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Employee engagement reflects the involvement and enthusiasm of employees in their work and workplace. Gallup categorizes an organization's employees as engaged, not engaged or actively disengaged. Employees can become engaged when their basic needs are met and when they have a chance to contribute, a sense of belonging, and opportunities to learn and grow.

Engaged employees are highly involved in and enthusiastic about their work and workplace. They are psychological "owners," drive performance and innovation, and move the organization forward.

Not engaged employees are psychologically unattached to their work and company. Because their engagement needs are not being fully met, they're putting time -- but not energy or passion -- into their work.

Actively disengaged employees aren't just unhappy at work -- they are resentful that their needs aren't being met and are acting out their unhappiness. Every day, these workers potentially undermine what their engaged coworkers accomplish.

To determine the percentage of engaged, not engaged and actively disengaged employees, Gallup uses a proprietary formula founded on extensive research about how the engagement elements, as measured by the Gallup Q ¹², relate to various workplace outcomes. For this reason, employee engagement is a much higher bar than merely satisfaction or metrics that combine "strongly agree" and "agree" responses into a "percent favorable" engagement index. When reporting percentages for engaged, not engaged and actively disengaged employees, Gallup may adjust the percentage for the middle category (i.e., not engaged) in the case that categorical percentages do not add up to 100% due to rounding.

The current standard is to ask each employee (a census survey; median participation rate is 84%) to rate the Q ¹² statements using six response options, from 5 = strongly agree to 1 = strongly disagree, and the sixth response option -- don't know/does not apply -- is unscored. Gallup's proprietary formula does not require perfect agreement with all Q ¹² elements for employees to be classified as engaged.

The Gallup Q ¹² items are Gallup proprietary information and are protected by law. You may not administer a survey with the Q ¹² items or reproduce them without written consent from Gallup. Copyright © 1993-1998 Gallup, Inc. All rights reserved.
Learn more about the Gallup Q¹² items.
Global employee engagement data are collected using the Gallup World Poll, which has conducted surveys of the world's adult population, using randomly selected samples, since 2005. The survey is administered annually in person or by telephone, covering more than 160 countries and areas since its inception. Gallup's global engagement data reflect the responses of adults, aged 15 and older, who are employed for any number of hours by an employer. Gallup does not provide country-level data (three-year aggregate across 2020, 2021 and 2022 Gallup World Poll survey years) or country-level percentage-point change data (three-year aggregate) for any country with an aggregate n size of fewer than 300. However, results from countries with a sample of any size during the 2022 World Poll collection year are included in regional and global results. See the State of the Global Workplace: 2023 Report for more details on Gallup World Poll methodology.

Results for the Gallup poll of U.S. employees are based on self-administered web surveys of a random sample of adults who are aged 18 and older, working full time or part time for organizations in the United States, and members of the Gallup Panel. Gallup uses probability-based, random sampling methods to recruit its Panel members. Gallup weighted the obtained samples to correct for nonresponse. Nonresponse adjustments were made by adjusting the sample to match the national demographics of gender, age, race, Hispanic ethnicity, education and region. Demographic weighting targets were based on the most recent Current Population Survey figures for the aged 18 and older U.S. population. In addition to sampling error, question wording and practical difficulties in conducting surveys can introduce error or bias into the findings of public opinion polls.

In line charts on this webpage, Gallup labels some data points with a year and month. Years that have only one data point labeled with the year and "Jan" (abbreviated for "January") reflect annual survey results. Years that have one data point labeled with a specific month besides January or that have multiple data points labeled with specific months reflect results obtained during the noted month(s). When Gallup's survey field dates for one data point occur in more than one month, Gallup labels the data point with the ending month.

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Explore global, regional, and U.S. employee engagement data and learn how to engage employees in your organization.

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39% of employees are loyal to their workplace due to their immediate supervisor (Addison Group)

63% of workers cited poor communication getting in the way of their job as a reason why they would quit (Dynamic Signal)

53% of employees don’t think their company communicates with them in a way that would lead them to becoming an advocate (Dynamic Signal)

Money is the main reason people look for a new job for 67% of workers (Glassdoor)

Managers account for up to 70% variance in employee engagement (Gallup)

Employee engagement is a priority for 85% of leaders (Dale Carnegie). Only a third of leaders actually make employee engagement a priority (Dale Carnegie)

44% of team members don’t understand the impact they have in their role (Ceridian)

Employees value “trust, passion and mentorship” the most at work (HRDrive). 76% of employees agree that workplace culture affects their productivity (Eagle Hill Consulting)

Almost three quarters (74%) said workplace culture affects their ability to serve customers (Eagle Hill Consulting)

ref.Champions Health

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it's people on the lowest incomes who are at the highest risk of experiencing anxiety and depression.

