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Psychology, 2015, 6, 201-209
Published Online February 2015 in SciRes. http://www.scirp.org/journal/psych
http://dx.doi.org/10.4236/psych.2015.63019
How to cite this paper: Yuan, L. (2015). The Happier One Is, the More Creative One Becomes: An Investigation on Inspira-
tional Positive Emotions from Both Subjective Well-Being and Satisfaction at Work. Psychology, 6, 201-209.
http://dx.doi.org/10.4236/psych.2015.63019
The Happier One Is, the More Creative One
Becomes: An Investigation on Inspirational
Positive Emotions from Both Subjective
Well-Being and Satisfaction at Work
Leo Yuan
Department of Fashion Imaging, Mingdao University, Changhua, Taiwan
Email: leoyuan@ms4.hinet.net
Received 25 January 2015; accepted 9 February 2015; published 12 February 2015
Copyright © 2015 by author and Scientific Research Publishing Inc.
This work is licensed under the Creative Commons Attribution International License (CC BY).
http://creativecommons.org/licenses/by/4.0/
Abstract
The main purpose of this research is to show that positive thinking, from subjective well-being
and job satisfaction, will greatly enhance inspirational experience. The target participants are 180
designers in Taiwan from two design associations. They are among the top 15 design associations
in Google search. According to the findings, both subjective well-being and job satisfaction are
highly correlated with creative inspiration. Furthermore, intrinsic satisfaction of a job is highly
correlated with inspirational experiences, while having a psychological well-being seems to have a
positive correlation with inspiration. The two kinds of correlation mentioned above indicate that
creativity and inspiration have a close relationship with our emotional responses, which means
that the happier an employee feels, and the better well-being s/he has, the greater is the probabil-
ity that s/he will generate creative ideas.
Keywords
Inspiration, Subjective Well-Being, Job Satisfaction
1. Introduction
In light of positive cognitive psychology being a new trend in the positive psychology, it is also known that pos-
itive thinking can encourage people who have the ambition to solve problems, to strengthen positive forces in
order to step up to the challenge. Besides this, one’s well-being is just one of the many focuses of positive cog-
nitive psychology; the job satisfaction in this study is also considered a key element for positive cognition.
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Bowling, Eschleman, & Wang (2010) have used data from the meta-analysis to examine the relationship be-
tween job satisfaction and subjective well-being, and found out that there are positive relationships between job
satisfaction and life satisfaction, happiness, optimism, and the absence of pessimism.
Worth noting, many studies show that investing in the well-being of workers is economically profitable. In
the limelight of this well-being, productivity can be raised, especially by improving management and leadership
practices, and by broadening the range of different types of competence for the employee. These researches have
also cited that well-being of workers may involve a variety of activities in order to develop team spirit and leader-
ship can also improve leadership in the professional work environment thereby leading to an increase in produc-
tivity. Sometimes the investment in occupational health services can have a return on the invested money mani-
fold. In most cases, the profit is quite substantial—for example, the Druvan project carried out in the municipal-
ity of Dragsfjärd, in southern Finland, brought a 46% interest on their invested capital. The well-being of their
employees can also be seen listed in the last row of the enterprise’s profit and loss account (Rissa & Kaustia,
2007).
Moreover, Lin et al. (2012) have collected data from a diverse sample of 598 full-time Taiwanese employees,
and have verified that happiness had indeed a positive effect on one’s job performance, while organizational
support had also had a positive effect on one’s happiness. Hirt et al. (1996) found that happy participants could
give a more creative performance than others could. Feist (1998) indicated that prior research has shown that
openness to experience—a broad tendency toward unconventionality, intellectual curiosity, a vibrant imagina-
tion, aesthetic sensitivity, and emotional differentiation—can facilitate cognitive variation in much the same way
as having a positive cognitive mindset can lead to higher levels of creativity. The above research can tell us that
an open mind can also give a person a positive effect on both cognitive variation and creativity.
In addition, creative thinking directly provokes positive emotion in the individual doing the cognitive thinking,
where that positive effect could lead to increased variation in the person’s cognitive abilities. After a certain pe-
riod of incubation, this may result in an even more creative thought process—thus having a more positive effect
on the person (Amabile et al., 2005). Therefore, it is possible that shared positive emotions (Barsade, 2002) or
positive morale in groups (George, 1990) might prompt more flexible decision making and a wider range of be-
haviors, leading to more creative group solutions, and at a broader level, lead to organizations with positively
affected cultures (Barsade, Brief, & Spataro, 2003).
