that you are open to new experiences and are P enthusiastic about continuing to grow. N ⮚Employers who encourage their employees to seek out professional development opportunities are in turn encouraging higher productivity and job satisfaction. ⮚Helps Employees Stay Up to Date With Industry Trends to Keep Skills Sharp ⮚Can provide many opportunities for networking; Workshops, conferences, classes, and webinars are all spaces in which professionals can meet new people within their industry and make new connections. ⮚Professional development goals are short- and long-term benchmarks that encourage career growth, increase productivity, and support your personal and professional interests. ⮚Examples of Professional Development Goals Developing new skills Improving communication TE L P Becoming a specialist N Taking on a leadership role Earning a raise or promotion ⮚WAYS TO ACHIEVE YOUR PROFESSIONAL DEVELOPMENT GOALS Take Initiative Manage what you can take on Align your actions with organizational goals ✔ Build a Strong Professional Network ✔ Identifying new career opportunities ✔ Better understanding your organization or industry ✔ Fostering collaboration L ✔ Ask for Feedback ✔ ✔ ✔ Reassess Your Time Commitments PTE Practice effective time management skills N Learn from Other Departments ✔ Further enhance Your Education & recent job skills ✔ Regularly Review Your Progress through SWOT analysis ✔ Develop Core domain skills ✔ Developing Professional/Skills- i.e. People skills, Leadership skills, Public speaking , Conflict & Stress management, life-long learning etc.  Sustainable Happiness TE L P by N Prof. Atasi Mohanty Rekhi Centre of Excellence for the Science of Happiness Module 03: Sustainable Happiness at Work Lecture 15: Sustainability Competences ✔ Develop a new skill set Example-Google company has implemented many policies ✔ Take up leadership responsibilities to achieve well-being and satisfaction of its employees; employees can enjoy many benefits such as free haircuts, ✔ Level-up your credentials sports facilities (gyms, swimming pools…), laundry L services, medical personnel on the workplace, recreation ✔ Consume media in your field E rooms (billiards, baby foots, video games…), enjoy ✔ Find other ways to deepen job satisfaction massages and so on; the reason why Google is placed T number 1 of the 100 best companies to work for in 2012 ✔ Take a relevant course P by the magazine “Fortune”. ✔ Find a mentor N ❖Interplay of Sustainability & Happiness at Work “By 2030, ensure that all learners acquire the knowledge and skills needed to promote sustainable development, including, among others, through education for sustainable development and sustainable lifestyles, human rights, gender equality, promotion of a culture of peace and non-violence, global citizenship and appreciation of cultural diversity and of culture’s contribution to sustainable development.” (United Nations 2015, p.17) ⮚ Sustainability competences are characterized by competences “that enable the forward looking and autonomous co-creation of sustainable development”. ⮚Education for Sustainable Development ( ESD ,SDG 4.7) L thus prioritizes the following eight sustainability E competences (Rieckmann, 2018a; UNESCO, 2017; Brundiers T et al., 2021): P ⮚Systems thinking competence: the ability to recognize and N understand relationships, to analyze complex systems, to understand how systems are embedded within different fields and on different scales and to deal with uncertainty; ⮚Anticipatory competence: the ability to understand and evaluate multiple futures – possible, probable and desirable, to create one’s own visions for the future, to apply the precautionary principle, to assess the consequences of actions and to deal with risks and changes; ⮚Normative competence: the ability to understand and reflect on the norms and values that underlie one’s actions and to negotiate sustainability values, principles, goals, and L targets – in the context of conflicts of interests and trade- E offs, uncertain knowledge and contradictions; T ⮚Strategic competence: the ability to collectively develop P and implement innovative actions that further N sustainability at the local level and further afield; ⮚ Collaboration competence: the ability to learn from others, to understand and respect the needs, perspectives and actions of others (empathy), to understand, relate to and be sensitive to others (empathic leadership), to deal with conflicts in groups and to facilitate collaborative and participatory problem solving; ⮚ Critical thinking competence: the ability to question norms, practices and