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OPINION NOVEMBER 13, 2026 | The Indian Eye 14

employees, found that happier work-
ers were around 13 per cent more
productive. They did not work longer
hours; they worked faster and con-
verted more calls into sales.

Gallup’s 2020 meta-analysis of
456 studies across 276 organ-

isations in 96 countries found
that business units in the top
quartile of employee engage-
ment were 23 per cent more

profitable, on average, than
those in the bottom quartile.

Where do such engagement and
happiness come from? Our propo-
sition is that goodness, consistently
practised through Personal Social
Responsibility, contributes to sus-
tainable happiness, stronger rela-
tionships and better institutional
performance. Existing research of-
fers encouraging evidence for related
connections. In a well-known 2008
study in Science, Elizabeth Dunn, CSR will continue to play an important role. But larger CSR budgets alone will not resolve the deeper challenges of
Lara Aknin and Michael Norton human behaviour and character. (File photo)
found that people who spent money
on others were happier than those
who spent it on themselves, including behaviour rather than PSR itself. spect in dealings with colleagues Bharat: India’s ambition to become
in an experiment where participants However, together, they offer en- and customers; stewardship in the Viksit Bharat by 2047 must extend
were randomly assigned to do so. couraging evidence that positive be- use of company resources. beyond economic growth and physi-
Indian experience offers encour- haviour, stronger relationships and • Assign a modest weightage: Per- cal development. A truly developed
aging evidence as well. HappyPlus, workplace happiness are associated haps 10-15 per cent in carefully nation will be judged not only by its
founded by Ashish Ambasta, says with better individual and organisa- designed pilots, assessed through wealth, infrastructure and technol-
it has worked with more than 100 tional outcomes. They also reinforce feedback from colleagues, teams ogy, but also by the integrity of its
organisations and over 100,000 em- a proposition: goodness in action, and customers as well as the man- institutions, the responsibility of its
ployees across India, the Middle East practised through PSR, can contrib- ager. citizens and the quality of its social
and South Asia, using the principles ute to sustainable happiness and im- • Measure conduct, not moral relationships.
of positive psychology to promote proved organisational performance. worth: Assess observable work- CSR will continue to play an
happier and more productive work- Two steps can make this real. place behaviours, not anyone’s important role. But larger CSR bud-
places. Its approach emphasises pos- The first is to let goodness and PSR personal morality or character. gets alone will not resolve the deep-
itive behaviours, including integrity, figure in the vision and mission state- The aim is to encourage, recognise er challenges of human behaviour
trust, compassion, respect and re- ment of the organisation. Unless and develop responsible conduct, and character. For that, India needs
sponsibility, qualities closely aligned PSR becomes part of the character not to label people good or bad, a sustained movement for Personal
with goodness in action. of the organisation and not merely so assessments should rest on clear Social Responsibility.
According to Ambasta, partici- a programme within it, the commit- behavioural indicators and room Just as CSR brought corporate
pating client organisations have re- ment will always be doubtful and that to improve, not punishment. responsibility into the mainstream of
ported productivity improvements of doubt will ultimately dent our Char- • Pilot, evaluate, then scale: Track business, PSR must bring personal
7-8 per cent, reductions in employee acter Infrastructure. culture, engagement, retention responsibility into the mainstream
attrition of 12-13 per cent and im- The second is to make PSR part and performance, and expand on of everyday life. The challenge is to
provements of 9-10 points in cus- of every employee’s Key Result Ar- the evidence. make goodness not merely some-
tomer Net Promoter Scores (NPS). eas (KRAs). Today, KRAs ask what Done well, PSR takes a compa- thing we admire, but something we
These figures are reported by the an employee delivers. PSR adds an ny’s responsibility beyond its CSR systematically develop, practise and
company’s clients rather than drawn equally important question: how expenditure and into the everyday measure.
from independent academic studies, does the employee deliver it? conduct of its people. CSR remains India has learned to mandate
but they offer encouraging practical • Begin with leadership. The top an institutional commitment; PSR corporate responsibility. The time
evidence that investing in employee team commits to PSR first and becomes a personal commitment has come to cultivate personal re-
happiness and positive workplace be- makes it visible. practised throughout the organi- sponsibility. The next great infra-
haviour can also lead to measurable • Translate the five dimensions into sation. And it need not stop at the structure project of India may not be
gains in business performance. behaviours: Integrity in honest workplace. It must extend to schools, visible from a satellite. It will have to
These studies and experiences reporting and keeping commit- public administration, communities be built inside people.
examine happiness, engagement, ments; responsibility in owning and every citizen. The author is founder and chairman,
generosity and positive workplace outcomes; compassion and re- The next frontier of Viksit Institute of Goodness

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