mindfulness in the workplace-cultivation of engaged and effective workforce
TRANSCRIPT
Running head: MINDFULNESS IN THE WORKPLACE 1
Mindfulness in the Workplace: Cultivation of an Engaged and Effective Workforce
Kendra I. Reece
Kennesaw State University
MINDFULNESS IN THE WORKPLACE 2
Abstract
In the modern day workplace, employees are facing dramatic consequences of stress, from the
practically tangible pressures to do and be more. The increase in the pressure placed on
employees to be more focused, competitive, active, and consumer centered is taking its toll on
the workforce, and resulting in a condition of physical and/or emotional exhaustion commonly
known as burnout. Employee burnout has been accepted as a universal condition, however it is
important to note that the employee exhaustion being reported is starting on an individual level
and the effects are seeping past the job title and into the personal lives of the employees. The
occupational stress that is occurring is primarily due to a lack of resilience, employees are
finding themselves unable to cope with the demands of the workplace and pushing themselves to
the point of exhaustion in efforts for improvement and success; the consequences of these efforts
are hindering not only the quality of life at work, but also the personal lives of the employees as
individuals. The emergence of mindfulness in the workplace through mindfulness-based training
will work to combat the stressors of the workplace and result in an improved quality of life. The
purpose of this paper is to examine the construction of mindfulness in the workplace and analyze
its impact on the workforce through two psychological perspectives: industrial-organizational (I-
O) and positive psychology.
Keywords: workplace, burnout, emotional exhaustion, demanding environment, mindfulness,
employee resilience, engaged and effective workforce, industrial-organizational, positive
psychology
MINDFULNESS IN THE WORKPLACE 3
Mindfulness in the Workplace: Cultivation of an Engaged and Effective Workforce
As a part of the modern day workforce, employees are expected to experience an average
amount of stress throughout the workday, however, one in five employees report higher than
average levels of stress on a daily basis (Harris Interactive, 2011). A survey established by
Harris Interactive on behalf of the American Psychological Association (2011) revealed that the
top five stress factors that have a significant impact on stress in the workplace are: long hours,
unrealistic job expectations, to heavy a work load, lack of opportunity for growth/advancement,
and low salary. Employees are facing dramatic consequences of stress (e.g., increased risk of
illness and/or injury, family issues, and financial problems), from the practically tangible
pressures to do and be more (Sharma, 2015); the popular expression of “stressed out” may be
revealing signs of mental and physical exhaustion, rather than a simple state of being. The
increase in the pressure placed on employees to be more focused, competitive, active, and
consumer centered is taking its toll on the workforce and resulting in what is commonly known
as burnout, which can be described as a state of exhaustion or an inability to cope (Zamini,
Zamini, & Barzegary, 2011). Prolonged exposure to the excessive feeling of stress, exhaustion,
and the inability to cope with the demands of the workplace can lead to the development of
burnout as a mental illness, resulting in lower levels of job satisfaction, production, and company
morale, while adding additional health cost to the organization (Körner, Wirtz, Bengel, & Göritz,
2015). Within the field of industrial-organizational psychology (I-O), there is an abundance of
research on the negative effects of burnout on the workforce as a whole, in terms of job
satisfaction, production, and company morale. However, from a positive psychology
perspective, there is a minimal amount of research on the effects of burnout on the individual.
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High levels of occupational stress are being reported on a global level, and while a
handful of countries have taken preventive steps to protect their citizens’ health and well-being,
many are applying the laissez-faire approach to the issue and allowing organizations to offer
preventative solutions (Brough, Dollard, & Tuckey, 2014). However, it is important to note that
the exhaustion that is resulting in burnout is starting on an individual level, and can be prevented
and combated with the proper training and resources (Brough et al., 2014). The occupational
stress that is occurring is primarily due to the lack of resilience, employees are finding
themselves unable to cope with the demands of the workplace and pushing themselves to the
point of exhaustion in efforts for improvement and success (Tian et al., 2015). These effects are
seeping past the job position and into the personal lives of the employees, and the consequences
of these efforts are hindering not only, the quality of life at work, but also the personal lives of
the employees. As employers, organizations need to acknowledge the damaging effects of
exposure to stress on the employees as individuals, rather than the workforce as a whole.
Due to the negative effects of stress identified in the workplace, mindfulness is taking the
workforce by storm as a tool, used to defy the societal acceptance of stress in the workplace and
increase employee resilience, while fostering an organizational culture that cultivates an engaged
and effective workforce for the future successes of the employees, as individuals, and the
organization as a whole. According to Hülsheger, Alberts, Feinholdt, and Lang (2013), the tool
of mindfulness is a conscious state in which an individual attends to ongoing events through
experience in a receptive mindset; this state occurs through the training of focus and awareness
on the present and acknowledgement through experience and acceptance of current feelings,
cognitions, and bodily sensations (Hülsheger et al., 2013). The use of mindfulness in
psychological study was derived from Buddhism and the Eastern practices of meditation,
MINDFULNESS IN THE WORKPLACE 5
primarily for therapeutic purposes and treatment, however the newfound effects of mindfulness
are fueling the extension of the practice in various areas of psychology (Hülsheger et al., 2013).
The construction of mindfulness in the workplace and its effects have sparked a movement for
the development and integration of mindfulness-based training programs into the organizational
culture for stress-reduction, improved task performance, and physical and psychological health
improvements specifically for employees and employers (Hülsheger et al., 2013). Various
programs range from simple daily routines lasting from 15-45 minutes using yoga, movement, or
mindful meditation. There are various methods of application for existing programs in terms of
schedule and setting, companies can acquire a meditation center for employee practice, apply a
digital training program using an online interface, or a mobile app for ease of accessibility to the
employee (Pidgeon, Ford, & Klaassen, 2014).