Worth noting, to follow the train of thought above, we may be interested in research into a designer’s way of
thinking, especially if they are “heavy users” of creativity. Yen & Teng (2009) analyzed 94 industry designers
who showed that the correlations among personal creativity, organizational environment personal design per-
formance, and the correlations between these factors, to some extent, are positive and significant.
On the other hand, studies suggest that leaders in their organization should create a less tightly structured en-
vironment, and not adhere to routine and past phrase stocks, to create less bureaucratic organizations, among
other things, in order to facilitate more creativity in employees. (e.g., Amabile, 1996; Barrett, 1998). When the
climate for creativity is high in the dimensions of the challenge, freedom, idea-support, trust, dynamism, humor,
debate, risk taking, idea-time, and low in conflict, then innovation and creativity appear to be high (Ekvall,
1996). Nevertheless, as employee well-being increases, their productivity, and profitability of the organization
also increases (Warr, 1999).
Creativity and inspiration have shared correlations, most notably in their positive effects. The importance of
inspiration in the creation process, has also been stressed by writers, artists, scientists, and other creators (Cai,
Do, & Zimring, 2010; Ngara, 2010). Indeed, with inspiration as a catalyst, we can produce works that are more
creative and solve problems more effectively.
What is more, Thrash et al. (2010) have indicated that inspiration was consistently related to positive va-
riables of well-being, including affective and cognitive aspects of hedonic well-being and eudemonic well-being.
Avramenko (2014) also mentioned that Inspiration gives energy or energizes a person, while enabling one’s
“hidden potential” or private resources, making people happier, or in general, enhances the individual’s work
performance. Inspiration may lead or is directly related to job “satisfaction” as well.
Fisher (2010) has indicated that what various references to happiness at work have in common are that they
“refer to pleasant judgments (positive attitudes) or pleasant experiences (positive feelings, moods, emotions,
flow states) at work”. It has been noted that associations between inspiration and happiness that the state of be-
ing inspired was equated with being happy and in a few instances both notions were used interchangeably.
Furthermore, this study has shown that psychological well-being closely taps into one’s hedonic or “happiness
L. Yuan
203
dimension”, as it is conducive to creativity (Isen et al., 1987; Wright & Walton, 2003). This study also tries to
establish that the two factors of inner (subject well-being) and outer (job satisfaction) happiness highly influ-
ences creative output. We asked designers, who are “heavy users” of idea production, to find out the correlation
among inspiration, subjective well-being, and job satisfaction.
2. Methodology
2.1. Participants
The designers in this study, we are mainly focused on the following two sources: Taiwan Graphic Design Asso-
ciation and The Graphic Design Association of the Republic of China. These two professional associations are
very much established and important designer groups in Taiwan. A list of the top 15 designer companies was
chosen through a Google search with the term “design company”. A total of 300 questionnaires was distributed,
and 180 copies from 38 companies were returned (Table 1), with a reply rate of 60%. The designer participants
are highly representative of Taiwan in this study.
2.2. Method
Inspiration Scale
This study follows Thrash & Elliot’s (2003) Inspiration Scale (Table 2) to extend the participant range. Whereas
Thrash & Elliot (2003) had found a college, students and US patent holders’ creativity and the frequency and
intensity of inspiration to have a positive correlation, this study examines whether or not designers experience
similar inspiration and creativity as those who are college students.
Table 1. Demographical data of the study participants (N = 180).
Variable Number Percentage
Gender
Male 64 35.8
Female 115 64.2
Age
Below 30 years 106 58.9
31 - 40 years 43 23.9
Over 41 years 31 17.2
Education level
High school 18 10.1
College 121 67.6
Graduate school 40 22.3
Tenure
Below 1 year 41 22.9
1 - 3 years 60 33.5
4 - 9 years 41 22.9
Above 10 years 37 20.7
Number of employees
Less than 5 56 31.6
6 - 15 101 57.1
More than 16 20 11.3
Working hours per day
Less than 8 hours 55 30.9
9 - 10 hours 97 54.5
Above 11 hours 26 14.6
The summation of each category may not be 180 due to some missing values.
