10306_Mindfulness as an organisational investment for employee performance

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Mindfulness as an Organisational
Investment for Employee Performance in
Ireland and the United States

Dissertation submitted in part fulfilment of the requirements
for the degree of
Master’s in Business Administration
at Dublin Business School

Beth Lee

Master’s in Business Administration

2018
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Declaration

Declaration: I, Beth Lee, declare that this
research is my original work and that it has
never been presented to any institution or
university for the award of Degree or Diploma.
In addition, I have referenced correctly all
literature and sources used in this work and this
this work is fully compliant with the Dublin
Business School’s academic honesty policy.

Signed: ____Beth Lee_______________
Date: ___20/08/2018__________________

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Table of Contents
Declaration…………………………………………………………………………….………….2
Acknowledgements…………………………………………………………………….…………5
Abstract………………………………………………………………………………….………..6
CHAPTER I INTRODUCTION……………..……………………………………………….…..8
1.1. Foundations…………………………………………………………………………………..8
1.2. Motivation Overview ………………………………………………………………………..12
1.3. Objectives of the research ……………………………………….…………………………14
1.4. Research Questions ………………………………….……………….…………………… 16
.
CHAPTER II – LITERATURE REVIEW………………………………………………………18
2. Literature Introduction………………………..……………………………………………….18
2.2 Mindfulness for Employee Empowerment…………………………….…………………….19
2.3 Mindfulness for High-level Employee Performance…………………………………..…….21
2.4: Mindfulness and Employee Health…………………………………………………………23
2.5 Organizational Culture in U.S. and Irish Industries………………………………………….25
CHAPTER III – RESEARCH METHODOLOGY………..….…………………………………32

3.1 Methodology Introduction …………………………………………………………………..32
3.2 Research Design ………………………….……………..…………………………..………34
3.2.1 Research Philosophy ……………………………….………………………………………35
3.2.2 Research Approach …………………………………….………………………………….35
3.2.3 Research Strategy ………………………………….………………………………………36
3.2.4. Sampling – Selecting Respondents ………………………………………….…………….39

3.2.4.1 Questionnaires……………………………………………………………………..41

3.2.4.2 Interviews…………………….……………………………………………………41
3.4. Data Collection & Analysis Procedures …………………………………………………….42
3.5 Research Ethics ……………………………….……………………………………………..44
3.6 Limitations of Methodology …………………………………………..…………………….45
CHAPTER IV – DATA ANALYSIS AND FINDINGS………………………….……………..46

4.1. Introduction……………………………………………….…………………….……………46
4.2. The questionnaire………………………………………………………………….…………48
4.2.1 Results of Survey Questionnaire……………………………………….……………48
4.3 The Interview…………………………………………………………………….…………..58
4.3.1 Respondent A………………………………………………..………………………58
4.3.2: Respondent B …………………………………………………..…………………..64
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4.3.3: Respondent C…………………………………………………………………….……….69
CHAPTER V – DISCUSSION……………………………………………….………………….71

CHAPTER VI – CONCLUSION AND RECOMMENDATIONS………..……..……………..73

REFERENCES ………………………………………………………………………………….76
APPENDICES……………………………………………………………………………………84
APPENDICE A – REFLECTIONS……………………………………..….……………………84
Appendice B- Sample Questionnaire…………………………………….…………..…………..85
Appendice C- Semi-Structured Interview with Managers……………………………………….86
Appdenice D- Information Sheet for Participants………………………………………………..87
Appendice E- LinkedIn Request Information Posting for Survey Participants……………………88
List of Figures……………………………………………………………………………………89

