Going beyond profit

There has been much debate recently about the trade-off between the quantity and quality of work. Organisations worldwide generally follow human resource policies that emphasise productivity. However, productivity depends on multiple factors. 

The employees are an integral part of a team--in fact, they form its very essence. They must align their personal aspirations with the organisation’s objectives, develop a sense of ownership, and take pride in their work. They must enjoy their work. Active participation and involvement in their roles contribute significantly to productivity. Employees perform at their best when their workplace fosters a positive and supportive environment. A happy worker is a productive worker.

The key question, then, is: What makes an employee happy? What motivates employees to be happy in their jobs? The answers to these questions are complex, as workplace happiness is influenced by multiple factors.

Employees must not only like their jobs but also feel a connection with their employer organisation. Work ethics, organisational culture, and company philosophy all play crucial roles in shaping this experience. When the situation warrants, the employee must be ready to go the extra mile and work extra on the job. A happy employee will be willing to work extra. 

Quality work contributes directly to productivity. A happy employee will enhance output, whereas an overworked employee will do the job reluctantly, resulting in either reduced productivity or a total absence of it.

An employee is considered happy when s/he can achieve the required work-life balance. When employees return home happy, they begin the next workday with a positive state of mind. A ‘happy family’ thrives when its members—spouses, children, and parents—are content. This balance becomes even more critical when both spouses are employed. Employees experience greater job satisfaction when they can effectively handle their family responsibilities alongside work commitments.

Adequate time for personal well-being—such as rest, health, and mindfulness activities—is essential for a high-quality life. Sufficient rest allows for self-reflection, which, in turn, helps enhance professional performance. Employees who lead well-balanced lives are more likely to give their best at work, even during periods of extended working hours. However, it must be noted that unreasonably long working hours lead to stress and, in extreme cases, serious health consequences. A stressed-out employee cannot be expected to perform optimally. Research consistently shows a negative correlation between long working hours and productivity.

Organisations that go beyond profits can cultivate a highly conducive work atmosphere. While profits are important for an organisation’s survival and growth, there is more to business than financial gains. The traditional bottom line is evolving into a triple bottom line consisting of 3 Ps—people, product, and profits, in that order. 

Overemphasising profits at the cost of people can be counterproductive and even disastrous. A team of highly motivated people with a strong morale will definitely result in cutting-edge products
and assured profits. But excessive workloads and unreasonable working hours erode, harming both the workforce and organisation.

Human capital must be nurtured with care and caution and ‘developed’ methodically and systematically. Employees must be trained, skilled, and developed continuously to adapt to dynamic workplaces. Retaining highly skilled and experienced employees is a challenge, and mismanagement of human resources can result in high attrition rats--directly impacting productivity and profits.

Employers, who expect unreasonably long working hours, may face negative ramifications. This will negatively affect the quality of human resources. Any decision of the management regarding the working hours must be in tune with the provisions of
the appropriate statutes. Further, employers must abide by the international standards in this regard.

As the saying goes, ‘Empathy is the highest form of wisdom.’ An empathetic leader fosters a conducive work atmosphere. An evolved leadership can align the workforce with the management’s expectation. Good leadership contributes to enhanced morale of employees through shared vision, shared purpose, and shared aspirations.

(The writer is a professor and director, MQI College of Management, Bengaluru)