“It’s official: employers can’t force you to be happy. Hallelujah,” cried the Guardian recently. This headline followed a ruling by the U.S. National Labor Relations Board against a T-Mobile Employee Handbook clause that read: “Employees are expected to maintain a positive work environment by communicating in a manner that is conducive to effective working relationships with internal and external customers, clients, co-workers, and management.”
The problem, argued union representatives, was that if employees were discontent they needed to be able to freely air their displeasure. But does maintaining a positive work environment really mean you can’t give people honest, straightforward, no-nonsense feedback? And what might this ruling mean for the practice of positive psychology and positive organizational scholarship in workplaces?
I asked Professor Kim Cameron, one of the world’s leading researchers on positive practices in workplaces. Discover my a-ha moment from our conversation in this short video:
- Is Your Unachievable Workload Burning You Out?
How to navigate the psychosocial risk of unachievable job demands.
- Three Ways To Improve Psychological Safety
How to minimize psychosocial risks through a systems lens
- How To Prevent Psychosocial Risks While Promoting Wellbeing
The evidence-based wellbeing controls your psychosocial safety strategy is probably missing.