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Acknowledgments

There are so many people both in my professional and my personal life whom I would
like to thank for their inspiration and support which kept me encouraged with my MBA
programme and my dissertation. First, I would like to thank my parents who provided me the
foundation and guidance to inspire me to pursue this coursework. Their belief in my abilities has
been profoundly helpful throughout my studies and in all areas of my life. Though they reside
back in the United States, they were always a phone call away to provide any encouragement and
care as well as advice about any struggle. My father, who is an MBA, was particularly helpful
with his own expertise and advice which helped keep me encouraged and informed. I would also
like to thank my partner, Kevin, who always provided me a sympathetic ear as well as advice
and even a helpful second pair of eyes and ears to bounce my ideas off of in my development of
this project. He tirelessly helped make sure I was fed and pushed me up whenever I doubted
myself not only with my commute to attend DBS by taking the train from Galway every day, but
also to always tell me he believes in me and my ability to succeed. I always told me he was
proud of any steps I made during this course and he was patient that my time was not always my
own when it came to my focus to work on my dissertation as a full-time job. Finally, I would like
to thank a former colleague of mine who recently passed away. She introduced me to the concept
of Mindfulness and its use in our own personal mental well-being. She encouraged my own
research on this topic and she truly lived a mindful life in the pursuit of peace and tranquility.
Finally, I do thank my own self and spirit for never giving up and letting fear, even fear of the
unknown, win and never letting itself be greater than my own purpose and dream.

Finally, a very special thank you to my late Grandmother Mary Lee who taught me
everything that goes into be a strong woman and a strong person and to never settle less than
what you deserve and where you belong in life.

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ABSTRACT

This research project attempts to look at the secular use of Mindfulness as a potential
organizational investment for Irish and U.S. companies to promote a high level of employee
performance. For organisations to remain productive and competitive, they need a high level of
employee performance as this translates to organization product quality and company reputation
in a competitive market in any industry. This project will specifically assess how Mindfulness
specifically is a strategy to promote employee performance and how it could be a worthwhile
organizational investment which will benefit the organisation in a clear Return on Investment
(ROI) based on a noticeable increase in the level of employee performance after the
implementation of Mindfulness.
Current research suggests that “mindfulness trainings have been shown to reduce the
extent to which employees experience emotional exhaustion in their jobs” (Hyland, Lee & Mills,
2015, p.579). What is curious to know is how effective Mindfulness training, which harnesses
intrinsic motivation characteristics, is more effective than other forms of motivation such as
extrinsic monetary rewards. Many strategies are currently being used to promote employee
performance such as bonuses and monetary incentives. What will also be assessed is how
Mindfulness could be a preferred and easily executable strategy to promote employee
performance and a worthwhile organisational investment. Stress Management is important to
manage to help cultivate a high level of employee performance. A report published by the
American Psychological Association in 2014 stated that “Sixty-seven percent of Americans
report experiencing emotional symptoms of stress, and 72% report experiencing physical
symptoms” with between 80-83% of American workers expressing feelings of stress (Hyland,
Lee, and Mills, 2015, p.589) According to the Irish Examiner, “82% of Irish workers are
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suffering from stress” (Percieval, 2015, par.6). Consequently, stress and stress management is an
issue for many people in both Ireland and the United States with very nearly the same employee
stress rate, so it is worth paying attention to in order to see how organisations in both of these
countries can harness a high level of employee performance due to their similarities. In addition,
many of the organisations in the United States also share a headquarters in Ireland with
companies such as Google and Microsoft among them. Thusly, discussing Mindfulness and how
it may be applicable in industries in both of these countries is not without merit.