L. Yuan
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Table 2. Inspiration scale (Thrash & Elliot, 2003).
Statement/Item No. Statements and Items Subscale
Statement 1 I experience inspiration.
Item 1f How often does this happen? Frequency
*
Item 1i How deeply or strongly (in general)? Intensity
Statement 2 Something I encounter or experience can inspire me.
Item 2f How often does this happen? Frequency
Item 2i How deeply or strongly (in general)? Intensity
Statement 3 I am inspired to do something creative
Item 3f How often does this happen? Frequency
Item 3i How deeply or strongly (in general)? Intensity
Statement 4 I feel inspired.
Item 4f How often does this happen? Frequency
Item 4i How deeply or strongly (in general)? Intensity
*Note: The four Frequency items are rated on a scale from 1 (never) to 7 (very often). The four Intensity items are rated on a scale from 1 (not at all)
to 7 (very deeply or strongly). An f in an item number indicates that the item belongs to the Frequency subscale; an I indicates that it belongs to the
Intensity subscale.
3. Limitations
Some limitations were observed during the study. This included but not least to; employee non-disclosure of the
level of satisfaction, especially when there was presence of their seniors. Moreover, inspirations as well as job
satisfaction were two variables that the participants confused. Many wouldn’t tell the difference and when
answering questions based on this, they usually sought assistance for more elaboration. Time was also another
factor as several questionnaires missed the timeline due to lack of enough time for employees to fill in and re-
turn on time.
3.1. Job Satisfaction
To investigate job satisfaction of Taiwanese designers, we followed the study conducted by Weiss et al. (1967)
“Minnesota Satisfaction Questionnaire Short-Form” to further understand the designers’ inner feelings about In-
trinsic or Extrinsic emotions that lead to creativity and General Satisfaction at the work place.
In general, the reliability coefficients obtained were high. For the Intrinsic Satisfaction scale, the coefficients
obtained ranged from .84 (for the two-assembler groups) to .91 for engineers. For the Extrinsic Satisfaction scale,
the coefficients varied from .77 (for electronics assemblers) to .82 (for engineers and machinists). On the General
Satisfaction scale, the coefficients varied from .87 (for assemblers) to .92 (for engineers). (Weiss et al., 1967).
3.2. Subjective Well-Being
This study followed Min-Ming Yu’s et al. (2011) “Subjective Well-Being Scale, SWBS”, and the data of both
the Cronbach’s α value and the criterion-related validity that are as follows:
1) Psychological well-being: Cronbach’s α value is .777, with the criterion-related validity being −.6754
compared with the Taiwanese Depression Scale (Yu et al., 2008).
2) Social well-being: Cronbach’s α value is .720, the criterion-related validity is −.5641 compared with the
Taiwanese Depression Scale.
3) Emotional well-being: Cronbach’s α value is .887, the criterion-related validity is −.6594 compared with
the Taiwanese Depression Scale.
4) Subjective well-being on the whole scale: The Cronbach’s α value is .880.
3.3. Descriptive Statistics and Correlation—Job Satisfaction and Inspiration
Table 3 shows the descriptive statistics for all study variables (only for the independent and dependent va-
riables); Cronbach’s α values, and their correlations. The Cronbach’s α values (that are showed on the diagonal
L. Yuan
205
Table 3. Descriptive statistics and inter-correlation among main variables (N = 180).
Variable Mean (SD) (1) (2) (3) (4) (5) (6)
(1) Intrinsic satisfaction 46.7 (5.5) .87
(2) Extrinsic satisfaction 21.7 (3.3) .61 .82
(3) General satisfaction 76.0 (8.8) .94 .83 .91
(4) Inspiration frequency 18.2 (3.3) .40 .31 .40 .79
(5) Inspiration intensity 17.8 (3.1) .42 .33 .42 .87 .81
(6) Overall inspiration 36.0 (6.2) .42 .33 .43 .97 .97 .90
The value in the diagonal is the internal consistency of reliability (Cronbach’s α); All correlation coefficients were significant at a level of p < .001.
line) were all-greater than .70, which indicates that both scales have an appropriate internal consistency (Nun-
nally, 1978).