The primary focus in the study of mindfulness is the impact of training mindful
employees in the workplace, focusing primarily on the quality of work life through motivational
elements, emotional intelligence, and job performance. Hülsheger’s et al. (2013) research
suggests that mindfulness may be just the tool needed to create divides between the quality of
life of the employee and the individual. In order to understand mindfulness as a tool, one must
understand the core components that construct the state: awareness, observation, and presence;
the three components work together to train and sustain the mind at a natural capacity that
enhances mindfulness and well-being (Brown & Ryan, 2003). According to Hülsheger et al.,
(2013) there are a substantial amount of opportunities to experience and incorporate the tool of
mindfulness on a day-to-day basis (e.g., whether it is typing a memo, gathering office supplies,
or communicating with a co-worker). The state of mindfulness has been studied as both a
consistent and intermittent state of being, as the capacity to train and sustain varies across
MINDFULNESS IN THE WORKPLACE 6
individuals (Hülsheger et al., 2013). Research suggests that both capacities allow for the
evolution of mindless tasks to mindful tasks with no restraints on environmental context, which
indicates that training the tool of mindfulness can reap benefits for both, the organization in
terms of performance and cohesion and the individual on a personal level (Hülsheger et al.,
2013). For the purpose of this paper and implementation of perspectives on mindfulness,
consider mindfulness as a toolbox and the three main components of mindfulness as independent
tools that can be applied in various ways to initiate improvements in the quality of life.
Throughout this paper the key component of mindfulness will be reviewed from an I-O
and a positive psychology perspective, in order to further analyze the construction of
mindfulness and its application into the workforce, while acknowledging the impact on the
individuals that compose the workforce. After an in-depth analysis of each perspective and an
integrative approach, a probable solution will be suggested in the application of mindfulness in
the workplace for the improved quality of work and personal life of the employee; through
advancements of motivational elements, emotional intelligence, job performance, and resilience
in the workplace, and enhancement of well-being, physical health, and social interactions on the
personal level. In hopes of fostering an organizational culture that cultivates an engaged and
effective workforce for the future successes of the employees as individuals and the organization
through the application and integration of mindfulness on a day-to-day basis.
The Quality of Life of Mindful Employees
Current research suggests that the training of mindfulness in the employee aids in the
construction of an engaged and effective workforce for the future success of the organization,
which suggests in an ulterior motive in the implementation of such programs (Hülsheger et al.,
2013). However, according to Kroon, Menting, and Woerkom (2015) mindfulness training is
MINDFULNESS IN THE WORKPLACE 7
doing more than the mere betterment of the company, they are training and developing their
employees into resources for work and personal use; this development can be measured with
instrumental value in relation to achievement of work and personal goals (Kroon et al., 2015).
The construction of such a highly influential tool that shapes the enhancement of employee
perception and being, through the training of an additional and endless resource, is undeniably
beneficial for both, the organization and the employees as individuals, according to Hobfoll’s
(2011) conservation of resources (COR) theory, the availability of work resources is crucial for
the achievement of work and personal goals, for coping with demands, and for learning to occur.
Application of the COR theory to current research on the benefits of mindfulness in the
workplace would imply that training of the tool would result in the enhancement of the quality of
work life, which can be broken down into four main measurable factors within the workplace:
motivation, emotional intelligence, job performance, and employee resilience. In order to
analyze the effects of mindfulness training on the factors in the workplace, current research will
be reviewed and analyzed through the incorporation of the COR theory. To further address and
connect mindfulness to the workplace, each factor will be addressed under a specific component
of mindfulness to allow for clarification and evidence on the enhancement of the quality of work
life.
The Elements of Mindfulness
Awareness. Awareness is an internal openness to inner experiences (e.g., thoughts,
cognitions, and sensations) and external events without judgment; this element of mindfulness
works to create cohesion between internal and external events through the conscious
acknowledgment of the two (Hülsheger et al., 2013). According to Kroon et al. (2015), the
nature of nonjudgmental awareness trained throughout mindfulness allows for the individual to
MINDFULNESS IN THE WORKPLACE 8
feel more competent, valued, and motivated in their current position. To further analyze these
multidimensional benefits obtained through mindfulness, recent research on the motivational
impact of mindfulness and emotional intelligence will be reviewed.
The research conducted by Levesque and Brown (2007) on the relationship between
implicit motivation and mindfulness predicted that the development of the self-regulatory
behavior of self-awareness would allow for a strong sense of implicit motivation and autonomy.
The study allowed for 78 participants to self-report explicit (e.g., Perceived Locus of Causality
(PLOC) scale) and implicit motivations (e.g., Implicit Association Test) perceived throughout
various assigned tasks (Levesque & Brown, 2007). Parallel to the prediction, the participants
assigned to the mindfulness group showed a statistically significant correlation in terms of the
perceived PLOC; the facilitation of self-regulatory self-awareness obtained through mindfulness
appears to have inspired a higher sense of autonomy, which was then perceived through
measurable variables as factors of implicit motivation (Levesque & Brown, 2007).
This study offers evidence to support the idea that the awareness in mindfulness assists in
the initiation of individual action. Simply put, cognition comes before action, but mindfulness
requires awareness of the cognition before the action through awareness of the intention.
Considering the individual PLOC in the awareness of cognition, one could argue that the mere
awareness turns the PLOC internally, thus generating a higher level of internal motivation;
whereas, a PLOC without awareness of cognition, may lead an individual to turn the PLOC
externally and expect external motivation to occur (Turban, Hwee Hoon, Brown, & Sheldon,
2007). Applying these results in the workplace, the results suggest that the newfound
development of autonomy in mindfulness would foster an engaged workforce in terms of self-
initiation.