Today, organisations in any industry are in a highly competitive economic climate. It is
essential that an organisation provide the best-suited workforce to produce the best service or
product for its client to remain competitive. Every organization would benefit from
understanding what promotes a high level of performance from its employees because “the
performance of employees is the most important factor that affects the success of institutions. In
fact, some scholars have pointed out that motivation is a prerequisite for an effective social and
economic activity” (Sergio, Luis & Arriaza, 2016, p.3). A well-rounded employee that is
properly motivated to perform at a high level is an investment for any organisation who will reap
the rewards from this motivation. What is interesting to note is how intrinsic motivation tools
such as Mindfulness could be an effective and even preferable strategy to harness a high level of
employee performance.
Stress-related employee issues is a relevant and important issue to explore and the cost
associated with employee burnout and turnover is worth looking into theories of how these
employee issues might be assuaged. Management and Human Resources can “simultaneously
influence firm performance through enhancing employees ’human capital (e.g., educational
level, job-specific knowledge and skills), motivation (e.g., commitment, trust), and opportunities
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to contribute (e.g., involvement, empowerment, information sharing) (Oh, Blau, Han & Kim,
2017, p.354). In short, investing in effective avenues to promote their employee’s performance
will benefit the organisation.
In the pursuit of this issue, what will be explored in this project is the modern and secular
use of Mindfulness and its potential benefit dealing with employee stress and motivation as well
as how that might translate to assisting in an organisation’s overall bottom line through employee
performance due to empowerment. In addition, what will be explored is how Mindfulness could
even lower the rate of employee health-related claims which does benefit the overall bottom line
and investment of any organisation. The findings will look explore what has been proposed in
the research questions and recommendations will be made on how Mindfulness might be an
attractive organisational investment with a valuable return.
Key words: Mindfulness, employee performance, high performance, motivation,
management, management challenges, employee development, human resource management,
extrinsic motivation, intrinsic motivation, Irish, United States
CHAPTER I – INTRODUCTION
1.1.
Foundations
Companies utilize many strategies in order to boost morale and overall productivity and
loyalty within their organizations. Mindfulness is a strategy modernized by Jon Kabat-Zinn at the
Center for Mindfulness at the University of Massachusetts which promotes positivity, presence,
and to live without judgment (Akin & Akin, 2015). Mindfulness requires people to be present in
the moment without judgment (Center for Mindfulness 2017). According to Jon Kabat-Zinn,
Mindfulness requires awareness and presence in the present and to quiet the mind from external
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noise (Center for Mindfulness, 2017). Jon Kabat- Zinn was a postdoctoral medical student at the
University of Massachusetts Medical School when he connected the idea of Mindfulness with
benefits that go beyond just personal vocation. He developed the concept of Mindfulness at work
and a secular approach to Mindfulness which separated it from the original Buddhist foundations
to reach a broader audience who might be more receptive to a secular approach (Hyland, Lee &
Mills, 2015). Over time, formal Mindfulness programmes were created for personal and
professional use.
One programme, known as the MBSR at the University of Massachusetts, is a developed
8-week programme teaching the facets of Mindfulness for use and for certification for instruction
in any sphere. Kabat-Zinn originally developed the secular use of Mindfulness during medical
school as a possible solution to help assuage the pain of patients when traditional medicine could
not provide solace (Hyland, Lee & Mills, 2015). Currently, over the last 35 years, MBSR has
been successful in helping participants see significant reductions in pain, stress, anxiety, and
other symptoms and conditions. Since then, over 600 people have been trained to teach MBSR
globally, and over 20,000 people have taken the program at the UMass Center for Mindfulness
alone” (Hyland, Lee & Mills, 2015). Jon Kabat-Zinn purported that mind wandering has a direct
impact on employee performance. He developed a brief list of the Mindfulness tenants which,
with the strategy that works well for the individual and situation, may result in the desired
outcome. The list follows below:

