Sustainability management: the business case for integrating performance and happiness psychology

Graduation Date

2014

Document Type

Project

Program

Other

Program

Project (M.B.A.)--Humboldt State University, Business Administration, 2014

Committee Chair Name

Michael Thomas

Committee Chair Affiliation

Cal Poly Humboldt Faculty or Staff

Keywords

Sustainability management, Employee sustainability, Organizational behavior, Performance psychology, Employee happiness, Humboldt State University -- Projects -- Business

Abstract

Unhappy, disgruntled, and mismanaged employees are detrimental to any organization; they project negative energy, are less efficient, and damage customer relations (Lyubomirsky, Diener 2005). However, research from happiness psychologists is substantiating the benefits of happier, more engaged employees. Their research suggests that employees who experience happier work environments are more productive, creative, energetic and responsive (Achor, 2010). The merits of performance psychology and mental training methodologies for recreational, elite, professional athletes are supported by two decades of controlled research (Cox, Qui, Liu, 1993). There is a substantial body of research indicative of the effectiveness of mental training methodologies for performance enhancement techniques used to enhance athletic performance, especially as it relates to elite (Olympic or professional) athletes (Anshel Porter, 1996; Gould, Greenleaf, Guinan, Medbury, Peterson, 1999; Mahoney, Gabriel, Perkins, 1987; McCaffrey Orlick, 1989; Samela, 1989). It has been suggested that consulting psychologists can enhance peak potential in managers and leaders by incorporating techniques proven to be effective in performance psychology (Foster, 2003). By integrating the techniques used by performance psychologists on athletes with organizational employees, we should be able to increase employee performance (Jones, 2002) which should lead to greater employee happiness (Harter, Schmidt Asplund, Killham, Agrawal, 2010). Combining the methodologies to increase employee happiness with the skills recommended to improve employee performance, organizations should be able to create a synergistic sustainable driver of happiness resulting in greater organizational profits. The objectives of this study are to: (1) Provide evidence that suggests by integrating performance psychology into behavior management strategies, employees will be more successful, thus, improving their happiness; (2) review the literature that expresses the possible outcomes of happier employees, and their effect on the financial bottom line of an organization; (3) demonstrate performance psychology as a sustainable driver for long-term happiness compared to short-term happiness techniques; and (4) offer suggested relationships due to the integration of performance and happiness psychology.

https://scholarworks.calstate.edu/concern/theses/qj72p936h

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