Young people in the lowest income bracket are 4.5 times more likely to experience severe mental health problems than those in the highest.

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HIGHER WAGES:

INCREASE MOTIVATION

Compensation and benefits directly impact an employee’s performance and motivation to work. Compensation offered needs to be attractive enough to keep morale high. Paying employees well shows them they are appreciated and valued, key factors in employee happiness and satisfaction.

IMPROVE RETENTION

Employees who earn a fair wage tend to work harder. They are more likely to remain in their jobs because they feel they have more to lose. The perceived value of their job increases their desire to do good work and stay with the company.

ATTRACT QUALIFIED WORKERS

Most employees these days are aware of their market value and expect to be paid accordingly. If an employee feels they are underpaid or a competitor is offering better pay, they might jump ship. Money isn’t the only factor fueling a decision to change jobs, but it is significant. Offering a competitive wage can attract skilled, industrious workers to your organization.

ENABLE BETTER HEALTH

Increasing wages can provide a higher standard of living for employees, enabling an overall improvement in good health.

INCREASE PRODUCTIVITY

Paying employees well often creates a desire for reciprocity. Employees who appreciate a raise work harder to “pay it back.” When workers are less concerned about money, they can focus on their projects, leading to higher productivity and a better quality of work.

IMPROVE YOUR EMPLOYMENT BRAND

Word gets around when employees are happy with their jobs. They are more likely to refer their company to their friends and post complimentary posts on social media. That can be good for your business! Paying your employees well and creating a positive work environment can bring more qualified candidates in the door.

Although it is still at the top of the list — money isn’t the only factor driving employee satisfaction. Employers that offer upskilling opportunities, clear career paths, employee recognition programs, and great benefits packages also reap the rewards of happy employees. In fact, many employers combine strategies to meet the needs of their employees: paying as well as they are able and offering other job perks that make their employees feel valued. Workers who feel appreciated and engaged with the mission and values of the business are happier, more loyal, and more productive, paying forward the investment their employers make in them by doing great work.

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Employers should ensure they have a holistic framework in place to support people's physical health and safety, and mental health, and offer sources of help such as counselling, an employee assistance programme and occupational health services where possible.

Provide an Employee Assistance Program.

Help employees work towards long-term goals.

Set friendly fitness challenges.

Introduce wellbeing-based employee benefits.

Arrange regular get-togethers.

Introduce designated wellbeing leaders.

Encourage real breaks.

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Pensions

These are widespread due to legal requirements. One of the more costly parts of the benefits package, workplace pensions are often at the centre of major internal or external change.

Holidays and time off

Employers are legally required to offer certain levels of paid annual holiday, although our Reward management surveys find that many offer more than the minimum.

There are also statutory entitlements to other types of time off work including maternity, paternity, adoption, parental and bereavement leave. As with holidays, many employers often provide more generous time off arrangements than required by law. There's more in our Working hours and time off work factsheet.

For other types of discretionary paid time-off, such as for voluntary work, child’s school events, and pet bereavement, please see our Reward Management Survey.

Healthcare and risk benefits

These benefits may be provided to ensure both the welfare and productivity of employees. Our Reward management surveys find that the common types of benefits include:

Employee assistance plans.

Eye care vouchers.

Death in service/life assurance.

Occupational sick pay..

Free vaccinations.

Programmes to encourage physical fitness.

Some benefits are more likely to be given to everyone (such as occupational sick pay), while others (private medical insurance for instance) can be dependent on factors such as grade, job or location.

Group risk insurance policies, including group life assurance, group income protection and group critical illness, transfer some of the risk to a third party.

Company cars and car allowances

Many organisations provide a company car, either because the employee’s job needs it (for example, a sales rep) or to recognise the job’s status (for example, a director). Such vehicles are taxed according to their CO₂ emissions. Some employers prefer to pay a cash allowance to help employees buy cars or compensate them via mileage allowances for using their own vehicles, rather than supply a company car.

Other benefits

Employers may offer a diverse range of other employee benefits including: unlimited holiday; paid or part-paid conference attendance; Christmas parties; concierge services; relaxation apps; free or subsidised staff canteens; and a nap room. See more on the variety of staff benefits on offer in our Reward management surveys.