MINDFULNESS IN THE WORKPLACE 9
As stated before, Kroon’s et al. (2015) research suggests that mindfulness empowers
feelings of competence and personal value; from an I-O perspective one could argue that those
distinctions are one of the many benefits of a well-developed emotional intelligence (EQ), due to
the fact that EQ has become popular in terms of predicting performance and psychological well-
being within the workplace (Fitzgerald & Schutte, 2010). EQ is defined as the ability to connect,
reason, and regulate an emotional experience in a way that incorporates and enables emotion into
healthy action (Charoensukmongkol, 2014). The awareness in mindfulness is a consistent
variable in the development of the ability to understand one’s own emotions and become more
attentive to the emotional state; in addition to an internal understanding it can assist in the
detection and understanding of emotions emitted from those around you (Charoensukmongkol,
2014). In order to identify a link between EQ and mindfulness, a survey was developed and
completed by 317 participants, researchers looked to find a correlation between mindful practice
and perceived stress, EQ, and self-efficacy (Charoensukmongkol, 2014). The study revealed that
mindfulness was a direct predictor of EQ, whereas perceived stress and self-efficacy levels were
identified as indirect (Charoensukmongkol, 2014).
Charoensukmongkol’s (2014) conclusion suggested that this correlation originated in the
awareness cultivated throughout the practice of mindfulness, in fact it, was suggested that the
level of mental health facilitation measured by EQ works directly with individuals to provide
strength in coping with external and internal stressors, Charoensukmongkol (2014) highly
recommended the incorporation of mindfulness into the demanding workplace, due to the
successive development of EQ. According to Schutte and Malouff (2011), higher levels of
emotional intelligence are a direct predictor of positive intrapersonal outcomes and optimize
cooperative and cohesive behavior, thus resulting in higher levels of relationship satisfaction
MINDFULNESS IN THE WORKPLACE 10
(Schutte et al., 2001). The newfound attentiveness of emotion developed through awareness not
only strengthens EQ, but also provides employees with a greater sense of power and perception
of social support in a dynamic environment such as the workplace (Houghton, Wu, Godwin,
Neck, & Manz, 2012). These findings suggest that the enhancement of individual EQ will result
in benefits that extend past the individual level and create channels of communication and
cohesion within the workforce.
Observation. Observation is the act of observing and processing the information
obtained through awareness in a welcoming way, working to continue to block judgment
(Hülsheger et al., 2013). It is simply a reflection and an experience of the incoming information.
According to Dane and Brummel (2013), the association between mindfulness and job
performance may very well be due to the act of observing; the attentiveness to the moment
associated with the observation of stimuli is suggested to reduce error and improve overall
performance (Dane & Brummel, 2013). Research suggests that mindful employees, are not
improving performance through more physically effortful action, they are simply becoming more
attentive as individuals (Dane & Brummel, 2013).
Dane & Brummel (2013) predicted that mindfulness would offer positive outcomes in
terms of job performance, due to the fact that the dynamic environment of the workplace tends to
reveal negative relationships between psychological and physiological demands, as they are
heavily associated with high levels of stress. According to Shapiro’s (2007) research
mindfulness leads to the adaptable ability to cope with challenging, demanding, or stressful
situations in a proactive mindset; the ability to self-regulate leads to cognitive pathways of
engagement through increased effort in observation (Dane & Brummel, 2013).
MINDFULNESS IN THE WORKPLACE 11
To test this theory Dane and Brummel (2013) collected 102 servers and 18 service
managers across multiple restaurant chains in order to assess and analyze self-report input of
individual mindfulness in relation to job performance through evaluation. The study reported
that overall there are two main factors that reveal a significant correlation with job performance:
job experience and workplace mindfulness (Dane & Brummel, 2013). The results of this study
are seen as significant, due to the mind's natural tendency to wander, the act of presence that is
required in mindfulness hones focus away from psychological pressures and creates presence
through a wide breadth of attention to surrounding stimuli, thus performing more effectively
(Dane & Brummel, 2013). Employees are becoming resources to themselves, making adaptable
arrangements to stay mindful and reaping the benefits through improved performance.
Presence. Presence is the conscious experience of the present moment; it is considered
to be the foundational element of all attributes of mindfulness keeping it stable and grounded
(Hülsheger et al., 2013). Mindfulness allows you to discard the past and the future and
experience the present moment (Pigni, 2014). Kroon’s et al. (2015), research suggests that the
presence associated with mindfulness works to develop and improve resilience and the potential
to adapt to dynamic environments. For the purpose of this paper resilience will be defined as the
ability to adapt or maintain a subjective well-being in the face of adversity and challenge (Ryff,
Singer, Dienberg Love, & Essex, 1998).
According to Bajaj and Pande (2016), resilience is an antecedent of mindfulness, and due
to mindfulness being positively correlated with life satisfaction, the researchers theorized that the
practice of mindfulness would mediate a direct effect of resilience, thus improving the levels of
life satisfaction. To test this theory Bajaj and Pande (2016) recruited 327 undergraduate students
and measured levels of mindfulness, life satisfaction, resilience, and positive and negative affect
MINDFULNESS IN THE WORKPLACE 12
(e.g., activity, enthusiasm, alertness). University students were the selected participants of study
due to the dynamic environment of academics, financial stressors, and work/school/life
relationship-balance related issues (Bajaj & Pande, 2016). The results of the study concluded
that mindfulness was in fact, positively correlated with life satisfaction and positive affect, with
an inverse relationship with negative affect (Bajaj & Pande, 2016). In addition to the positive
correlation of mindfulness and life satisfaction, the study suggests that resilience is a significant
mediator between the two (Bajaj & Pande, 2016). The researchers concluded that the primary
components of mindfulness work to facilitate development of resilience displayed through
optimism, zest, and patience, thus revealing higher levels of well-being that can be measured as
life satisfaction (Bajaj & Pande, 2016). While this research suggests a more personal level of
satisfaction, the foundational element of resilience, leading to the level of satisfaction is an
important attribute of an employee in terms of interpersonal relationships in the workplace.