opinions, to reflect on own one’s values, perceptions and actions and to take a position in the sustainability discourse; L ⮚Self-awareness competence: the ability to reflect on one’s E own role in the local community and (global) society, to T continually evaluate one’s actions and prompt further action, P and to deal with one’s feelings and desires; ⮚ Integrated problem-solving competence: the overarching N ability to apply different problem-solving frameworks to complex sustainability problems and develop viable, inclusive and equitable solutions that promote sustainable development – integrating the above competences. ⮚However, ESD is not limited to the development of competences; as transformative education, it also aims at the "transformation of the individual 'self to world relationship' in the context of a global perspective"  TE L N P ▪ Integrating Core Sustainability Meta-Competencies and SDGs Across the Curriculum and Professional Development ▪ An effective sustainability curriculum is deliberately constructed L with the aim to graduate students with the capacities to be E effective systemic change agents. T ▪ The key framework and world view to be built upon the ethic of P care for self, others, environment/nature, and knowledge. N ▪ The key elements of effective curriculum design to be “Sustainability Meta-Competencies” (SCs), United Nations Sustainable Development Goals (SDGs), and case studies integrated with socio-scientific inquiry (SSI) pedagogies. ▪ The articulation of the design of professional development workshops to be based on the following theoretical approach: ✔ Ethic of Care ✔ Domain-Based Theory of Moral Development ✔ Sustainability Learning Core Meta-Competencies L ✔ Professional Development: Faculty and Staff E ✔ Sustainability Across the Curriculum ✔ ✔ ✔ ✔ N P Eco-literacy Staff Development T Sustainability Learning Competencies System and Temporal Thinking Inter- and Intrapersonal Literacy ✔ Ethical Literacy ✔ Creativity/Imagination Competency ✔ Meta-Cognition, Awareness, and Assessment ❑Measuring Happiness at Work: 1. Job satisfaction 2. Organizational commitment L 3. Job involvement E 4. Engagement T 5. Thriving and vigour P 6. Flow and intrinsic motivation N 7. Affect at work ⮚ Causes of happiness in general 1. Environmental contributors to happiness 2. Personal contributors to happiness 3. Person by situation interactions 4. Becoming happier ❖Employer Contribution: Making a Happy Workplace: ▪ Training and Development ▪ Compensations and Rewards ▪ Skill Recognition T ▪ Superior-Subordinate Relationship E L P ▪ Career Advancement Opportunities ❖Common N Components: Both Individual and Organizational: ▪ Job Flexibility ▪ Work Environment ▪ Work-Life Balance ▪ Working Hours ▪ Organizational Culture ❑Workplace Happiness Matrix- (Source: Rituparna Roy, Juthika Konwar, 2020) TE L N P ⮚ Quadrant 1: Optimistic - High employee happiness at the workplace + Low employer contribution to increase workplace happiness L ⮚ Quadrant 2: Grinning- High employee happiness at the E workplace +High employer contribution to increase workplace happiness T P ⮚ Quadrant 3: Frowning- Low employee happiness at the N workplace + Low employer contribution to increase workplace happiness ⮚ Quadrant 4: Neutral- Low employee happiness at the workplace + High employer contribution to increase workplace happiness  TE L N P ⮚Countries having the best and the worst work-life balance- TE L N P News Update TE L N P Pl. go through these L. materials- https://www.peoplematters.in/article/diversity/leveraging-diversity-at-workplace-15518 https://hr.nih.gov/working-nih/competencies/competencies-dictionary/leveraging-diversity https://blog.smarp.com/diversity-and-inclusion-best-practices-focus-on-in-2020 L https://www.achievers.com/blog/diversity-and-inclusion/ https://positivepsychology.com/happiness-at-work/ E https://www.businessinsider.in/slideshows/miscellaneous/13-ways-you-can-be-happier-at- T work-according-to-career-experts/slidelist/66926626.cms#slideid=66926635 P https://www.indiatoday.in/education-today/jobs-and-careers/story/tips-to-be-happy-at-work- 985234-2017-06-28 N https://www.india.com/lifestyle/5-reasons-why-happiness-at-workplace-is-important-4186019/ https://www.rediff.com/getahead/report/career-is-the-9-to-5-shift-a-joke/20161124.htm https://happier.in/how-to-cultivate-happiness-at-work/ https://www.deccanherald.com/supplements/dh-education/happiness-at-workplace- 1134513.html Ted Talks: https://www.ted.com/talks/zack_friedman_the_secrets_to_happiness_at_work https://www.ted.com/talks/ross_reekie_can_you_find_happiness_at_work  TE L N P