Mindfulness Tenants
1. Nonjudging: being an impartial witness to your own

experiences without premature conclusions

2. Patience: letting things unfold in their own time

3. Beginner’s mind: being receptive to new possibilities
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4. Trust: developing a basic trust in yourself and your
Feelings

5. Not striving: paying attention to how you are right
now however that is

6. Accepting: seeing things as they actually are in the
Present

7. Letting go: letting go is a way of letting things be, of
accepting things as they are.

Figure 1: Mindfulness (Grecucci, Pappaianni, Siugzdaite, Theuninck, & Job, 2015)

This strategy, which may be useful for all parts of a person’s life, is argued to be
particularly useful for the professional work environment to make sure employees are engaged,
productive, and are personally motivated to do the job. The motivation of an employee is vitally
important to the success of the organisation.
Current research indicates that the use of mindfulness can prove a beneficial tactic for
organisations to promote the performance of its employees (Centre for Mindfulness, 2017). The
focus would be to argue that specific and consistent use of Mindfulness is a worthwhile
investment for organisations who aim for the future. By utilizing strategies for a more content
and happy workforce, organisations are more likely to retain employees as well as promote their
high performance. The practical benefits are to promote a more productive workforce and
productive work environment which is beneficial to both organisation and individual.
Potentially, the cost of employee benefits to organisations may be reduced due a reduction in
stress-based claims with the adoption of mindfulness and for the company as a whole to obtain
competitive advantage. Before delving into how Mindfulness can be potentially useful in an
organisation’s corporate culture, what must be examined is what practical ways companies are
currently using Mindfulness to show how this could possibly be replicated:
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 Deep breathing exercises
 Short meditations
 Short walking breaks
 Remove oneself from electronic devices for 10 minutes
 Make a short entry into a personal journal
 Use a timer to gently ring at intervals to take a break from work and relax
Any of the above strategies are simple ways organisations can quickly incorporate small
aspects of Mindfulness into their organizational culture. Later, research will demonstrate that in-
depth training of Mindfulness has shown to have a different level of effect than the quick fix
remedy demonstrated here. However, this shows that an organisation can use Mindfulness
without losing significant time from employee production. Deep breathing exercises involve
slowly breathing in an out often with the individual’s eyes closed and with no other distractions.
This can be done for any length of time and is meant to quiet the mind on just the slow deep
breathing. Short meditations can take place in any situation and can be at the individual’s desk,
while performing another Mindful task such a deep breathing, and can be as short as 5-10
minutes. Short walking breaks can take place inside the office or just outside but it involves the
individual getting away from their work for 10 minutes and can be done in conjunction with
another Mindful exercise such as breathing or meditation. Another tactic, such as removing the
individual from all electronic devices for 10 minutes can be a quick way to unplug and reset
which can be particularly useful for occupations where the individual has to sit in front of a
computer screen for a significant amount of time. A unique strategy is a personal journey which
can be written or typed in which the individual simply writes down how they are feeling at the
moment or a chosen topic which they can focus on to write about just for 10 minutes. Finally,
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timers such as the Pomodoro timer can be another tactic where a bell rings at intervals to remind
the individual to take a break from work for a few minutes to recharge. All of these activities can
be done all together or individually and for any chosen amount of time.
The focus of this research is to look at employee performance in Irish as well as U.S.
industries to see trends and needs such as stress or performance-related issues and what strategies
are currently being used to assuage this concern. Motivation in a job setting can take many forms
usually focused on either extrinsic or intrinsic motivation tactics. Extrinsic focuses on the
immediate reward from an external source for the employee to be motivated to perform. Intrinsic
motivation looks at cultivating the internal motivation within the employee to perform at a high
level without the need for external encouragement. What will be looked at is how the intrinsic
motivation tactic of Mindfulness as a strategy is a potential worthwhile organizational
investment for United States and Irish industries based on the current trends and needs examined
through secondary and primary research in this project.
1.2 Motivation Overview
Employee motivation is important for any organization. However, there are many schools
of thought of what is the most effective strategy to use for an organization. For example, the
F.W. Taylor ideology looks at the economic man who is motivated primarily by a monetary
incentive to get the job done. (Masterson, 2018). Other theorists such as Maslow has a hierarchy
of needs and that, when the basic needs are met, then the higher order needs can be sought and
satisfied to obtain full realization and satisfaction through motivation. So, if the monetary
compensation is satisfactory, then the other concerns such as social rapport with colleagues and
the desire to believe in what the employee does can be sought after. In addition, Herzberg
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indicates that motivation is based on growth and advancement versus the basic human needs
such as salary (Masterson, 2018). So, it is clear to see that motivation and what motivates an
employee has long been up for debate. However, all theories adhere to the expectancy theory
concept wherein motivation equals value of action, carrying out the action, and the expected
outcome of action put together. (Masterson, 2018). So, the use of Mindfulness, whether best
suited for the Irish and United States workplace or not, should adhere to the expectancy theory to
even wager consideration. An employee must be motivated to do their job, so what motivates
them can vary with effectiveness.
Some employees are motivated simply by the paycheck while others need other drives
such as a belief that what they are doing makes some empirical difference in the world.
Mindfulness does not answer the needs of all levels of motivation, so what will be examined is
how it can be useful or not based on the needs of an organisation. In addition, what can be
argued is that the expectancy theory should work both ways in that to incorporate a strategy such
as Mindfulness should have the desired outcome for an organisation as well for the organisation
to be motivated to continue to invest in its use. What will be examined is to what extent
Mindfulness adheres to the higher-level long-term intrinsic motivation theory that successfully
and effectively motivates and employee to perform at a high level and is beneficial for the
company to invest in this motivation strategy.
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Figure 2: Maslow’s Hierarchy of Needs (Business Case Studies.UK. 2018)
1.3 Objectives of the research
The research will demonstrate how Mindfulness can possibly be used as a successful
organisational investment for both the employee and the organisation. The research will look at
the organisational culture in both Ireland and the United States as well to assess its current
culture for the possible implementation of Mindfulness as an organisational strategy. In addition,
research will also discuss specific organisations and how useful Mindfulness has been to
promote employee performance to examine its possible use industry-wide in both nations. The
research will assess how Mindfulness can be a useful and a worthwhile organisational
investment to promote a high level of employee performance. Secondary and primary research
will delve into how Mindfulness is currently used in some manner in companies or how it could
be a useful addition to the corporate human resource strategy given the current organisational
culture employee/managerial climate in both Ireland and the United States.
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There are objectives which will be explored to provide aide to the project to address the research
questions.
The objectives are:
1. Consider employee motivation in organisations and how Mindfulness can practically and
realistically fit as an employee motivation strategy in Ireland and the United States.