Employees who express higher levels of life satisfaction are more likely to engage in the work
community and contribute to the efforts of cohesion in the workplace (Cahill, McNamara, Pitt-
Catsouphes, & Valcour, 2015).
Discussion
The organizational implementation of mindfulness-based training programs are doing far
more than extending the future successes of the organization, they are fostering an organizational
culture that cultivates an engaged and effective workforce for both work and personal benefit.
These programs are training engagement through awareness, resulting in the cultivation of
motivation and the advancement of emotional intelligence (Levesque & Brown, 2007;
Charoensukmongkol, 2014). The realm of engagement in the workplace is exceeding past the
modern day expectation of an organizational culture, the workplace is becoming a place of
MINDFULNESS IN THE WORKPLACE 13
interconnectivity and self-initiated action (Mack, 2014). In addition to workforce engagement,
an effective workforce is being developed through observation and presence and is offering
connections between the individual and the end results of the demands of the workplace.
Through implementation of mindfulness improvements in job performance and employee
resilience is being observed, presence and attentiveness to external stimuli are cultivating an
effective outcome, in terms of work achievements and goal attainment (Dane & Brummel, 2013;
Ryff et al., 1998).
Considering the COR theory, the three elements of mindfulness can be perceived as
additional resources embedded within the employee. Through training the tool of mindfulness,
research suggests that the organizational culture and employees would result in assistance in the
development and improvement in the quality of work life in terms of motivation, emotional
intelligence, job performance, and employee resilience. Training would instill the three tools of
mindfulness: awareness, observation, and presence in the toolbox of mindfulness to be applied
and used as an additional resource for the employee in work and personal life.
After reviewing a broad array of research on mindfulness in the workplace, the nature of
the implementation of such programs appear to be undeniably successful; however, the obscurity
of the concept, the applications of programs, and the validity of measurement (e.g., self-report &
survey) is subjective to each individual and workforce. The subjectivity is due to the widespread
variations of the workplace in terms of training, duration, and delivery of the mindfulness-based
training programs (Allen et al., 2015). Based on the in-depth nature of the literature review,
research suggests that mindfulness is effective in the development and improvement of the
quality of work life. However, as I-O psychologists continue to study the effects and
implications of mindfulness-based training programs on the workforce, future study should aim
MINDFULNESS IN THE WORKPLACE 14
to identify the key elements in training that produce the effects of mindfulness. There are
relatively few studies on the primary effects of specific mindfulness-based training programs
(e.g., journaling, meditation, or movement). Additionally, due to the fact that employment of
those trained in mindfulness is predicted to be a long-term employment, post training
effectiveness and data collection periods need to be addressed in timed intervals. The study of
these key components will allow for future research to further address and define the optimal
effectiveness of mindfulness and highlight features of both the organization and training
programs to be used in the design and implementation of future programs.
The Quality of Life of Mindful Individuals
Throughout this paper, the benefits of mindfulness in relation to I-O psychology and
employee development have been thoroughly addressed and discussed in terms of the quality of
the work life; however, the question arises, how do the effects of mindfulness-based training
programs seep past the job title and into the personal lives of the employees? To further address
this question and analyze the effects of mindfulness on the individual, an in-depth literature
review of current research will be conducted on the positive effects of mindfulness on the quality
of personal life. The following section of this paper will primarily look at the effects of
mindfulness from the perspective of positive psychology, the study of human flourishing,
optimal functioning, and well-being. The quality of life is a multidimensional concept that
encompasses a diverse array of factors; for the purpose of this paper the quality of life will be
identified and analyzed through three main factors: well-being, physical health, and social
interaction.
For adequate association of mindfulness in relation to positive psychology, one must note
that within the practice of mindfulness happy is defined in an untraditional way. Mindful
MINDFULNESS IN THE WORKPLACE 15
happiness is heavily influenced through equanimity and tranquility, which is commonly
displayed through a mild emotional demeanor, whereas the traditional definition of happiness
can be observed as joyous or cheerful, often associated with a strong emotional demeanor
(Brown & Ryan, 2003). Through the perspective of positive psychology this will allow us to
further break away the barriers created in the workplace (e.g., codes of conduct, emotional
regulation, and professionalism) and see the individual effects of mindfulness in relation to
personal life.
The Effects of Mindfulness
Well-being. According to Brown and Ryan (2003), mindfulness is directly associated
with key components of what many consider to be the defining of a subjective well-being, such
as life satisfaction, positive affectivity, self-esteem, optimism, vitality, and pleasant affect. To
further dissect the association of mindfulness and well-being, the subjective interpretation of an
internalized state of well-being will be deciphered and discussed through the review of current
research. For the purpose of this paper, well-being will be addressed as a state of comfort and
happiness, with no regard to physical health as that will be discussed later.
The current study measured the level and practice of mindfulness through self-report and
offered comparative results of the differing levels, in relation to an enhanced self-regulation,
self-regulated behavior, and emotional states (in regards to EQ). The study found that those who
reported higher levels of mindfulness were more in touch with their true self, revealed a greater
awareness, and understood their emotional states, when compared to lower levels of mindfulness
(Brown & Ryan, 2003). Research suggests that the development of awareness through the
practice of mindfulness allows for mindful action to be more concordant with personal values
and interests, as observed through the correlation of emotional states and self-regulated behavior
MINDFULNESS IN THE WORKPLACE 16
(Brown & Ryan, 2003), thus resulting in an increase in choice and enjoyment of purposeful
action (Langer, 1989). The identification and connection to the true self developed throughout
the practice is also associated with a heightened sense of self-knowledge, thus increasing self-
regulated behavior and resulting in more autonomous action (Brown & Ryan, 2003; Levesque &
Brown, 2007). Complementary to the increase in self-regulation is the decrease in self-
monitoring to attend to social demands; the strengthened awareness of the inner relationship to
self appears to diminish the tendency to change due to the environment (Brown & Ryan, 2003).