-Hired magazine

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What benefits do business’ offer?​​✔

What makes staff happy?​ ✔

What do businesses put in place for staff wellbeing and morale?​​ ✔

Staff morale indicators​​

What makes staff unhappy?​​ ✔​

How are you going to answer the question ‘is money the key to happy staff?’​​

This must be research based and factual.​​

What other things will you need to question/research to answer your final question?​

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Findings from the research show:

8 out of 10 people “would not use the services of a business if they found it paid less than National Minimum Wage”

almost the same amount (79%) would encourage family and friends to do the same, while 9 out of 10 people called employers who pay less a “disgrace”

underpaying staff was also found to breed resentment, low productivity and high employee turnover. Eight out of 10 workers would “not work as hard” if they knew they were underpaid, not surprising when 90% said they would actively resent their employer. The vast majority (85%) would seek other work.

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This was published under the 2010 to 2015 Conservative and Liberal Democrat coalition government

8 out of 10 people “would not use the services of a business if they found it paid less than National Minimum Wage”, while 90% called those employers a “disgrace”

businesses that pay the right rates see more productive staff; 8 in every 10 people admit to “not working as hard” if they are underpaid

employers who do not comply with the National Minimum rate changes that came into effect on 1 October 2013 or fail to spot differences in their workers are at particular risk of a financial penalty and being publicly named

Ref.

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8 out of 10 people "would not use the services of a business if they found it paid less than National Minimum Wage", while 90% called those employers a "disgrace"

businesses that pay the right rates see more productive staff; 8 in every 10 people admit to "not working as hard" if they are underpaid

employers who do not comply with the National Minimum rate changes that came into effect on 1 October 2013 or fail to spot differences in their workers are at particular risk of a financial penalty and being publicly named

New research from the Department for Business, Innovation and Skills ( BIS) reveals that businesses who pay less than the National Minimum Wage risk huge damage to their business through loss of reputation, low productivity and high staff turnover. The survey findings come as government begins to ramp up its scheme to 'name and shame' employers who don't comply with the law and pay their workers at least the National Minimum Wage.

Findings from the research show:

8 out of 10 people "would not use the services of a business if they found it paid less than National Minimum Wage"

almost the same amount (79%) would encourage family and friends to do the same, while 9 out of 10 people called employers who pay less a "disgrace"

underpaying staff was also found to breed resentment, low productivity and high employee turnover. Eight out of 10 workers would "not work as hard" if they knew they were underpaid, not surprising when 90% said they would actively resent their employer. The vast majority (85%) would seek other work.

Employment Relations Minister Jo Swinson said:

Most employers are responsible and pay their staff properly. Government is cracking down on those few rogue companies who are not doing the right thing and breaking the law by underpaying their staff. Employers should be well aware of the different rates for the National Minimum Wage depending on the circumstances of their workers. Ignorance is no excuse. If employers are unsure, they should call the Pay and Work Rights Helpline on 0800 917 2368 or visit GOV.UK for free advice and information.

Employers who fail to pay workers the right amount will face a financial penalty, be publicly named and shamed and may even be prosecuted. Today's research also shows the impact on staff productivity and a business' reputation of underpaying workers. Businesses can't ignore this issue and stick their head in the sand.

The National Minimum Wage rates changed on 1 October 2013:

the adult rate increased by 12p to £6.31 an hour

the rate for 18 to 20 year olds increased by 5p to £5.03 an hour

the rate for 16 to 17 year olds increased by 4p to £3.72 an hour

the apprentice rate increased by 3p to £2.68 an hour

the accommodation offset increased to £4.91

Employers are encouraged to notice the details; age, accommodation, travel time and uniform hire can all effect how much workers must legally be paid. The National Minimum Wage naming scheme now makes it easier for government to name and shame employers who fail to comply with the law.

Employers can protect their business by calling the Pay and Work Rights Helpline on 0800 917 2368 or visiting GOV.UK for more information about the National Minimum Wage.

Ken Deary, Managing Director of national care home provider Right At Home UK said:

If you run a business, there is a lot to get your head around. Payroll in particular can be confusing. Despite that, ensuring that your employees are being paid correctly should be at the top of your priority list. Everyone deserves the National Minimum Wage as a minimum and if you aren't paying it you are breaking the law. BIS enforces this law and if caught, you will face fines and public naming, which can hit your bottom line hard and even sink a small business.