The mean value of intrinsic satisfaction was 46.7 (possible range: 12 - 60), that of extrinsic satisfaction was
21.7 (possible range: 6 - 30), and that of general satisfaction was 76.0 (possible range: 20 - 100). The mean val-
ue of the inspiration frequency was 18.2 (possible range: 4 - 28), that of the inspiration intensity was 17.8 (possible
range: 4 - 28), and that of the overall inspiration was 36.0 (possible range: 8 - 56).
The results showed that all the correlation coefficients between working satisfaction and inspiration were sig-
nificantly positive (p < .001). As can be observed, extrinsic satisfaction was weakly correlated to sub-scales
while the total score of inspiration with a coefficient ranged from .31 to .33. In contrast, intrinsic satisfaction and
general satisfaction were fairly correlated to the inspiration scale with a coefficient that ranged from .40 to .43.
3.4. Hierarchical Linear Regression Analysis—Job Satisfaction and Inspiration
Table 4 shows the results of the hierarchical linear regression analysis. Two sub-scales and the total scores of
inspiration were fitted separately. For each dependent variable, the two models were performed. In Model 1, the
two sub-scales of working satisfaction were treated as independent variables in the presence of control variables,
whereas in Model 2 only the total score of work satisfaction was treated as an independent variable.
Model 1 shows that intrinsic satisfaction was positively associated with inspiration frequency, inspiration in-
tensity, and overall inspiration, respectively, after adjusting the control variables (β = .32, .33, .34, p < .001). In
contrast, extrinsic satisfaction was not significantly associated with the inspiration sub-scales and total scores
while considering for other variables (p > .05). The variance of inspiration explained by the two independent va-
riables alone was 15.4%, 17.6%, and 17.6%, respectively, indicating that the predictive effect was substantial.
Model 2 revealed that general satisfaction was positively associated with inspiration frequency, inspiration
intensity, and overall inspiration, respectively, after adjusting the control variables (β = .40, .42, .43, p < .001).
The variance of inspiration explained by general satisfaction alone was 15.0%, 16.8%, and 16.9%, respectively.
4. Results
4.1. Descriptive Statistics and Correlation—Subjective Well-Being and Inspiration
Table 5 shows the descriptive statistics for the study’s variables (only for those that are independent and depen-
dent variables); Cronbach’s α values, and their correlations. The Cronbach’s α values (in the diagonal part) were
all-greater than .65, which indicates that both the two scales have an appropriate internal consistency (DeVellis,
2003).
The mean value of psychological well-being was 66.0 (possible range: 18 - 90), while that of one’s social
well-being was 48.9 (possible range: 15 - 75), emotional well-being was 19.5 (possible range: 6 - 30), and that
of the total subjective well-being was 134.4 (possible range: 39 - 195). The mean value of the inspiration fre-
quency was 18.2 (possible range: 4 - 28), that of the inspiration intensity was 17.8 (possible range: 4 - 28), and
the mean value of inspiration overall was 36.0 (possible range: 8 - 56).
The results showed that all of the correlation coefficients between subjective well-being and inspiration were
significantly positive (p < .001). As can be observed, social well-being was weakly correlated to sub-scales with
the total score of inspiration with a coefficient ranging from .31 to .36. In contrast, the psychological well-being,
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Table 4. The association of work satisfaction with inspiration (N = 180).
