On Being Happy or Unhappy1

The psychological condition of being happy is best understood as a matter of a person's emotional condition. I elucidate the notion of an emotional condition by introducing two distinctions concerning affect, and argue that this “emotional state” view is probably superior on intuitive and substantive grounds to theories that identify happiness with pleasure or life satisfaction. Life satisfaction views, for example, appear to have deflationary consequences for happiness’ value. This would make happiness an unpromising candidate for the central element in a theory of well‐being, as it is in L. W. Sumner's work. Yet on an emotional state conception, happiness may prove to be a key constituent of well‐being. the emotional state view also makes happiness less vulnerable to common doubts about the importance of happiness, and indicates that mood states are more important for well‐being than is generally recognized.

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ANALYSIS OF WORK GROUP PRODUCTIVITY IN AN APPLIED SETTING: APPLICATION OF A TIME SERIES PANEL DESIGN

We provide a demonstration of a time series panel analysis applied under typical field research conditions characterized by (a) a small number of groups (b) all of which experience an intervention (thus there is no traditional control group), and (c) perform noncomparable tasks. The time series techniques allow a direct test of Naylor, Pritchard, and Ilgen's (1980) theory of behavior in organizations applied to work group productivity in a large-scale study of work groups conducted by Pritchard and colleagues (1989). The responses of 5 work groups to priority scores for 37 indicators of productivity over 23 months were used to predict month-by-month changes in productivity for each of the 37 group products. The results show that group productivity improvements can be explained by feedback including priority scores derived from nonlinear contingency functions of the productivity indicators. Furthermore, groups differed in their response to priority feedback. Goal setting positively affected productivity gain consistently across work groups, after the effects of priority feedback and the interaction of work groups with priority feedback were accounted for. Implications for group performance strategies and appropriate applications of the time series panel analysis are discussed.