On the flip side, employers who pay correctly enjoy better local and industry reputation and more motivated, hardworking staff. At Right at Home we are working hard to ensure our ‎policies keep pace with changes in legislation and that we fully comply with the National Minimum Wage. Our staff are our biggest asset and complying with National Minimum Wage is essential to where we are today and our future growth.

For more information contact Angela.Balakrishnan@bis.gsi.gov.uk or 0207 215 5363.

Notes to editors

1. Populus interviewed 2,014 adults in Great Britain online between 2 and 3 October 2013. Results have been weighted to be representative of all GB adults. Populus is a member of the British Polling Council and abides by its rules. For more information see the Populus website.

2. Links to National Minimum Wage ( NMW) naming scheme and new NMW rates press notices can be found on the GOV.UK site.

3. The government's economic policy objective is to achieve 'strong, sustainable and balanced growth that is more evenly shared across the country and between industries'. It set 4 ambitions in the 'Plan for Growth', published at Budget 2011:

to create the most competitive tax system in the G20

to make the UK the best place in Europe to start, finance and grow a business

to encourage investment and exports as a route to a more balanced economy

to create a more educated workforce that is the most flexible in Europe

Work is underway across government to achieve these ambitions, including progress on more than 250 measures as part of the Growth Review. Developing an Industrial Strategy gives new impetus to this work by providing businesses, investors and the public with more clarity about the long-term direction in which the government wants the economy to travel.

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Employers underpaying workers risk losing 80% of their business

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Employers must pay their workers correctly or risk serious damage to their reputation and staff productivity, research reveals.

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Not Feeling Valued

Poor Management

Limited Career Growth

Being Underpaid​​✔

Lack of Interest

Unhealthy Work-Life Balance ​​✔

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Additional vacation time or a generous paid time off (PTO) policy will appeal to many employees. “Reward your highest performers with incremental vacation days. These employees are your superstars, so you can be confident they will get their work done as well as enjoy a few extra days of well-deserved time off with family and friends.” – Stacia Pache, founder and CEO of ItBandz

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Helping employees improve their work-life balance is key to ensuring happiness. “To engage the workforce and remain competitive, it’s no longer sufficient to focus solely on benefits. Top employers create an environment where employees feel connected to the organization and have a positive work experience that’s part of a rich, fulfilling life.” – David Ballard, scientific advisor for Workforce Mental Health

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The research that he refers to here is a 2010 study out of Princeton. The data suggests that happiness increased with salary until participants earned $75,000 per annum. Beyond this point, the correlation between salary and happiness decreased.

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The research that he refers to here is a 2010 study out of Princeton. The data suggests that happiness increased with salary until participants earned $75,000 per annum. Beyond this point, the correlation between salary and happiness decreased.

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University of California, completed a study into just this. She found that people making $30,000 thought they’d need to increase their annual salary to $50,000 to be happy. But, those earning $100,000 per year estimated a yearly salary of $250,000 would make them happy. In short, people always think they need a little more money to be happy.

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One way employers engage the morale of their staff is by conducting a survey and gaining employee feedback, they as are asked about their work environment , management style and the company culture that can affect the happiness of an employee not just the amount of money they earn.

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Maybe the most important of these measurement is looking at what your turnover (or retention) looks like. Turnover is how many employees left your company over a certain period divided by the average number of employees you had in that time.

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Maybe the most important of these measurement is looking at what your turnover (or retention) looks like. Turnover is how many employees left your company over a certain period divided by the average number of employees you had in that time.

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For example, if you have an average 100 employees over a six-month period, and 30 left during that time, your turnover rate is 30%. That’s not ideal. Turnover rates differ by job and industry, so understanding how your turnover relates to the industry average is important. Generally, though, if turnover is over 25%, that might be a red flag that morale isn’t great.

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Increased productivity

High engagement

Enhanced creativity

Low absenteeism

Improved retention

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Why it's important to keep employees happy

While keeping your employees happy is just generally the right thing to do, it can also have several benefits for you and your team. Here are some of the primary advantages associated with a motivated workforce.

Increased productivity

The U.K.-based University of Warwick found that workplace bliss leads to a 12% increase in productivity, while distress leads to a 10% decrease. It's not surprising; employees who are happier with their jobs will take fewer coffee breaks and bathroom breaks that are really about just getting away from their desks. Conversely, stressed-out and unsatisfied employees are easily distracted from their work. For any business that's watching its bottom line, the simple fact that joyful employees tend to be more productive should be reason enough to invest in their happiness.

