When I went into college, I wanted to study psychology and organisational behavior because people spend half of their working hours at work (probably more these days) and that was a lot of life to waste doing something that made them unhappy. I then believed that the world would be a happier place if employers provided better working environments and employees knew and understood what they had to do and the significance of their contributions.

Several decades later, I have worked and observed from the inside of organisations, consulted with organisations across industries and borders, coached and counseled lots of individuals, and studied the psychology of positive institutions. My youthful instincts were spot on and I am in flow, following my calling to make being happy at work possible.

In Chris Peterson’s book, Introduction to Positive Psychology, he noted that there is psychological significance to the work that we do. The work we do often defines us and contributes to our self-identity. When we are asked ‘what do you do’, it matters what answers we give. I recall a time when I quit consulting to regain balance in my life and I winced whenever I had to answer that question. Housewife? Homemaker? I don’t work? I would stammer and feel embarrassed that I did not have a name card to hand out. My previous high profile job had conditioned me to equate job with self. Ask any displaced worker or newly retired top gun, and you’d probably get an extra-bright response or an embarrassed self-effacing joke.

Psychologists have evidence that people who love their work tend to be more productive and happier generally. These people consider their work a calling, no matter what their jobs may be. An oft repeated story I've come across, is that of the hospital general worker who viewed his job as a blessing to the patients whose rooms he painstakingly cleaned and arranged daily. He is an epitome of someone whose work is an extension of himself, finding satisfaction and fulfillment from work itself. Conversely, those who work for solely economic reasons see their work as a job or a set of tasks and assignments while others whose work provides satisfaction from achievement and status are classified as career workers. Additionally, those whose talents and skills are employed in work that supports their moral strengths and values are more likely to be fulfilled and engaged.

In case you are wondering where to find these people and how to identify them from among the many jobseekers, look into the mirror first and then into all the workstations in your organisation. Next, check if your workplace has some of these in place:

• VISION – a clearly articulated moral goal or vision that can be embraced by employees and customers alike. Communicate it well. If they don’t know it or believe in it, they will not live it. Examine all day-to-day practices around the organisation in the light of this goal. Walk the talk.
• FAIRNESS – an authoritative managerial style in a moral work organisation leads to independent responsible workers with good character. Be clear about your principles and communicate them. Stick to your principles. Make sure your reward structures are clear, objective, explicit and equitable across the board and from shop floor to ivory tower.
• KINDNESS – treat people as individuals and not just as a pair of hands. We refer to employees as our most valuable assets - appreciate them. Even though wages are business expenses in the accounts books, consider it investment in human capital in your organisation.
• TRUST – follow through on commitment inside and outside. Do our employees trust us? Credibility is the foundation of trust, according to Stephen Covey in The Speed of Trust. Follow-through and delivery on our promises to our employees is critical building block. Employer branding is as important as corporate branding Happy employees bring in satisfied customers. Clarify the organisation’s code of ethics and live by the Code.
• SECURITY - productive workers trust that they will not be discriminated against, or victimised or penalized unreasonably and do not fear that their jobs are on the line all the time. Are managers and superiors using the carrot & stick method in managing for performance? Fear kills creativity. In fact fear cripples activity and initiative. Encourage, motivate and coach. Acknowledge good work, praise effort, and celebrate achievements. Recognition is more better than punishment in effecting positive behavioural changes.
• STRENGTHS – employees find work that allow them to use their strengths, talents and skills more engaging and tend to be more creative and positive. Similarly, employees who understand the significance of their contribution to corporate goals whether customer satisfaction or bottom line results, and are treated as valued employees, are typically more productive and motivated.

This is by no means an exhaustive list of characteristics of a good workplace. Communication gives clarity, commitment builds trust, understanding brings goodwill and loyalty. When we look at our employees as individuals and recognise their humanity and personal strengths, an amazing transformation begins. The employee is first a human being then a worker, and it pays to ‘walk a mile in his shoes’ to ignite the fire of passion for work in him. Being open and sensitive in this way guide us towards effective and sustainable positive interventions for building a good workplace.

One more youthful belief that has research–based evidence in its favour was my then naïve conclusion that organisations prosper when employees are happy. Make every HR ringgit a secured investment by planting the seeds of greatness (Denis Wheatley) and tending to them.

A happy year end to all.