Additionally, the self-regulatory behavior becomes a tool to adapt the self to new and dynamic
environments with awareness and acceptance, while decreasing the cognitive and emotional
dissonance that may occur (Brown & Ryan, 2003).
The results of the study suggest far more than the mere enhancement of a subjective well-
being, they suggest a deeper level of connection to the true self through heightened self-
knowledge and acceptance of self. Awareness fostered throughout mindfulness appears to create
a centered awareness through a receptive channel of acceptance, which then allows for the
individual to identify and experience emotional states of the present. The simple awareness of
the state and acceptance of self allows for the accordance of the self and action, which explains
the enhanced self-regulation and regulatory behavior in present action. The simple shifts in
awareness, acceptance, and presence in the individual present themselves through reports of high
life satisfaction, positive affectivity, self-esteem, optimism, vitality, and pleasant affect, all of
subjective well-being.
Physical Health. Within the field of psychology, current research suggests that the
bringing of one’s attention to somatic sensations and experience may be used a treatment for
elements of pain, illness, and injury (Carver & Scheier, 1981). Many scientists are skeptical of
MINDFULNESS IN THE WORKPLACE 17
this form of treatment, due to the historic dedication of treatments that offer avoidance strategies
of distraction and suppression to adhere to pain and discomfort, but research suggests that
somatic attention can act as an aid in the alleviation of pain and discomfort (Kabat-Zinn,
Lipworth, & Burney, 1985). This form of treatment is known as sensory monitoring, which is a
simple procedure; patients are instructed to acknowledge the present pain or discomfort, identify
the location, quality, and intensity, and develop concrete details to allow for the pain to be
experienced in the present moment (Kabat-Zinn, Lipworth, & Burney, 1985; Brown et al., 2007).
To test the affectivity of the sensory monitoring of pain and discomfort, 90 patients who
experienced chronic pain were enrolled into a 10-week mindfulness meditation program (Kabat-
Zinn et al., 1985). Throughout the program patients reported significant decreases in inhibition
of activity by pain, negative body image, present pain, symptoms, mood disturbance, and an
increase in self-esteem (Kabat-Zinn et al., 1985). Patients were contacted 15 months after the
program was completed and reported positive effects of the program, some of which voluntarily
continued their meditation practice (Kabat-Zinn et al., 1985). The results of study are
foundational in the demonstration of the effectiveness of mindfulness training, as well as in the
increase of physical health and the quality of life (Kabat-Zinn et al., 1985).
In addition to mindfulness as a corrective treatment, current research also suggests that
mindfulness can be used as a preventative method. Davidson’s et al. (2003) recent research
reveals that mindfulness may have a more general positive impact for all participants of the
practice through enhanced immune responsiveness. A study on the adaptive immune response to
an influenza vaccine revealed that participants assigned to a mindful practice produced greater
amounts of antibody titer (or levels of antibodies) in response to the vaccine, in comparison to
the control group (Davidson et al., 2003). These specific antibodies are associated with left-
MINDFULNESS IN THE WORKPLACE 18
hemisphere’s neural activation, suggesting a neural basis of the enhanced immune system
(Davidson et al., 2003); thus, suggesting a physical effect of the training of mindfulness
(Davidson et al., 2003).
These studies of corrective and preventative treatment offer evidence and support for the
extension of mindfulness through psychological well-being to physical well-being, and call for
future research in the field of neuropsychology. Additionally, the results of these studies bring
support for the future of mindfulness-based training programs for at risk populations (e.g.,
individuals with disabilities, mental illnesses, or terminal diseases). The development of these
programs may have more of an impact within the field of treatment and medicine than previously
expected. Various studies on sensory monitoring suggest the idea of individual willingness and
acceptance in relation to experience, which are the core components of mindfulness. Suggesting
that these forms of treatment are equal in the psychological and physical effects of mindfulness.
Social Interaction. According to Goleman (2006), the attentive nature of mindfulness is
a direct antecedent of the quality of social interactions experienced by practicing individuals; the
attentiveness fosters the desire and interest in another individual and enhances the individual
ability to attend to the increased desire. Brown et al. (2007) suggest that the internal
attentiveness of one’s own emotional state might promote healthy interaction styles and enhance
relationship quality, thus offering an integrative approach of the benefits of the subjective well-
being to the enhancement of social interaction. Boorstein (1996) suggested a similar theory that
stated that, mindful interaction allows one to become aware of another and the current situation,
thus inhibiting a reactive or impulsive nature, especially during conflict; this theory offered a
centralized approach to mindfulness through addressing the three core components of
MINDFULNESS IN THE WORKPLACE 19
mindfulness and their effects on social interaction (i.e., awareness and observation in the
inhibition of impulsive acts).
To test these theories of mindfulness as a tool to improve social interaction through
newly acquired styles and the improved quality of relationships, Carson, Carson, Gil, and
Baucom (2004) recruited 44 heterosexual couples and subjected them to an 8-week mindfulness
program. Throughout the study the researchers measured the couple’s relationship (e.g., quality,
autonomy, inclusion, and acceptance), individual well-being, and daily measures of relationship
functioning and well-being (e.g., happiness, stress, and efficacy). The results of this study
concluded that mindfulness was in fact, enhancing relationship functioning, while also
improving individual well-being (Carson et al., 2004; Brown & Ryan, 2003; Levesque & Brown,
2007; Langer, 1989). Researchers found that relationship acceptance and the ability to cope
through conflict were the most prone to improvement, in comparison to the overall functioning
of the relationship (Carson et al., 2004). In fact, the couples revealed improved levels of
relationship happiness, decreased levels of relationship stress, and an increase in resilience,
suggesting in individual improvements and mutual benefits of mindfulness.