Mindfulness is not a currently widely used corporate strategy for employee development
but what should be explored is its potential benefit. What will be assessed is if
Mindfulness is a complete enough strategy to realistically be implemented into an
organization as a stand-alone strategy that is tangible and realistic enough for an
organization to use as its primary strategy to promote employee performance in Ireland
and the United States.

2. An organisation’s benefit of employee performance and engagement through an effective
motivation strategy like Mindfulness.

What is important to examine is how the organisation itself benefits from an investment
in a highly complex and varied strategy which may be different from its current strategy.
Motivation is important in an organisation to promote employee performance but what is
worth noting is how an organization as a whole benefits from the use of Mindfulness.
What should be assessed is how Mindfulness fits as a legitimate motivation strategy that
can be easily implemented into organisational culture.

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3. Consider what organisations currently do to cultivate a high level of performance from its
employees to compare the usefulness of Mindfulness as a preferable strategy.
Many organisations operate using extrinsic motivation strategies while others do
not have any standard motivation procedure with which to follow. What is important to
examine here is how effective an organisation’s current strategies are to see how
Mindfulness as a strategy might be beneficial to either replace a current strategy or used
in conjunction with other organizational strategies. What will be looked at here is the HR
motivation byplay of intrinsic versus extrinsic motivation theories and what that produces
as far as results for a high level of employee performance especially over the long term.
1.4. Research Questions
1. Is Mindfulness a useful and tangible organisational investment to produce real employee
performance results for its employees in Irish and U.S. industries?
Mindfulness, founded by John Kabat-Zinn, is a holistic tool that has been used in
personal as well as in professional and educational spheres. The point is if mindfulness
can be replicated to go across any industry in Ireland and the United States and if the
tools or tactics that are proposed to be used are actually feasible. What is also important
to look at is the investment of Mindfulness specifically and if any potential cost of it is
worth it based on actual outcomes and real results. It would have to be measured either
by management or by a third-party audit how the implementation of mindfulness helps
employees perform better at their jobs.
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2. How does Mindfulness successfully promote employee performance and engagement for
the benefit of the organization?
The issue with mindfulness is how it specifically can be measured to show that it
promotes employee performance and engagement and that this engagement benefits the
organization. Is there a higher level of performance and engagement and how can this be
assessed? It is important for the assessment to also be made clear so there are proper
checks and balances for how Mindfulness is useful for both the employee and the
organisation.
3. How does Mindfulness compare to other employment engagement methods (ie. extrinsic
motivation techniques such as pay incentives) to promote employee performance?
Many organisations already use employee engagement methods or performance promotion
methods. What should be assessed is how Mindfulness is a preferred tactic versus the other
tactics to promote long-term high level employee performance. For example, many companies
use monetary incentives which they argue promotes performance. However, could Mindfulness
be more useful than this tactic, and, if so, how could this replacement of the monetary incentives
be even more attractive to lower the organisation’s bottom line? Since the use of Mindfulness
does not involve the employee acquiring more money or some other material gain or even
additional paid leave, what is interesting to investigate is if even after all of that that Mindfulness
is as effective as or even more effective than the traditionally used extrinsic motivation tactics.
4. Based on the workplace culture in the United States and in Ireland, how is Mindfulness
an effective tool to use to promote employee performance within industries in Ireland and
the United States?
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The United States and Ireland possess a similarity as both developed countries where its
employees benefit from similar freedoms and liberties. However, these countries have a
differences in terms of basic land mass and population as well as GDP. Despite these differences,
a lot of innovation is going on in both countries which lends itself to a basic desire to earn a
living and still have a good quality of life. What motivates these employees in these two different
countries? Are employees motivated more intrinsically or extrinsically? Based on the motivation
strategies currently used, how is Mindfulness a potentially useful tactic to successfully motivate
its employees to perform at a high level? This will be assessed to see how Mindfulness fits into
the cultural scheme in both of these countries who have their own unique characteristics and
needs.
CHAPTER II – LITERATURE REVIEW

