Business managers need to develop the happiness and passion of their employees in order to improve a brand.

That's according to marketing expert Rob Markey writing for Harvard Business Review, who suggests that managers, like those in interim management jobs for example, need to engage true happiness in employees.

Faux-happiness, such as increased pay, free lunches or more time off are all well and good, claims Markey, but outline a degree of contentment, which harbours complacency. True happiness evolves into "real, sustained" benefit for a firm.

In order to achieve this happiness, managers need to note the "only route to employee happiness that also benefits shareholders is through a sense of fulfilment resulting from an important job done well".

This can include direct positive feedback from customers, employee focus groups and employee satisfaction surveys. In addition, delegating so called 'boring' jobs to high performance workers can turn work into challenging experiences, reports Money Control, which can also reinvigorate the workplace.

"Loyal, passionate employees bring a company as much benefit as loyal, passionate customers. They stay longer, work harder, work more creatively, and find ways to go the extra mile. They bring you more great employees. And that spreads even more happiness - happiness for employees, for customers, and for shareholders," explains Markey.

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