Happiness and Prosocial Behavior: An Evaluation of the Evidence

Lara B. Aknin; Ashley V. Whillans; Michael I. Norton; Elizabeth W. Dunn

Chapter | World Happiness Report | 2019

Happiness and Prosocial Behavior: An Evaluation of the Evidence

by Lara B. Aknin, Ashley V. Whillans, Michael I. Norton and Elizabeth W. Dunn

Abstract

Humans are an extremely prosocial species. Compared to most primates, humans provide more assistance to family, friends, and strangers, even when costly. Why do people devote their resources to helping others? In this chapter, we examine whether engaging in prosocial behavior promotes subjective well-being, which encompasses greater positive affect, lower negative affect, and greater life satisfaction. Next, we identify the conditions under which the well-being benefits of prosociality are most likely to emerge. Finally, we briefly highlight several levers that can be used to increase prosocial behavior, thereby potentially increasing well-being.

Keywords: happiness; volunteering; charity; prosocial behavior; Happiness; Welfare or Wellbeing; Behavior;

Format: Electronic

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Citation:

Aknin, Lara B., Ashley V. Whillans, Michael I. Norton, and Elizabeth W. Dunn. "Happiness and Prosocial Behavior: An Evaluation of the Evidence." Chap. 4 in World Happiness Report, edited by John F. Helliwell, Richard Layard, and Jeffrey D. Sachs, 67–86. New York: Sustainable Development Solutions Network, 2019.

When it comes to our to-do lists, many of us prioritize checking off tasks that are easiest to complete or are due first, regardless of importance – a phenomenon that scholars describe as the “mere urgency” effect. This tendency becomes stronger the busier we are. But constantly prioritizing urgent tasks means that important tasks that have no urgent deadline (such as updating your resume or doing creative work) get pushed aside for later and later. Some just never get done. When we fail to do what’s important, often what matters most to us, we feel stressed, overwhelmed, and unmotivated— and firms are less productive. Research suggests managers can help employees combat the tendency to put off for tomorrow what isn’t due today: have employees set aside proactive time for work that is important but not urgent.

Firms are increasingly giving consumers the vote. Eight studies demonstrate that when firms empower consumers to vote, consumers infer a series of implicit promises—even in the absence of explicit promises. We identify three implicit promises to which consumers react negatively when violated: representation (Experiments 1A–1C); consistency (Experiment 2), and non-suppression (Experiment 3). However, when firms honor these implicit promises, voting can mitigate the disappointment that arises from receiving an undesired outcome (Experiment 4). Finally, Experiment 5 identifies one instance when suppressing the vote outcome is condoned: when voters believe that the process of voting has resulted in an unacceptable outcome. More generally, we show that procedural justice plays a key mediating role in determining the relative success or failure of various empowerment initiatives—from soliciting feedback to voting. Taken together, we offer insight into how firms can realize the benefits of empowerment strategies while mitigating their risks.

Over the last two decades, global wealth has risen. Yet, material affluence has not translated into time affluence. Instead, most people today report feeling persistently “time poor”—like they have too many things to do and not enough time to do them. This is critical because time poverty is linked to lower well-being, physical health, and productivity. For example, in our analysis of 2.5 million Americans, subjective feelings of time poverty had a stronger negative effect on well-being than being unemployed. However, individuals, organisations, and policymakers often overlook the pernicious effects of time poverty. Billions of dollars are spent each year to alleviate material poverty, while time poverty is often ignored or exacerbated. In this Perspective, we discuss the organisational, institutional, and psychological factors that explain why time poverty is often under appreciated. We argue that scientists, policymakers, and organisational leaders need to devote more attention and resources toward understanding and reducing time poverty to promote psychological and economic well-being.

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Happiness and Prosocial Behavior: An Evaluation of the Evidence

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