Fichier de travail (INPUT) : ./DUMP-TEXT/2-72.txt
Encodage utilisé (INPUT) : utf-8
Forme recherchée : \bhappiness|work\b
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Ligne n°230 : ... Log in using your social- Ligne n°231 : network account
Ligne n°232 : OR ...
Ligne n°256 : ...Your personality type and how your boss speaks to you are more valuable than- Ligne n°257 : perks for workplace happiness
- Ligne n°259 : Why staff wellbeing at work is so much more than free lunches and
Ligne n°260 : massages ...
Ligne n°274 : ... Meng, a cheerful employee valued for his motivational qualities, went- Ligne n°275 : from developing mobile search tools to spreading happiness across the
Ligne n°276 : organisation. Happiness became his job. ...
Ligne n°275 : ... from developing mobile search tools to spreading happiness across the- Ligne n°276 : organisation. Happiness became his job.
Ligne n°280 : ... start-up, French fashion brand Kiabi hired Christine Jutard as its- Ligne n°281 : chief happiness officer. She was one of the first to perform the role.
- Ligne n°300 : But once Google did it, employee happiness became a key metric and
Ligne n°301 : other organisations quickly adopted their approach. Three years after ...
Ligne n°305 : ... The role remains popular today. There are more than 1,000 chief- Ligne n°306 : happiness officers listed on jobs website LinkedIn. But a closer look
Ligne n°307 : at what really makes employees happy shows that lots of companies are ...
Ligne n°314 : ... This cuts recruitment costs, further increasing profits. So most- Ligne n°315 : organisations investing heavily in fostering a happiness culture think
Ligne n°316 : they see a good return on investment. ...
Ligne n°320 : ... Other firms offer unlimited vacations, free food, even office toys to- Ligne n°321 : keep the happiness levels high.
- Ligne n°323 : But the answer to employee happiness is not in the form of bean bags
Ligne n°324 : and ping-pong tables. As the Expedia example shows, it is the company’s ...
Ligne n°325 : ... “culture” and “career opportunities” that have made it one of the UK’s- Ligne n°326 : most popular places to work – not the physical surroundings.
- Ligne n°332 : There is a real difference between happiness gimmicks and working in a
Ligne n°333 : well-being culture – one that values people, manages them by praise and ...
Ligne n°333 : ... well-being culture – one that values people, manages them by praise and- Ligne n°334 : reward rather than fault-finding, and that enables them to work
Ligne n°335 : flexibly and provides them with work-life balance. Research shows that ...
Ligne n°334 : ... reward rather than fault-finding, and that enables them to work- Ligne n°335 : flexibly and provides them with work-life balance. Research shows that
Ligne n°336 : these are the real keys to happiness. ...
Ligne n°335 : ... flexibly and provides them with work-life balance. Research shows that- Ligne n°336 : these are the real keys to happiness.
Ligne n°339 : ... one member who worked remotely, either from home or wherever they- Ligne n°340 : happened to want to work. Companies surveyed said this was a logistical
Ligne n°341 : choice. The best person for the job might not have been local to begin ...
Ligne n°344 : ... But there’s an added benefit here: the implied trust and autonomy of- Ligne n°345 : allowing staff to work remotely may contribute more to their happiness
- Ligne n°345 : allowing staff to work remotely may contribute more to their happiness
Ligne n°346 : than dragging them into an office stocked with free coffee and fruit. ...
Ligne n°348 : ... As John Ruskin, the British reformer, said in 1851: “In order that- Ligne n°349 : people may be happy at work, these three things are needed: they must
Ligne n°350 : be fit for it, they must not do too much of it, and they must have a ...- Ligne n°353 : Research shows that employee happiness is also determined by their
Ligne n°354 : personalities. In a large study of 3,200 employees from a variety of ...
Ligne n°356 : ... workplace well-being consultancy that we set up, we found that certain- Ligne n°357 : personality types experienced more “good days at work” than other
Ligne n°358 : types. ...
Ligne n°362 : ... and loneliness and those who “begin tasks and carry them through” have- Ligne n°363 : the highest number of good days at work.
Ligne n°365 : ... If you combine these three personality characteristics, those who had- Ligne n°366 : all three had 79 per cent of “good days at work”, whereas those who had
Ligne n°367 : low scores on these only had 57 per cent of good days. This, in turn, ...
Ligne n°373 : ... these characteristics may have key skills that are even more important.- Ligne n°374 : And, even if you do recruit with happiness traits in mind, being
Ligne n°375 : content at work will, to a larger extent, depend on the workplace ...
Ligne n°374 : ... And, even if you do recruit with happiness traits in mind, being- Ligne n°375 : content at work will, to a larger extent, depend on the workplace
Ligne n°376 : culture that truly values staff, trusts them, manages them humanely and ...- Ligne n°383 : In our recent book Wellbeing: Productivity and Happiness at Work, case
- Ligne n°383 : In our recent book Wellbeing: Productivity and Happiness at Work, case
Ligne n°384 : studies of major employers – including Rolls Royce, BT, John Lewis ...
Ligne n°384 : ... studies of major employers – including Rolls Royce, BT, John Lewis- Ligne n°385 : Partnership, Network Rail and the UK Civil Service – shows how this
Ligne n°386 : kind of well-being culture boosts the bottom line. ...- Ligne n°388 : Happiness and contentment at work is not about sushi for lunch and
- Ligne n°388 : Happiness and contentment at work is not about sushi for lunch and
Ligne n°389 : massages at your desk; it is about how bosses treat those that work for ...
Ligne n°388 : ... Happiness and contentment at work is not about sushi for lunch and- Ligne n°389 : massages at your desk; it is about how bosses treat those that work for
Ligne n°390 : them. As Mark Twain once wrote: “Keep away from people who try to ...
Ligne n°395 : ... and Health, University of Manchester and Ivan Robertson, Emeritus- Ligne n°396 : Professor of Work & Organizational Psychology, University of Manchester