Happiness at Work Andrew Oswald University of Warwick, UK
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Transcript of Happiness at Work Andrew Oswald University of Warwick, UK
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Happiness at WorkAndrew Oswald
University of Warwick, UK
With many thanks to Professor Andrew E. Clark (Paris) for data and helpful advice.
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Job satisfaction and work happiness have been studied in two ways.
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Method 1
By asking people what they want in a job.
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Method 2
By studying the statistical determinants of job satisfaction.
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What do employees say they want in a job?
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People’s top two priorities:
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People’s top two priorities:
• “Job security”
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People’s top two priorities:
• “Job security”• “Work that is interesting”
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The next four priorities:
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The next four priorities:
• “A job that allows me to work independently”
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The next four priorities:
• “A job that allows me to work independently”
• “Opportunities for advancement”
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The next four priorities:
• “A job that allows me to work independently”
• “Opportunities for advancement”
• “A job useful for society”
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The next four priorities:
• “A job that allows me to work independently”
• “Opportunities for advancement”
• “A job useful for society”• “High income”
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We have data on all this, from the International Social Survey Programme, for 15 countries.
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Job Values: Women
10
20
30
40
50
60
Perc
enta
ge
19972005
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Job Values: Men
10
20
30
40
50
60
Perc
enta
ge
19972005
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• Now to the literature on the determinants of job satisfaction.
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Regression equations
Job satisfaction = f(Age, gender, pay, education level, workplace characteristics, job security, region, year…)
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A typical question
• “All things considered, how satisfied are you with your job?”
• Answers from 1, 2, ... 7• 7 = “Completely satisfied”• 1 = “Completely dissatisfied”
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Some cheery news:
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• European levels of job satisfaction are high.
~ 5.4 out of seven
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• In our work, we have new data on random samples from 35 countries.
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Findings on job satisfaction
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Findings on job satisfaction
PayLarge workplace
FemaleJob securityEducationAutonomy
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Findings on job satisfaction
Pay positiveLarge workplace
FemaleJob securityEducationAutonomy
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Findings on job satisfaction
Pay positiveLarge workplace negative
FemaleJob securityEducationAutonomy
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Findings on job satisfaction
Pay positiveLarge workplace negative
Female positiveJob securityEducationAutonomy
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Findings on job satisfaction
Pay positiveLarge workplace negative
Female positiveJob security positiveEducationAutonomy
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Findings on job satisfaction
Pay positiveLarge workplace negative
Female positiveJob security positiveEducation zeroAutonomy
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Findings on job satisfaction
Pay positiveLarge workplace negative
Female positiveJob security positiveEducation zeroAutonomy positive
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On pay
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On pay
• There is a lot of research that shows it is relative pay (particularly the ordinal rank of pay) that matters.
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On autonomy
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On autonomy
• Who controls the pace of work is important. It is OK if customers and colleagues do. Not when bosses or machines do.
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On autonomy
• Who controls the pace of work is important. It is OK if customers and colleagues do. Not when bosses or machines do.
• Some evidence that it pays to give employees small freedoms (like the ability to move their desk slightly).
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There is also an intriguing
life-cycle pattern
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• Watch out for mid-life, and don’t be too hard on yourself.
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The U in job satisfaction through life
5.3
5.4
5.5
5.6
5.7
5.8
20 30 40 50 60 70age at date of interview
95% CI Fitted values
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This mirrors a general mid-life psychological low period (or ‘crisis’) that is normal in humans.
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The pattern of a typical person’s happiness through life
4.9
5.0
5.1
5.2
5.3
5.4
5.5
5.6
15-20 21-30 31-40 41-50 51-60 61-70Age group
Aver
age
life
satis
fact
ion
scor
e
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The probability of depression by ageMales, LFS data set 2004-2006
-0.01
-0.005
0
0.005
0.01
0.015
0.02
1938 1942 1946 1950 1954 1958 1962 1966 1970 1974 1978 1982 1986 1990
Year of birth
Reg
ress
ion
coef
ficie
nt
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Great apes also have a midlife low
• We recently published this finding in the Proceedings of the National Academy of Sciences of the USA (joint with A Weiss et al.)