In conclusion, the results of this study appear to have a favorable impact on the couples’
level and quality of relationship satisfaction (e.g., autonomy, closeness, and acceptance) (Carson
et al., 2004). Carson et al. (2004) suggest that the key element of awareness in mindfulness is
primarily responsible for the improvement of social interactions, due to the attentiveness and
insight on individual thoughts and the feelings of others. However, the considerable
improvement and development of interaction styles can be traced to observation and presence
(i.e., the observation of the interaction and presence in the social experience occurring).
Discussion
MINDFULNESS IN THE WORKPLACE 20
The effects of mindfulness-based training programs appear seep past the job title and into
the personal lives of the employees in a positive light and offer an improved quality of life,
through the enhanced well-being, physical health, and social interactions. The study of both
mindfulness and positive psychology seek to develop and improve human functioning and well-
being at an optimal level. Current positive psychology research has studied the effects of the
training of gratitude and acceptance through practice, in relation to human happiness,
flourishing, and optimal functioning, which is similar to the training of mindfulness as a skill or
resource used to improve the quality of life through practice (Sheldon, Kashdan, & Steger,
2011).
The practice of mindfulness appears to be improving self-regulation, self-regulated
behavior, and emotional states, through an overall enhancement of well-being through the
training and development of awareness (Brown & Ryan, 2003). This feature of mindfulness is
centering the individual self through authentic acceptance and improving emotional intelligence,
which is increasing self-regulatory behavior and autonomous decision making (Brown & Ryan,
2003; Levesque & Brown, 2007). Through the practice individuals are engaging in opportunities
to obtain self-knowledge and committing to maintaining a true self, which is being observed
through more autonomous action for the self and a decrease in efforts of self-monitoring.
Additionally, a newfound effect of mindfulness in relation to physical health is sensory
monitoring, which decreases pain or discomfort from day-to-day life (Davidson et al., 1985).
Beyond the benefits of the medical application of mindfulness, research suggests a more general
application in an increase in immune responsiveness (Davidson et al., 2003). Carson’s et al.
(2004) research suggests that the attentiveness developed through the practice of mindfulness
fosters mindful interactions that result in the improvement of the quality of relationships
MINDFULNESS IN THE WORKPLACE 21
experienced. Mindfulness is extended past the internal state and reaching out and improving
communal bonds, with the possibility of a positive effect for the surrounding community. As the
study of mindfulness is growing and offering insight on the substantial amount of effects, the
study is offering a variety of ways for application within the field of psychology.
The multidimensional elements of the quality of life are thoroughly addressed and
analyzed within this paper, and after an in-depth literature review, research suggests that the
practice of mindfulness is continuous in the efforts of improvement for the individual quality of
life. However, the subjectivity of these improvements is independently self-reported, which
makes data difficult to objectify and generalize. As stated before, future study is necessary to
identify key elements in the practice, in order to accurately trace the source of various effects and
improvements. In terms of positive psychology, the study of individual impact on the general
population should be studied, rather than specific population (e.g., cancer patients, couples, and
adolescents), in order to allow for an extended generalization over a population. Additionally,
positive psychologists should seek data to imply a developed connection between the practice of
mindfulness and the defined optimal level of human functioning, in relation to human
flourishing. Future study should aim to identify a direct line of effect of mindfulness to a day-to-
day routine, and integrate the key elements of study for positive psychology (e.g., happiness and
human fulfillment), in order to advance the research of mindfulness and meaning or purpose of
life. These key components would allow for advancements in the organization and
implementation of future programs.
The Effects of Mindfulness in the Workplace on the Overall Quality of Life
Research suggests that there are a considerable number of benefits to be obtained through
the practice of mindfulness, some more identifiable than others. For the purpose of this paper,
MINDFULNESS IN THE WORKPLACE 22
research was specifically selected to analyze and interpret the effects of mindfulness on the
quality of both work and personal life, in order to identify areas of strength and weakness in
mindfulness in the workplace. Throughout the continuous review of literature on mindfulness, it
was a challenge to distinguish and divide the benefits in of an employee and an individual,
implying that there are strong connections that foster the benefits of mindfulness on an individual
level and enhance them on an employee level. An integrative approach offers an opportunity to
understand the effects of the high levels of occupational stress on an employee and an individual.
Thus, allowing for the construction of a probable solution to combat these stressors in a way that
unites the employee and the individual, through creating a solid unit of resilience and disturbing
the gap that divides the quality of work and personal life for the benefit of both the individual
and the organization. All elements and benefits of mindfulness work to improve the quality of
work and personal life and encompass engagement and effectiveness of the employee as an
individual (see Appendix A, Figure 1). In order to offer clarity on the interconnected actions,
elements, and benefits of mindfulness on employees as individuals, mindfulness will be dissected
into three actions that encompass the state: acceptance, acknowledgement, and experience.
The Actions of Mindfulness
Acceptance. The internal action of acceptance comes into play through awareness and
presence trained through mindfulness. These elements work in unison to create awareness of
inner experiences and external events of the present through conscious acknowledgement of the
two (Hülsheger et al., 2013). Research suggests numerous benefits of mindfulness can be traced
back to the action of acceptance, such as increased motivation, EQ, resilience, and well-being
(see Appendix A, Figure 1; Kroon et al., 2015; Levesque & Brown, 2007; Charoensukmongol,
2014; Brown & Ryan, 2003; Langer, 1989). In light of the integrative approach of I-O and
MINDFULNESS IN THE WORKPLACE 23
positive psychology it appears that these benefits work to co-create the end result of an improved
well-being on a work and personal level.