Variable
Dependent variable
Inspiration frequency Inspiration intensity Overall inspiration
M1 M2 M1 M2 M1 M2
Control variable
Gender (male/female) <.01 .00 .02 .02 .01 .01
Age of 31 - 40 years −.18 −.18 −.17 −.17 −.18 −.18
Age of above 41 years −.07 −.07 −.07 −.07 −.07 −.07
Educational level: college .09 .09 .02 .02 .06 .06
Educational level: graduate school .20 .20 .18 .18 .20 .20
Tenure of 1 - 3 years −.03 −.03 −.03 −.03 −.03 −.03
Tenure of 4 - 9 years .21 .21 .13 .13 .18 .18
Tenure of above 10 years .26 .26 .18 .18 .23 .23
Scale of 6 - 15 employees −.05 −.05 −.06 −.06 −.06 −.06
Scale of over 16 employees .06 .06 .06 .06 .06 .06
Working for 9 - 10 hours .09 .09 .03 .03 .06 .06
Working for 11 hours .09 .09 .08 .08 .09 .09
ΔR2 9.9% 9.9% 7.6% 7.6% 8.9% 8.9%
ΔF 1.48 1.48 1.10 1.10 1.31 1.31
Independent variable
Intrinsic satisfaction .32*** .33*** .34***
Extrinsic satisfaction .13 .14 .14
General satisfaction .40*** .42*** .43***
ΔR2 15.4% 15.0% 17.6% 16.8% 17.6% 16.9%
ΔF 16.43*** 32.01*** 18.67*** 35.47*** 18.98*** 36.49***
Model summary
R2 (Final) 25.3% 24.9% 25.2% 24.3% 26.5% 25.8%
Adjust R2 18.8% 18.8% 18.6% 18.2% 20.0% 19.8%
F (Final) 3.86*** 4.09*** 3.82*** 3.96*** 4.09*** 4.29***
df 1, df 2 14, 159 13, 160 14, 159 13, 160 14, 159 13, 160
The value not specified in the cell is the standardized regression coefficient (β); ***p < .001.
Table 5. Descriptive statistics and inter-correlation among main variables (N = 180).
Variable Mean ± SD (1) (2) (3) (4) (5) (6) (7)
(1) Psychological WB 66.0 (7.2) .78
(2) Social WB 48.9 (5.5) .47 .66
(3) Emotional WB 19.5 (4.1) .52 .52 .87
(4) Total subjective WB 134.4 (13.8) .87 .80 .77 .87
(5) Inspiration frequency 18.2 (3.3) .53 .36 .44 .55 .79
(6) Inspiration intensity 17.8 (3.1) .48 .31 .45 .51 .87 .81
(7) Overall inspiration 36.0 (6.2) .52 .35 .46 .55 .97 .97 .90
The value in the diagonal part is the internal consistency of reliability (Cronbach’s α); All correlation coefficients were significant at p < .001 level;
WB = well-being.
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emotional well-being, and total subjective well-being were fairly correlated to the inspiration scale with a coef-
ficient ranging from .44 to .55.
4.2. Hierarchical Linear Regression Analysis
Table 6 shows the results of hierarchical linear regression analysis. The two sub-scales and the total score of
inspiration were fitted separately. For each dependent variable, two models were performed. In Model 1, the
three sub-scales of subjective well-being were treated as independent variables in the presence of control va-
riables, whereas in Model 2 only the total subjective well-being was treated as an independent variable.
Model 1 shows that both the psychological well-being and emotional well-being was positively associated
with inspiration frequency, inspiration intensity, and overall inspiration, respectively, after adjusting the control
variables (for psychological well-being, β = .39, .32, .36, p < .001; for emotional well-being, β = .21, .30, .26, p
< .01). In contrast, social well-being was not significantly associated with the inspiration sub-scales and total
scores, while considering for other variables (p > .05). The variance of inspiration explained by the three inde-
pendent variables alone was 28.1%, 25.5%, and 28.4%, respectively, indicating that the predictive effect was
substantial.
Table 6. The association of subjective well-being with inspiration (N = 180).
Variable
Dependent variable
Inspiration frequency Inspiration intensity Overall inspiration
M1 M2 M1 M2 M1 M2
Control variable
Gender (male/female)
<.01
.00
.02
.02
.01
.01
Age of 31 - 40 years −.18 −.18 −.17 −.17 −.18 −.18
Age of over 41 years −.07 −.07 −.07 −.07 −.07 −.07
Educational level: college .09 .09 .02 .02 .06 .06
Educational level: graduate school .20 .20 .18 .18 .20 .20
Tenure of 1 - 3 years −.03 −.03 −.03 −.03 −.03 −.03
Tenure of 7 - 9 years .21 .21 .13 .13 .18 .18
Tenure of above 10 years .26 .26 .18 .18 .23 .23
Scale of 6 - 15 employees −.05 −.05 −.06 −.06 −.06 −.06
Scale of above 16 employees .06 .06 .06 .06 .06 .06
Working for 9 - 10 hours .09 .09 .03 .03 .06 .06
Working for over 11 hours .09 .09 .08 .08 .09 .09
ΔR2 9.9% 9.9% 7.6% 7.6% 8.9% 8.9%
ΔF 1.48 1.48 1.10 1.10 1.31 1.31
Independent variable
Psychological well-being .39
***
.32
***
.36
***
Social well-being .04 −.01 .02
Emotional well-being .21** .30*** .26**
Total subjective well-being .54
***
.50
***
.54
***
ΔR2 28.1% 26.0% 25.5% 22.1% 28.4% 25.7%
ΔF 23.92*** 65.03*** 20.04*** 50.26*** 6.28*** 62.79***
Model summary
R2 (Final) 38.0% 35.9% 33.1% 29.7% 37.3% 34.6%
Adjust R2 32.2% 30.7% 26.7% 24.0% 31.4% 29.3%
F (Final) 6.47*** 6.91*** 5.20*** 5.19*** 6.28*** 6.51***
df 15, 158 13, 160 15, 158 13, 160 15, 158 13, 160
The value not specified in the cell is standardized regression coefficient (β); **p < .01, ***p < .001.