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Now, promotion:
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Do you, and should you, want to be promoted?
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“Leadership is associated with lower levels of stress”, Proceedings of the National Academy of Sciences of the USA, 2012.
• Gary D. Sherman et al.
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• “Using unique samples of real leaders, including military officers and government officials ... leaders had lower levels of the stress hormone cortisol and lower anxiety.”
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Yet new longitudinal research sheds doubt on the causality.
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• Extra Status and Extra Stress: Are Promotions Good for Us?by David W. Johnston, Wang-Sheng Lee(June 2012) published in: Industrial and Labor Relations Review, 2013, 66 (1), 32-54
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• Yes, promotion improves job security, pay perceptions and job satisfaction in the short term...
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• “However, promotions have negligible effects on workers' health and happiness... mental health seems affected with .. a deterioration two years after promotion.”
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Is work getting more stressful? [Yes]
Work by Francis Green, Keith Whitfield, et al.
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0
510
15
2025
30
1992 1997 2001 2006
%
Males Females
Proportion of High-Strain Jobs
Green (2008) Work Effort and Worker Well-Being in the Age of Affluence
Source: Skills Survey series
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But should organizations want their workers to have high job satisfaction?
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Very probably, yes.
Happiness makes people more productive.
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Positive effects for organizations from job satisfaction
• Edmans, A. 2012. The link between job satisfaction and firm value, with implications for corporate social responsibility. Academy of Management Perspectives 26, 1-19.
• Bockerman, P; Ilmakannus, P. 2012. The Job Satisfaction-Productivity Nexus: A Study Using Matched Survey and Register Data. Industrial and Labor Relations Review, 26, 1-19.
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The Edmans study• “To address reverse causality, I measure
firm value by using future stock returns .......Companies listed in the "100 Best
Companies to Work For in America" generated 2.3% to 3.8% higher stock returns per year than their peers from 1984 through 2011.”
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• The Bockerman paper studies data on 1000 establishments in Finland.
• It finds a strong correlation between job satisfaction and value-added-per-worker 2 years later.
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A Warwick University study
• We studied 500 people in the laboratory doing a ‘white collar task’ under timed pressure.
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• Those with recent family bad life events were less happy and less productive.
• A random sample were made to laugh for 10 minutes first – they were then 12% more productive.
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Just before I close:
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Job satisfaction and mental well-being at work are of interest in themselves.
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But, more broadly, there seem to be deep links between mind and body.
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The work of Sheldon Cohen
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The work of Sheldon Cohen
The Cohen laboratory trials show less-stressed people have a stronger immune system.
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Author(s): Ebrecht M, Hextall J, Kirtley LG, Taylor A, Dyson M, Weinman J PSYCHONEUROENDOCRINOLOGY Volume: 29 Issue: 6 Pages: 798-809 Published: JUL 2004
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In other words, happier human beings heal more quickly.
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We need to understand these interconnections better.
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Some ideas to end:
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Conclusions
#1 There are clear patterns in job satisfaction found across the industrialized nations.
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Conclusions
#2 High job satisfaction seems genuinely valuable for organizations.
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Conclusions
#3 It is probably also valuable for people’s physical health.
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Conclusions
#4 Bosses do have lower cortisol and higher job satisfaction, but it is not clear that promotion does that to them.
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Conclusions
#5 There is some evidence that mental strain at work is a growing problem in Europe.
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Conclusions
#6 Giving people small freedoms probably pays off commercially.
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I know you believe in fun at work
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Happiness at Work
Andrew OswaldUniversity of Warwick, UK
With many thanks to Professor Andrew E. Clark (Paris) for data and helpful advice.