Awareness works to create a profound understanding of one’s emotional state and
experience, which over practice then extends to the emotions of others, resulting in the
advancement of the existing EQ and fulfilling a sense of competence and value in one’s ability to
understand and regulate emotion (Kroon et al., 2015; Charoensukmongol, 2014). This newfound
awareness of one’s emotions is taken to a new level of understanding, which brings forth a more
self-regulatory behavior that aligns emotion and experience with self (Levesque & Brown,
2007). Thus, creating a deeper level of self-knowledge and urging the individual to accept and
be true to their inner self through action, observed as autonomous behavior or implicit
motivation (Levesque & Brown, 2007).
The existence of presence in mindfulness is a poetic form of acceptance, in the way that
there is a level of acknowledgement of the past and future, but a larger emphasis on the present
moment through acceptance of the inability to change the present. The training of this element
in mindfulness is suggested to build resilience and an adaptable nature to the present, to reduce
any existing dissonance that may hinder the individual experience of the current moment (Kroon
et al., 2015). The acceptance of the presence is often displayed through emotional contentment
in the moment, which has been associated with life satisfaction and positive affect (Bajaj &
Pande, 2016). This suggests that the acceptance and presence trained throughout mindfulness
leads to a natural human capacity to accept adversity and challenge, while allowing a healthy
admission of both positive and negative affect (Bajaj & Pande, 2016).
Despite the separation of the benefits associated with both awareness and presence, there
is an interaction between the two in the creation of improved well-being. Increased motivation
MINDFULNESS IN THE WORKPLACE 24
and EQ are foundational in the heightened self-knowledge obtained throughout the practice of
mindfulness, which are then translated into observable autonomous actions that invite an
individual toward higher states of comfort, contentment, and happiness through the acceptance of
the present. However, the acceptance of the present does not fuel autonomous action
independently, and the resilience plays a large role in the initial steps of action through the
adaptable nature learned through mindfulness; this level of adaptability is vital for the initiation
of such action. As you can see, these elements of mindfulness do not work independently to
resolve the end result of well-being; instead they work as the building blocks to create the
foundation for improvement.
Acknowledgement. The internal action of acknowledgement comes into play through
awareness and observation trained through mindfulness. These elements work in unison to
create awareness and observation of inner experiences and external events through the
processing of information in a non-judgmental way (Hülsheger et al., 2013). Research suggests
numerous benefits of mindfulness can be traced back to the action of acknowledgement, such as
increased motivation, EQ, job performance, and social interaction (see Appendix A, Figure 1;
Kroon et al., 2015; Levesque & Brown, 2007; Charoensukmongol, 2014; Schutte & Malouff,
2011; Houghton et al., 2012; Dane & Brummel, 2013; Shapiro, 2007). In consideration of the
integration of I-O and positive psychology, it appears that these benefits work together to
construct the end result of improved levels of social interaction, in terms of interaction styles and
the quality of relationships on a work and personal level.
The action of acknowledgment in EQ will be addressed as a tool for social purposes used
to identify and understand the emotions of others, which has a large influence on interpersonal
communications. According to Schutte and Malouff (2011), EQ works as a tool to optimize
MINDFULNESS IN THE WORKPLACE 25
cooperative and cohesive behavior, which alters the perceived levels of social support and results
in higher levels of relationship satisfaction (Houghton et al., 2012). The level of awareness of
one’s EQ and acknowledgement of the emotional impact on various situational contexts allows
for communal benefit of the practice of mindfulness. The acknowledgement of emotion and
communal influence cultivates an internal incentive to improve the communication channels
within interpersonal relationships, thus aligning individuals, creating cohesion on a personal
level of engagement, and resulting in higher levels of relationship satisfaction (Levesque &
Brown, 2007; Schutte & Malouff, 2011).
Observation through acknowledgment may appear as instinctive, however, the processing
of information in mindfulness is trained as an open and receptive mindset, with all efforts to
prevent judgment (Hülsheger et al., 2013). Research suggests that non-judgmental observation
through acknowledgement is a direct line to improved performance, due to the attentiveness on
stimuli, resulting in the reduction of error (Dane & Brummel, 2013). The results of error
reduction in regards to job performance can be suspected to be inclusive of several third
variables; however, one must acknowledge the mind’s natural tendency to wander. Through the
training of mindfulness, the individual is continuously learning to refine one’s ability to focus
and observe through a wide breadth of attention to surrounding stimuli (Dane & Brummel,
2013). This element of mindfulness works to combat the traditionally fast-paced nature of the
mind and increase effortful observation and action.
Awareness and observation appear to have a close connection in relation to EQ and job
performance, even more so when the action of acknowledgment is entered into the equation.
However, a divide between the two surfaces appear when research suggests that there is an
interaction between the two to formulate the end result of improved levels of social interaction.
MINDFULNESS IN THE WORKPLACE 26
Nonetheless, there appears to be a progressive nature of advancement towards improved social
interaction styles and increased relationship satisfaction. To start the enrichment of EQ, allows
for the psychological ability to understand and cope with stressors, thus providing insight on the
ability to cope with deteriorating stressors through a healthy and adaptable mindset. The
development of EQ can then be applied in the motivational context of self-regulation in efforts to
align with the true self, as discussed earlier. The increased self-regulation is then observed
through increased efforts, in order to sustain the alignment of the external self with the true self.