2.1 Literature Introduction
The theoretical research advances that can be had with the research would be to prove the
use of mindfulness to put it in to a practical mindset for organisations and for organisations to
take their own initiatives to promote Mindfulness strategies. According to an article published in
the University of Pennsylvania, “Psychological distress is common in workers, with an estimated
prevalence of about 20%-30% worldwide” which suggests this is a growing and relevant concern
for any industry (Huang, Li, Huang, Tang, 2015, p.2). The research hypothesis indicates that the
inclusion of Mindfulness as a human resource management strategy will promote employee
performance through empowerment which enhances employee health for the benefit of both
employee and employer. As such, themes to be discussed are how Mindfulness promotes
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employee empowerment, a higher-level of employee performance, promotes employee health
which leads to improved performance, and how all of this is a possible vital investment to
organisations in the United States and Ireland.
The following four themes will be explored:
1. Mindfulness for Employee Empowerment
2. Mindfulness for a High-Level of Employee Performance
3. Mindfulness for Employee Health
4. Organisational Culture for Irish and United States Industries
2.2 Mindfulness for Employee Empowerment
Mindfulness is useful for employee empowerment which may help promote employee
performance. Mindfulness attributes itself to intrinsic motivation. Intrinsic is motivation that
comes from the self internally. Extrinsic motivation is reward-based motivation from external
sources. (Lee, 2016). Intrinsic is much more low-maintenance for organisations so they do not
have to continually actively provide the source of employee motivation because the employees
themselves are motivated internally to do their work. Mindfulness is about intrinsic motivation
which leads to empowerment and employee performance. Mindfulness increases self-gratitude
which can translate to self-efficacy (Greeson, Juberg, Maytan, James & Rogers, 2014).
Employees often face difficult tasks, and believing they can complete these tasks and succeed in
their duties is important to promote a high level of performance which mindfulness harnesses.
Individualised empowerment could have to do with the necessary mind frame and
motivation to succeed at a job or task. Ability may have to do with perception of ability which
may be “fragmented by continuous distractions; distorted by our biases, assumptions, and
expectations; and regularly hijacked by our emotional reactivity. Mindfulness is the capacity to
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perceive our world clearly, without adulteration or manipulation.” (Hyland, lee and Mills, 2015,
p.578) Individuals go into a task with a positive or negative assumption based on their previous
experience with tasks or similar tasks which can have a detrimental effect on their ability to
complete the task. In addition, “Mindfulness has been to shown to be impact the prefrontal
cortex which impacts learning, memory, affective processing, emotion regulation, perspective
taking, and facilitating adaptive responses to stress” which can lead to an employee’s belief in
the self or empowerment (Hyland, Lee and Mills, 2015, p.587). Employee empowerment to
perform is a psychological concern and Mindfulness can alleviate this by alleviating stressful
feelings which can also decrease emotional reactivity to situations and approach challenges with
a clear mind (Akin and Akin). A report was released in Germany which stated 51% of employees
felt “burdened” when unable to meet assigned objectives (Orellana-Rios, Radbruch, Kern, Regel,
Anton, Sinclair and Schmidt, 2017). This suggests that employee empowerment is a universal
need in order to feel there is an ability to meet assigned objectives.
Positivity can go a long way with employee empowerment and can help an employee
have the ability to think clearly enough to get the job done (Talbot-Zorn & Edgette, 2016). One
concept of setting a mind frame which can lead to employee empowerment is asking employees
to think about empowering questions such as “if everything works out perfectly for our
organization, what would we be doing in ten years?”—and taking (Talbot-Zorn & Edgette, 2016,
p.4). This puts the employee in an optimistic and open-minded mainframe which can help to
empower the employee to perform job functions. Companies such as Southwest Airlines
practices employee empowerment by giving “employees the flexibility to bend company policy
according to the interest of the customer. This kind of flexibility gives a sense of empowerment
to the employees and allows them to go above and beyond their ability. This will also create a
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challenging environment where employees are allowed to make decisions. It is all about training,
trusting and empowering the employees” ( Schaufenbuel, 2015, p.4). The concept of employee
autonomy within an organisation can be empowering since it can help make an employee feel
positive about their job which can lead to a higher level of performance.