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Model 2 revealed that total subjective well-being was positively associated with inspiration frequency, inspi-
ration intensity, and overall inspiration, respectively, after adjusting the control variables (β = .54, .50, .54, p
< .001). The variance of inspiration explained by total subjective well-being alone was 26.0%, 22.1%, and
25.7%, respectively.
5. Discussion
This study is in line with Rasulzada’s (2007) research: The more the organizational climate supports and stimu-
lates creativity and the more work resources one perceives, the more creative and innovative will the organiza-
tion be reported as.
As we know, the organization provides employees with conditions and opportunities to be creative and inno-
vative, many of the negative impacts can be dealt with through change, and we are looking to decrease em-
ployee stress while increasing positive emotions such as happiness, enthusiasm, and optimism of our employees.
Furthermore, this study showed the subjective well-being and job satisfaction are helpful for inspiring ideas.
Half of the participants that work, 9 - 10 hours daily, and 15% of the ones that do 11 hours or more, are those
that are designers who spend more time doing creative work than non-creative work. The results show that the
intrinsic satisfaction of one’s job is highly correlated with inspirational experiences. To compare subjective
well-being, the survey shows that one’s psychological well-being has a positive correlation with inspiration.
Conversely, there are lower correlation levels between inspiration and extrinsic satisfaction of a job, and social
well-being. The two kinds of correlation mentioned above establishes that creativity and inspiration have a close
relationship with our emotional responses, and that it is a means that lets employees feel happier, have a better
well-being, with a greater probability of generating innovative ideas.
Leadership and Job Satisfaction
As a leader in the organization, planning and establishing a risk free, and joyful work environment seems to be
committed to creating a workplace, which is more joyful, and full of happiness. The results of this study may
also indirectly establish that the concept of environmental design used in Google’s offices, in which the company
lets employees feel truly comfortable, even with a sense of well-being, in order to generate some of their most
innovative ideas for the company. Maybe we have to consider positive thinking in the workplace, particularly
focusing on employees’ inner feeling, and giving employees a sense of job satisfaction, accomplishment, and
happiness. Eventually, the bosses of this kind of company will earn more, because of their employee’s creativity,
which would increase production capacity, even more so than expected. From the results obtained in this re-
search, there is a clear indication that both the psychological well-being and emotional well-being are positively
associated with inspiration frequency, inspiration intensity, and overall inspiration, respectively.
Worth noting, the results presented by this research in a way agree with previous researches where the subject
well-being and job satisfaction had positive correlation for their ideas production. Similarly, this also goes in
line with a previous research, which had concluded that the more the organizational climate supports and stimu-
lates creativity and the more work resources one perceives, the more creative and innovative will the organiza-
tion become. From the literature review also, studies suggest that leaders in their organization should create a
less tightly structured environment, and not adhere to routine and past phrase stocks, to create less bureaucratic
organizations, among other things, in order to facilitate more creativity in employees.
Worth noting, many studies have showed that investing in the well-being of workers is economically viable.
In the limelight of this well-being, productivity can be raised, especially by improving management, as well as
leadership practices, and by broadening the range of different types of competence for the employee. These re-
searches have also cited that well-being of workers may involve a variety of activities in order to develop team
spirit and leadership can improve leadership in the professional work environment thereby leading to an increase
in productivity.
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