These efforts are associated with improved job performance and highly sought after by
employers; however, the efforts run deeper than the cosmetic benefits of mindfulness, throughout
the training of mindfulness cognitive pathways are being developed in order to maintain and
sustain mindful thought over a long period of time (Shapiro, 2007). Research suggests that the
elements of mindfulness lead to the development of the cognitive pathways, which result in an
increased effort through mindfulness and engagement (Shapiro, 2007). In terms of
acknowledgment, the engagement and integration of mindfulness to the external world and
interpersonal relationships can be directly observed through the improvement of interaction
styles and the quality of relationships on both a work and personal level. Thus suggesting a
connection of the various benefits of individual awareness and observation to a wide breadth of
stimuli to benefit social interaction.
Experience. The internal action of experience comes into play through observation and
presence trained through mindfulness. These elements work in accordance to allow for an
observation of the present moment’s external events in a mindset free of judgment (Hülsheger et
al., 2013). Research suggests that numerous benefits of mindfulness can be traced back to the
action of experience, such as increased job performance, resilience, and improved physical
MINDFULNESS IN THE WORKPLACE 27
health (see Appendix A, Figure 1; Dane & Brummel, 2013; Shapiro, 2007; Kroon et al., 2015;
Bajaj & Pande, 2016; Carver & Scheier, 1981; Brown et al., 2007; Kabat-Zinn et al., 1985;
Davidson et al., 2003). Through the examination of the integration of I-O and positive
psychology, it appears that these benefits work together to establish variables of improvement
that are capable of improving an individual’s physical health, specifically an individual’s
perception of physical health.
Observation in relation to the construction of the improved physical health is rather
modest in comparison to the unity of both observation and presence through experience.
However, sensory monitoring is a useful tool that links observation directly to a perceived
improvement of physical health through experience (Kabat-Zinn et al., 1985). The focus of the
mind in this form of treatment creates positive effects of observation on a negative experience of
life, thus improving the perception of that experience. This form of observation does not appear
to be directly linked to improved performance; however, it does increase the physical health
element of the quality of life, which could be measured as a form of performance.
Presence through experience in relation to physical health does endure qualities of
individual resilience in the face of adversity. For example, sensory monitoring is a relatively
intense form of treatment due to the adverse nature of emphasis on the experience the pain rather
than the avoidance of it (Kabat-Zinn et al., 1985). Experience of the present pain is a learning
process, in the fact that the pain does not necessarily decrease; your perception of the pain
simply adapts resilience to the present pain. In this sense, presence is trained as a tool to connect
the mind and body in order to impact physical health.
Although observation and presence have simple ties to the improved physical health, they
work collectively to establish variables of improvement that are capable of improving an
MINDFULNESS IN THE WORKPLACE 28
individual’s physical health, both physically and mentally. The improved and adapted resilience
within the individual through presence is a direct barrier to protect the individual physically and
mentally from the demands of the workplace and pressures to perform. Observation can be
associated with attentiveness to the stressors, while assisting in the balance of work and personal
life. Both presence and observation through experience work to bridge the gap of individual and
work stress through a united solution of mindfulness that trains the mind to experience the
impact of external elements on the perceived physical health.
Discussion
The effects and benefits of mindfulness-based training programs in the workplace reveal
an interconnected relationship between the quality of work and personal life of the employee,
suggesting that the individual development of awareness, observation, and presence on a
personal level are later implemented and used as resources to enhance employee engagement and
effectiveness. Thus, the training of mindfulness would yield the benefits of increased employee
motivation, EQ, job performance, and resilience to the employer, and the personal advancements
of well-being, physical health, and social interaction to the individual (Kroon et al., 2015;
Levesque & Brown, 2007; Charoensukmongol, 2014; Brown & Ryan, 2003; Langer, 1989;
Schutte & Malouff, 2011; Houghton et al., 2012; Dane & Brummel, 2013; Shapiro, 2007; Bajaj
& Pande, 2016; Carver & Scheier, 1981; Brown et al., 2007; Kabat-Zinn et al., 1985; Davidson
et al., 2003). The desired effects of mindfulness for employees and individuals suggest a
probable solution in the application of mindfulness-based training programs in the workplace to
develop an endless resource of ease and ability placed within the employees themselves.
Mindfulness offers a safe and reliable resource to bridge the gap between the quality of work and
personal life, through actions of acceptance, acknowledgement, and experience. The training of
MINDFULNESS IN THE WORKPLACE 29
mindfulness results in a newfound balance of engagement and effective control of external
stressors (e.g., long hours, unrealistic job expectations, and too heavy a work load) through
enhancements, such as improved resilience. In both the work and personal life setting,
mindfulness allows for the training of an individual resource to combat occupational and life
stressors, while offering personal enhancements in order to improve the overall quality of life.
Implementation of the training of mindfulness in the workplace, offers an end result larger than
the cultivation of an engaged and effective workforce, it offers individual employees an
opportunity to improve their mental capacity and health for long-term benefits of life and the
organization.
As the study of mindfulness progresses, an investigation of the key components of
mindfulness-based training programs and practice needs conducted in order to identify and
measure areas of effect and improvement. Future study should aim to identify and adjust the
various types of mindfulness-based training programs, accordingly to match the workforce in
terms of ability and preference of practice. Additionally, moving forward the study of the
implementation of mindfulness in the workplace’s impact on the employee and as an individual
should be an area of study, due to the personal revelations and connections found in the training
of mindfulness. These areas of study and identification would allow for the future designs and
application of such programs to be adjusted as custom models for the need of the employees as
the workforce and the organization as a whole.
MINDFULNESS IN THE WORKPLACE 30
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MINDFULNESS IN THE WORKPLACE 36
Appendix A
Figure 1. Demonstrates the effects of mindful ability through the three elements of action (acceptance, acknowledgment, & experience) learned through the training of the three main components of mindfulness (awareness, observation, & presence), which are observed through the four main factors of the quality of work life (motivation, emotional intelligence, job performance, and resilience) and connected to the three main factors of the quality of personal life (well-being, physical health, & social interaction); all of which encompass elements of employee and individual engagement and effectiveness.