2.3 Mindfulness for High-level Employee Performance
Mindfulness is directly connected to a high level of employee performance. So, utilising
Mindfulness successfully will result not only in an employee performing well but to a high level
of ability. It has been found that Mindfulness leads to an increase in emotional intelligence and
compassion which is a positive for any organisation to end up adopting into its paradigm
(Hyland, Lee & Mills, 2015). Employees who approach their work in a positive light will more
easily perform at a high level. Mindfulness techniques can lead to and promote a high level of
performance especially concerning leadership performance (Ruderman and Clerkin, 2015).
Ideally, employers desire their employees to take initiative and develop leadership skills.
According this research, Mindfulness helps to promote leadership skills which promotes a high
level of performance. Mindfulness has been shown to increase critical thinking skills (Noone,
Bunting & Hogan, 2016). Employees who are able to think critically can perform at a high level
of reasoning and understanding and this is a high level of performance that goes beyond basic
job adequacy functions.
Motivation is a key component to promote employee performance. However, it is argued
which one is more effective: Intrinsic or extrinsic motivation. Mindfulness, since it rests in the
awareness of self and presence, is about intrinsic or internal motivation. However, there other
sources of intrinsic motivation and extrinsic motivation which can be argued is effective or easier
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to replicate than incorporating Mindfulness to promote employee performance.
Extrinsic motivation relates to receiving some external reward or compensation for
performance achievements. This can come in the form of a monetary bonus or other material
prize. This mindset of motivation by external monetary factors or, “economic man” was
pioneered by F.W. Taylor who asserted that clear defined objectives and requirements are met
due to clear reward incentives (Masterson, 2018). So, this can come as a bonus check for saving
the company money or finishing a project early which, according to Taylor, is all that is needed
to remain motivated and on task to continue produce a high level of employee performance.
There is evidence to suggest that “which include high relative pay and commitment to job
security and [there is] evidence to support the link between performance-related pay and
enhanced employee motivation.” (Mitchell, Obeidat & Bray, 2013, p.903). Many organisations
simply use monetary incentives to help motivate its employees to perform well which facilitates
extrinsic motivation. It can be useful but it also can be costly for an organisation.
Intrinsic motivation advocates internal motivation to promote a high level of employee
performance and is not subject to a dependency on external awards or prizes. The Hawthorne
Studies first introduced this concept of a human relations and personal investment in a job
function to be motivated to perform. This way, management is not forced to micromanage its
employees to make sure they fulfill their tasks but rather their employees can be entrusted to
perform at the desired level based on their own accord.
Either school of thought relies on a successful outcome of the Expectancy Theory in
which the task completed produces the desired outcome for the employee in order for the
employee to remain motivated. As with any theory, it is important to note that intrinsic or
extrinsic motivation is individualized and what works for one individual does not necessarily
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work for another. For extrinsic motivation theorists motivation can “involve compensation for
specific forms of labor, as expressed by “a fair day’s work for a fair day’s pay” (McDermott,
Conway, Rousseau & Flood, 2013, p.903). However, this extrinsic school of thought looks at the
long term effect of extrinsic motivation factors to promote employee performance such as though
“the social exchange perspective …that their contributions are valued by offering them
incentives or chances for promotion in the organization” (Inmaculada & Carlos, 2018, p.102).
However, many argue that extrinsic and intrinsic motivation’s effectiveness largely correlates to
the type of task being completed such as ‘‘extrinsic rewards cannot be expected to be very
effective when employees are charged with tasks that require innovation and creativity. In sum,
in our study, HR bundles are not only distinct” (Inmaculada & Carlos, 2018, p.102). It can be
argued that higher-order performance tasks require a different motivation practice to harness
employee performance than lower-order performance tasks.
2.4 Mindfulness and Employee Health
Managing employee health is important to keep employees at their desks and performing
their functions to the highest level of their ability. It has been found that Mindfulness usage can
