ABSTRACT
Some years ago, I acquired a book that – at that time, at least – I was interested to obtain. I did not consider it a serious piece of work; instead, it was a promotional item, advertising the services of a company, which sought to promote ‘happiness’ in the workplace. It made the case – off the back of research and practical experience in terms of case studies of particular companies – that it was the responsibility of businesses to ensure that their workforces were happy. This manifesto, as it declared itself to be, set the scene thus:
Imagine a workforce where people are energised and motivated by being in control of the work they do. Imagine they are trusted and given freedom, within clear guidelines, to decide how to achieve their results. Imagine they are able to get the life balance they want. Imagine they are valued according to the work they do, rather than the number of hours they spend at their desk.
(Stewart, 2012, p. 9)