Happiness at work depends on the environment (more than we imagine)

According to the World Happiness Report (2024), factors such as purpose, psychological safety, and an adequate physical environment are among the main predictors of happiness at work.

In addition, a study conducted by the University of Warwick (UK, 2015) showed that happy employees are, on average, 12% more productive, while dysfunctional environments significantly reduce performance.

But what does this have to do with ergonomics?

Poorly designed environments cause:

• Constant fatigue

• Pain and tension that lead to irritability

• Sensory stress (noise, lighting, temperature)

• Cognitive interruptions and difficulty focusing

All of this directly affects mood, productivity, and the sense of belonging.

Engagement is the result of caring for the worker

The concept of work engagement is defined as a positive and motivational psychological state, with high levels of vigor, dedication, and absorption (Schaufeli & Bakker, 2004).

According to the State of the Global Workplace report (Gallup, 2023):
Only 23% of workers worldwide feel engaged in their jobs. One of the main reasons cited: a sense of neglect or abandonment by the company.

When ergonomics is implemented as part of a well-being culture, it conveys care, recognition, and appreciation for employees.

This generates:

• Increased trust in the company

• Improved perception of organizational support

• Reduced presenteeism (when someone is physically present at work but underperforming)

Neuroscience confirms: physical discomfort affects emotional behavior

Research in organizational neuroscience shows that continuous physical discomfort activates the stress-cortisol axis, affecting brain areas linked to decision-making, empathy, and creativity (Rock & Schwartz, 2006).

In other words: a poor ergonomic environment not only makes people sick — it reduces their cognitive and emotional potential.

How to promote happiness and engagement through ergonomics?

• Conduct real ergonomic assessments of workstations.

• Perform individual and departmental technical evaluations with validated tools.

• Adapt the environment to real needs, not just aesthetics.
  (Monitor height, temperature, lighting, noise, and workload matter more than “pretty” elements).

• Incorporate breaks and micro-rests into the culture.
  (Active breaks improve physical health as well as mood and mental clarity).

• Give employees autonomy to adjust their workspace.
  (Control over the environment increases the sense of belonging and psychological safety).

• Integrate ergonomics into the engagement strategy.
  (Ergonomics is not an “extra.” It is an essential part of a human-centered management policy.)

Conclusion

Ergonomics, engagement, and happiness are not isolated concepts. They form a strategic tripod that sustains organizational health in the long term.

Taking care of the work environment is not a technical detail — it is an investment in emotional energy, focus, and team commitment.

Companies that understand this not only retain talent — they inspire people.