decrease physiological and psychological concerns such as hypertension, it improves brain
function, and reduces stress for added focus (Hyland, Lee & Mills, 2015). Alleviating or even
eliminating some common health concerns can result in fewer employee sick days and a more
productive organization. Mindfulness teaches techniques to manage stress and emotions which
translates to a more productive employee (Chakravorty, 2017). Physical health is not the only
concern. There is also the psychological health of the employee to consider to alleviate issues
with employees requiring stress leave or other extra benefits due to their stress which causes
them to not be able to perform their tasks. Costs of stress-related employee benefit claims are in
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the millions (Chakravorty, 2017). Organisations need to be practical when considering the costs
of employee benefits and if any of the stress-related benefit claims can be assuaged with the
tactics of Mindfulness. Mindfulness techniques have long been used by practitioners to help their
patients relieve themselves from a host of illnesses (Hyland, Lee & Mills, 2015). Mindfulness
empowers the employee to take charge of their own mental health which can help reduce some
physical symptoms and help promote their overall employee empowerment and performance.
According to the Harvard Business Review, “health care expenditures at high-pressure
companies are nearly 50% greater than at other organizations” (Pazzanese, 2016). The American
Psychological Association (APA) asserts that that workplace stress translate to more than $500
billion cost to the U.S. economy. Furthermore, the article also indicated that “Sixty percent to
80% of workplace accidents are attributed to stress” (Pazzanese, 2016). The cost of employees
who are stressed is significant which is estimated to add up to $150 billion a year [in the U.S.] which comprises health care, absences, and performance issues. (Hyland, Lee & Mills, 2015).
Comparably, “Work-related mental health issues can cost the British economy up to £26 Billion
per year” and it is further noted that work-related stress equates up to 40% of work-related
illnesses (Gordon, Shonin & Zangeneh & Griffiths, 2014, p.130). It may stand to argue that
Ireland’s cost must be substantial as well with their own numbers reported from these two
countries. The benefits of Mindfulness have been assessed and it has been reported that
Mindfulness “can improve emotional disorders and negative mood and reduce physiological
responses such as skin conductance and amygdala activity” (Liang, Brown, Ferris, Hanig, Lian,
& Keeping, 2018, p.282). This indicates there is some scientific medical basis to the usefulness
of Mindfulness on the overall health of an individual. According to ISE Magazine on the Human
Resource use of Mindfulness, after the inclusion of Mindfulness, “the costs of patient care
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decreased by $100 per patient, reversing a trend of increasing costs.” (Chakravorty, 2017, p.28).
Mindfulness has been shown to decrease “blood pressure (both systolic and diastolic) [and] it
can improve not only their blood pressure but also their breathing rate and heart rhythm as
compared with a control group” (Hyland, Lee and Mills, 2015, p.585). In addition, it has been
reported to assist with “chronic pain and a reduction of symptoms of rheumatoid arthritis,
multiple sclerosis, fibromyalgia, psoriasis, and even HIV (Hyland, Lee and Mills, 2015).
Mindfulness has been shown to provide “a significant decrease in experienced stress levels”
(Hyland, lee and Mills, 2015, p.585). As it stands, Mindfulness as an organizational investment
may be worth considering due to these findings.
2.5 Organisational Culture for Irish and U.S Industries

The organizational culture of Irish and U.S Industries is varied, but many are taking steps
towards a Mindfulness approach within their work environment. Many U.S. companies have
built mindfulness concepts within their management strategy while Ireland has enacted several
steps to embrace the concept of employee mental health on the job for the betterment of the
organisation and workforce as a whole. It might be conceivable to see how Mindfulness could
spread into the organisational culture for all industries in Ireland and the United States based on
the current trends and steps they have already taken.
According to the Irish Congress of Trade Unions (ICTU), often the issue of mental health
issues on the job, including stress-related issues, are often hidden by employee due to the fear of
stigma and fear of losing one’s livelihood (ICTU, 2018). However, stress is an increasing
concern for industries and the cost of ignoring or continually stigmatizing an employee who
complains of stress does not lead to the success of a company or its management (ICTU, 2018).
The Health and Safety Authority (HSA) in Ireland has recently developed into this issue in its