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Employee satisfaction

Satisfied employees through mindfulness

The satisfaction of an employee is a relevant factor for the success of a company. However, the question of how to achieve and maintain this satisfaction is a recurring one. An example of how to maintain this would be the concept of mindfulness within the framework of occupational health management. This means a state of non-evaluative vigilance and the conscious perception of current experiences [1,2]. Completely without evaluation and analysis of a situation, but already with its acceptance, the attention is to rest thereby completely on the events and things, which occur in the current moment [2,3], in order to step thereby into closer contact with the own values and needs [4].

Mindfulness in everyday business life

Especially in jobs with frequent customer contacts, where employees are confronted with emotional stress, this can lead to emotional exhaustion and lower job satisfaction [5]. Studies around the Affective Events Theory (AET) [6] prove that mindfulness has a positive effect on emotional exhaustion and job satisfaction [7]. Most work environments also confront employees with a variety of requirements, the handling of which requires a high degree of self-control and regulatory skills [8]. Mindful behaviour simplifies the assessment of stressful and emotional events: the work requirements can lead to positive affective reactions (of the work situation), which in turn leads to higher job satisfaction [6].

Integrate attentive behaviour into your daily work routine and thus prevent stress!

Mindfulness-based trainings

There are a number of mindfulness-based trainings that promote stress reduction and individual well-being [9,10]. The best known of these are mindfulness-based stress reduction (MBSR) [11] and mindfulness-based cognitive therapy (MBCT) [12], which include meditation, body scan, breathing exercises, hatha yoga, and so on. A disadvantage of such a procedure is the amount of time it takes, so most companies are deterred from doing the training [13]. For this reason, some authors have presented a shortened version: with only 15-20 minutes a day and a period of 4-5 weeks, employees can integrate the small exercises into their daily work without losing much (working) time for themselves and the company [14,15].

What can you do concretely?

So it doesn’t always have to be the time-consuming exercises – if you regularly incorporate short breathing or relaxation exercises into your daily work routine, you are already preventing psychological or physical stress reactions. With only three minutes of breathing exercises per day you can significantly reduce your perceived stress sensation. At the same time, your self-confidence and life satisfaction increase [15].

Applied to your job, this means that it is relevant to take conscious breaks in order to be able to recover, to make the mobile phone silent at times, to consciously eat the first bite of a meal, to consciously close your eyes for 1-2 minutes and concentrate completely on your own breath, to consciously suppress background noises and conversations … to do for yourself what is possible at the moment (at this time).

Identification of job-related charges by CompanyMood

We are happy to help you with the collection of job-related charges. Use CompanyMood to identify and record stress factors in the workplace. Try CompanyMood in full for 30 days free of charge.

Please also read our articles on psychological risk assessment and stress at work.


[1] Bishop, S. R., Lau, M., Shapiro, S., Carlson, L., Anderson, N. D., Carmody, J., . . . Devins, G. (2004). Mindfulness: A proposed operational definition. Clinical Psychology: Science and Practice, 11, 230–241. doi:10.1093/clipsy.bph077

[2] Brown, K. W., & Ryan, R. M. (2003). The benefits of being present: Mindfulness and its role in psychological well-being. Journal of Personality and Social Psychology, 84, 822–848. doi:10.1037/0022-3514.84.4.822

[3] Baer, R. A., Smith, G. T., Hopkins, J., Krietemeyer, J., & Toney, L. (2006). Using self-report assessment methods to explore facets of mindfulness. Assessment, 13, 27–45. doi:10.1177/1073191105283504

[4] Shapiro, S. L., Carlson, L. E., Astin, J. A., & Freedman, B. (2006). Mechanisms of mindfulness. Journal of Clinical Psychology, 62, 373–386. doi:10.1002/jclp.20237

[5] Côté, S., & Morgan, L. M. (2002). A longitudinal analysis of the association between emotion regulation, job satisfaction, and intentions to quit. Journal of Organizational Behavior, 23, 947–962. doi:10.1002/job.174

 [6] Weiss, H. M., & Cropanzano, R. (1996). Affective events theory: A theoretical discussion of the structure, causes and consequences of affective experiences at work. In B. M. Staw & L. L. Cummings (Hrsg.), Research in organizational behavior: An annual series of analytical essays and critical reviews (pp. 1–74). London, England: JAI Press.

[7] Hülsheger, U. R., Alberts, H. J. E. M., Feinholdt, A., & Lang, J. W. B. (2013). Benefits of mindfulness at work: The role of mindfulness in emotion regulation, emotional exhaustion, and job satisfaction. Journal of Applied Psychology, 98, 310–333. doi:10.1037/a0031313

[8] Baumeister, R. F., Bratslavsky, E., Muraven, M., & Tice, D. M. (1998). Ego depletion: Is the active self a limited resource? Journal of Personality and Social Psychology, 74, 1252–1265. doi:10.1037/0022-3514.74.5.1252

[9] Allen, T. D., Eby, L., Conley, K. M., Williamson, R. L., Mancini, V. S., & Mitchell M. E. (2015). What do we really know about the effects of mindfulness-based training in the workplace? Industrial and Organizational Psychology, 8, 652–661. doi:10.1017/iop.2015.95

[10] Irving, J. A., Dobkin, P. L., & Park, J. (2009). Cultivating mindfulness in health care professionals: A review of empirical studies of mindfulness based stress reduction (MBSR). Complementary Therapies in Clinical Practice, 15, 61–66. doi:10.1016/j.ctcp.2009.01.002

[11] Kabat-Zinn, J. (1982). An outpatient program in behavioral medicine for chronic pain patients based on the practice of mindfulness meditation: Theoretical considerations and preliminary results. General Hospital Psychiatry, 4, 33–47. doi:10.1016/0163-8343(82)90026-3

[12] Segal, Z., Williams, M. R., & Teasdale, J. (2002). Mindfulness-based cognitive therapy for depression: A new approach to preventing relapse.New York, NY: Guilford Press.

[13] Cullen, M. (2011). Mindfulness-based interventions: An emerging phenomenon. Mindfulness, 2, 186–193. doi:10.1007/s12671-011

[14] Mackenzie, C. S., Poulin, P. A., & Seidman-Carlson, R. (2006). A brief mindfulness-based stress reduction intervention for nurses and nurse aides. Applied Nursing Research, 19, 105–109.

[15] Shapiro, S. L., Astin, J. A., Bishop, S. R., & Cordova, M. (2005). Mindfulness-based stress reduction for health care professionals: Results from a randomized trial. International Journal of Stress Management, 12, 164–176. doi:10.1037/1072-5245.12.2.164

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