This qualitative study seeks to explore the pursuit and achievement of work happiness for employees. Conflicting interests between organizations (i.e., employers) and employees provide insights into the difficulties employees face in their quest for work happiness. Assumptions are visited concerning constraints on achieving work happiness due to organizational hierarchy. A framework, postulated by the author, lacks quantitative measurement, yet offers an encompassing, simple-enough model for further investigation. The optimal work happiness model hypothesizes that individuals in the workplace desire to feel valued, to believe others value their contributions, to find work meaningful, and to enjoy the work they do. Moreover, when employers genuinely believe workers contribute value to the organization, they may communicate this appreciation to them, thus causing employees to derive increased work happiness. Respectively, each individual must assess the value of his or her own employment identity and determine whether or not work is meaningful and enjoyable for himself or herself. Future quantitative research is needed to best reinforce the constructs of this qualitative study.