The Employee Outlook Survey 2010/11 of the Chartered Institute of Personnel and Development (CIPD) illustrates the extent to which employees are concerned about their jobs. Furthermore, the survey also discusses the feelings, sensations, perceptions and attitudes employees have and which affects their performance at the place of work. This last survey was highly awaited by HR professionals because, as employers, they not only have the mission to restore the economic stability of their business, but also deal with employees’ morale.

According to CIPD’s report, only 39 per cent of employees are satisfied with their jobs. This is a slight decrease when compared to the result of the previous survey in the autumn of 2010 when job satisfaction level stood at 42 per cent. People aged between 18 and 24 continue to be the most satisfied with their jobs (55 per cent); this could be an indication that employees falling within this age group are feeling grateful just to have a job due to the high rate of young adult unemployment.

Employees who feel pessimistic at their place of work lay the blame on the economic downturn, which could bring negative perceptions about leadership, job insecurity, pressure at work and impoverished standards of living. Surprisingly, when workers were asked about their level of satisfaction about trust, confidence or respect provided by their senior managers, none scored beyond three per cent.

This might mean that none of the employers are able either to resolve the crisis or boost employees’ morale.

Nick Baylis, lecturer at Cambridge University, believes that job dissatisfaction can actually be resolved and that workers’ spirits can be uplifted. In his book The Rough Guide of Happiness, he stressed that job satisfaction is possible nowadays. He argues that people will feel fulfilled as well as excel in their work if they are able to lead their thoughts and actions through a scheme that he called “Playing Wisely, Working Well”. While linking play and work, he showed how complementary opposites could work together to help the worker’s life flourish. Mr Baylis indicated that employees who are better at balancing their lifestyle (that is, they know how to “play wisely”), can go further than those who believe that “playfulness” is just for children, and that it can actually be beneficial to one’s professional career.

The Chilean Evolutionary Anthropologist Isabel Behncke-Izquierdo, who found that “species which are prone to play more, particularly as adults, tend to be more intelligent and social than less playful species”, pioneered this line of thought. A good example of this can be elephants or dolphins when compared to sheep or deer. It is not advocating playing instead of working; what is being suggested is that “On an individual level, the more playful individuals in a group tend to be, the more exploratory they are and this is an extremely important quality to have in order to increase capacity for innovation and creativity”. Furthermore, playfulness also develops one’s capacity for resilience and flexibility. Employees who make time for playfulness, which includes laughter, relaxation and the element of surprise, will be in a better position to deal with workplace stress than those who do not.

Nevertheless, not all activities or attitudes can be included in what Mr. Baylis called “play”. Play always involves physical, psychological and social engagement − however it is never passive. It is also closely linked in healthy lining. In The Rough Guide of Happiness, Nick Baylis categorized three ways to deal with reality. In the first category one finds those thoughts and actions that are considered as an investment. These might include activities such as playing an instrument, taking drama lessons, studying foreign languages, or even becoming interested in trying to cook exotic dishes every weekend. These provide employees with benefits in the medium and long term. On the other hand, one can use thoughts and actions simply for a quick fix solution. This category, which includes lying, bingeing or conceiving unrealistic plans, ensures an immediate solution but in the end distorts reality. Another category is that of employees who adopt an attitude of evasion and isolation. They watch TV or surf the Internet for long hours, they keep up to date in almost all fields of knowledge but in reality they do this to disengage from the world and distance themselves from real social life, at least temporarily.

Needless to say, Mr Baylis recommends the first category to ensure job satisfaction for employees. Because of the current economic climate, employers think more about the company’s cash statement than think about their employees’ feelings. Nevertheless, employees can have the upper hand by trying to become both skilled and satisfied at their place of work. This can be done by letting good humour, playfulness and a hyperactive attitude acquired during their personal free time play a main role in their working life as well.

Ms Soriano is a Spanish journalist at the Foundation for Human Resources Development.