High engagement

Maintaining high employee engagement is one of the most important things your business can do. Engaged employees are passionate about their work and excited to contribute. Employee happiness is one of the first steps to drive employee engagement - an upbeat employee is more likely to feel connected to their workplace's success.

Enhanced creativity

Since satisfied employees are more engaged at work, it enables them to see more of the big picture, and offer creative ideas and suggestions that may benefit the whole business. Personnel who feel safe to take risks and suggest creative ideas can be vital to an organization's innovation.

Low absenteeism

Unhappy employees are less committed to their jobs and may find distractions or excuses for why they can't show up to work, increasing your overall employee absenteeism rate. On the other hand, happy employees are excited to work and intrinsically motivated to show up - on time.

Improved retention

Employee happiness plays a huge role in employee turnover. Research from the Development Academy found that more than 75% of unsatisfied workers are looking to leave their current roles. When people are gratified at work, they're less likely to look for other jobs. Since recruiting and training employees is one of the most expensive activities a company can engage in, retaining happy employees can significantly impact your bottom line.

How to keep employees happy

So, if we all agree that keeping employees happy is important, how do we do it? The best way to keep employees throughout your organization content is to survey them regularly and act on their feedback. Here are some other tried-and-true strategies to apply to your business.

1. Create an inclusive workplace.

Start creating a diverse and inclusive workplace by hiring employees who represent your company's values. Train your leadership to demonstrate these values too. An inclusive workplace that celebrates employee diversity and uniqueness is ideal for fostering employee satisfaction.

People want to work with happy people, and joy is contagious. If some of your employees are motivated, it can have a multiplying effect on your other employees - assuming you have a good culture for everyone.

2. Acknowledge employees' accomplishments.

According to the Development Academy, more than 70% of those surveyed said feeling unappreciated is the biggest driver of employee dissatisfaction. It is important to recognize employees in both big and small ways to ensure they know you appreciate them. You can have a formalized employee recognition program, and encourage all staff levels to offer positive feedback to each other whenever possible.

Keep in mind that every employee has different criteria for feeling supported and praised. One of the worst mistakes that managers can make is to praise employees in the wrong "language." Be sure to ask your employees how they like to be recognized.

3. Offer flexible scheduling.

As remote work and flexible working hours have become relatively common in recent years, employees quickly learned to favor flexibility in the workplace. In the Development Academy survey, more than half of workers claimed flexibility drives their satisfaction. Choosing their schedules can help workers improve their work-life balance and overall workplace feel. When you're flexible with scheduling, your employees will thank you.

4. Offer comprehensive salary and benefits.

Competitive employee compensation and comprehensive employee benefits are essential to attract and retain employees in today's marketplace. The market is tight for labor, so you likely need to up your offering just to compete.

However, paying your employees what they are worth is important for employee happiness. Offering competitive wages and benefits shows that you value your staff and care about their well-being. Review compensation and benefits at least once a year to ensure you stay competitive with industry standards.

5. Provide staff with relevant training and development.

If you want your employees to be content, you need to give them the tools necessary to do their jobs. When they'll be expected to use a new software system, offer training, manuals and time to get accustomed to it. If a new policy is going into effect, don't just tell them what it is; explain why it's happening and what benefits it will provide personnel and the company at large.

As employees grow with your organization, you should offer career development opportunities so they can upskill and advance professionally. Learning and development are not only important for employee happiness, but also key to employee retention.
Margarita Hakobyan contributed to the writing and research in this article.

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Why Happy Employees Are Good for Business - business.com

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Happy employees can benefit your business in many ways. Here are five strategies to keep them happy.

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autonomy is important - alike money in a workplace

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When I was around 10 years old, my stay-at-home dad went back to work. For the next few years, he switched jobs a lot. For a while he took portraits in a photography studio; another time, he managed a bookstore. He told me more than once that he was looking for a job with plenty of autonomy. He was an independent spirit and liked to see his own ideas implemented-traits that I inherited from him. To this day, I know personal autonomy is an important factor when he's choosing a new role.

My dad isn't the only one who believes some measure of independence is essential in the workplace. have shown that autonomy makes workers more satisfied with their jobs and increases productivity.

"Autonomy is the antithesis of micromanagement," Joan F. Cheverie, manager of professional development programs at the higher education and IT nonprofit EDUCAUSE. And it may be the best way to ensure your employees are happy at work.

In control of your destiny

In the workplace, autonomy essentially means having a job where you can make at least some of the decisions on your own. The degree of autonomy you have can vary dramatically, from having a say in your own goals or the projects you work on, to deciding when and where to do your work. For most people, it's important to "perceive that they have choices, that what they are doing is of their own volition, and that they are the source of their own actions," according to Cheverie.

This theory applies to groups as well as individuals. If a work team has the power to make decisions as a group-independent of higher management-that team is autonomous to some degree.

The science of autonomy

So what's the big deal about autonomy? There are plenty of reasons why it's worth caring about. in Taiwan surveyed 1,380 staff members from 230 community health centers. The more autonomy employees had at work, the more satisfied they were with their jobs and the less likely they were to transfer or leave their positions. Other studies have shown personal autonomy at work correlates to lower turnover among nursing-home workers, higher engagement at work for nurses, and increased job satisfaction among general practitioners in Australia.

Autonomy has also been shown to alleviate negative emotions felt by customer-service employees doing stressful work. According to Steve Maier, a psychology and neuroscience professor at the University of Boulder, stressors we can't control are far more damaging than stressors we feel we have some control over. It's even possible that autonomy at work helps determine our longevity: of British civil servants found a lack of job control contributed more to incidence of coronary heart disease than standard risks like smoking.

The importance of autonomy becomes even more clear when compared to the deleterious effects of micromanagement. According to one research paper, the costs of long-term micromanagement can include "low employee morale, high staff turnover, [and] reduction of productivity." In fact, the paper's authors note, "The negative impacts are so intense that it is labeled among the top three reasons employees resign."

Clearly, giving workers more control over their tasks is one of the best ways employers can recruit and keep top talent. of more than 2,000 people across three continents found that "people were nearly two and a half times more likely to take a job that gave them more autonomy than they were to want a job that gave them more influence," as New York Magazine's Melissa Dahl .

Team autonomy also tends to decrease the levels of emotional exhaustion felt by individual team members. But in order for autonomy to work its magic, teams need to work as a cohesive unit. If everyone isn't on the same page about what to do with their independence, the group finds itself uncertain about how to move forward, which actually reduces productivity and effectiveness. To ensure success, managers need to make sure there's enough structure and leadership in place to keep everyone unified around the team's goals.

How to hand the reins to employees

All this suggests that managers and bosses would be wise to start loosening the reins on employees and express confidence in others' abilities to make good decisions. Here are a few things to keep in mind:

First, start small. According to the economic theory of loss aversion, we're much unhappier when we lose something than when we are pleased when we gain something new. This is the case for autonomy as well. Taking autonomy away from a team negatively impacts the team members and their collective output. So start by increasing your team's autonomy slowly, rather than risking giving them too much control and having to backtrack later.

It's also important to find a balance between autonomy and structure. Cheverie suggests in her post at EDUCAUSE that managers "stop telling your staff how to do their job and, instead, set the strategic direction, deadlines, and benchmarks and then allow them to determine how to accomplish the job." This leaves managers free to focus on high-level, strategic thinking, she says, and gives employees the freedom to design their own approach to the work itself.

Cheverie further suggests encouraging employees to set their own goals. "Self-chosen goals," she says, "create a specific kind of motivation called intrinsic motivation- the desire to do something for its own sake."

Finally, remember that the most important aspect of autonomy at work is a perceived feeling of choice.Whether employees are truly able to make their own decisions is less important than whether or not they feel that they are.

David Rock, executive director of the NeuroLeadership Institute, giving employees a framework within which they can make their own choices: "Try defining the end result really clearly," he writes, "and outlining the boundaries of what behaviors are okay, then let people create within this frame."

Employees who feel oppressed by their lack of autonomy may want to talk to managers about potential leadership opportunities on certain projects. If that doesn't work, it could be time to search for a new gig. Thanks to my dad's advice and the research I've covered here, I won't take a role that lacks autonomy. It may seem like a small aspect of my work life, but if it can impact my happiness, my job satisfaction, and even my health, it's not something I'm willing to compromise on.

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The key to happiness at work isn't money-it's autonomy

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Workers who get to call their own shots are more satisfied with their jobs, more engaged and less likely to leave.

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it does have a bearing on how people feel about their success in life, their security, and their sense of control. That means that money is still important to people, even if it is not making them happier

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up until an income of somewhere between $60,000 and $75,000 (in 2010 dollars) more money was associated with happiness, even if only a little bit. But beyond that range, the correlation drops off.

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A Harvard Business Review study in 2018 found that 9 out of 10 employees were willing to trade a percentage of their lifetime earnings for greater meaning at work.