scholarly journals Does Employee Happiness Have an Impact on Productivity?

2019 ◽  
Author(s):  
Clement Bellet ◽  
Jan-Emmanuel De Neve ◽  
George Ward
Keyword(s):  
Employee Happiness

scholarly journals Happiness at Work and Motivation for a Sustainable Workforce: Evidence from Female Hotel Employees

2021 ◽  
Vol 13 (14) ◽  
pp. 7778
Author(s):  
Arzu Atan ◽  
Hale Ozgit ◽  
Fatos Silman
Keyword(s):  
Hospitality Industry ◽  
Employment Practices ◽  
Hotel Employees ◽  
North Cyprus ◽  
Challenging Environment ◽  
Female Employees ◽  
Employee Happiness

Employment practices that support happiness at work are critical tools for developing a sustainable workforce. In today’s challenging environment, both economically and environmentally, the contribution of a sustainable workforce, which is the most critical asset for hospitality businesses to survive and succeed, cannot be ignored. This study explores the effects of motivational dimensions on happiness at work. These relationships were evaluated using the SPSS for Windows 25.0 and AMOS 23.0 programs. For this purpose, data were collected from 271 female employees in various four- and five-star hotels in North Cyprus. As predicted, the results revealed that motivational dimensions affect the dimensions of happiness at work. This study confirmed that a better understanding of employees’ needs and demands would encourage motivation and result in happier employees. The findings offer important implications for hospitality industry organizations seeking to maximize employee happiness in the workplace and strive for the sustainability of their workforce.

scholarly journals The Role of Relationships at Work and Happiness: A Moderated Moderated Mediation Study of New Zealand Managers

2019 ◽  
Vol 11 (12) ◽  
pp. 3443 ◽  
Author(s):  
Jarrod Haar ◽  
Anja Schmitz ◽  
Annamaria Di Fabio ◽  
Urs Daellenbach
Keyword(s):  
Human Capital ◽  
New Zealand ◽  
Interpersonal Relationships ◽  
Firm Size ◽  
Meaningful Work ◽  
Well Being ◽  
Moderated Mediation ◽  
Mediation Effect ◽  
Firm Level ◽  
Employee Happiness

Interpersonal relationships at work are important especially for the well-being of employees. The present study tests Positive Relational Management (PRM) and its influence on employee happiness, and we include two firm-level moderators and an individual-level mediator to better understand the potential complexity of effects. Importantly, we test this in the context of New Zealand, which has been under-represented in employee studies of happiness and is important due to a growing national interest in wellbeing. We test whether positive relationships at work shape greater meaningful work (MFW) and this then influences happiness and mediates the effects of PRM. We also include Human Capital (the quality of people inside the firm) and firm size as moderators and combine these all to test a moderated moderated mediation model in PROCESS. We test this on a sample of 302 New Zealand managers with time-separated data. We confirm the dimensionality and reliability of the PRM scale and find it is positively related to MFW and happiness, while MFW fully mediates the direct effect of PRM. We find interaction effects including a moderated moderated mediation effect, with the indirect effect of PRM differing depending on firm size and the strength of human capital. The implications for understanding the importance of relationships on employee happiness is discussed.

In pursuit of happiness: A sociological examination of employee identifications amongst a ‘happy’ call-centre workforce

Organization ◽  
2013 ◽  
Vol 21 (6) ◽  
pp. 867-887 ◽  
Author(s):  
Sarah Jenkins ◽  
Rick Delbridge
Keyword(s):  
Social Relations ◽  
Management Practices ◽  
Well Being ◽  
Call Centre ◽  
Pursuit Of Happiness ◽  
Value System ◽  
Sociological Approach ◽  
External Context ◽  
Organizational Value ◽  
Employee Happiness

While psychologists and economists have concerned themselves with employee happiness and well-being, critical organizational theorists have rarely examined employees’ positive responses at work. To explain why call-centre employees in our study responded positively to their organization we adopt a relational sociological approach to examine employee happiness and well-being. This approach emphasizes two main features: firstly, it is sensitive to the interaction of management practices and employee agency in how ‘happiness’ is constructed and interpreted in organizations, including an assessment of power relations; secondly, this approach acknowledges the importance of the wider external context in explanations of why organizations pursue happiness. This article applies these sociological insights to the organizational identifications literature to assess the mechanisms of employee identifications. In this case, there are three mechanisms of identification, a) the organizational value system; b) social relations at work including interactions between employees, the owners and their clients and c) the nature of work. Significantly, these three features converged to produce overlapping and mutually reinforcing identifications.

Employee happiness and corporate social responsibility: the role of organizational culture

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Francisco Espasandín-Bustelo ◽  
Juan Ganaza-Vargas ◽  
Rosalia Diaz-Carrion
Keyword(s):  
Organizational Culture ◽  
Corporate Social Responsibility ◽  
Occupational Health ◽  
Social Responsibility ◽  
Health And Safety ◽  
Cross Cultural ◽  
Content Type ◽  
Corporate Social ◽  
Employee Happiness

PurposeThis research explores how does the organizational culture influence internal corporate social responsibility (CSR) actions and the effect of these actions on the level of happiness of employees.Design/methodology/approachThe study adopts an employee perspective since the perception of employees is the unit of analysis. By relying on a sample of 921 workers of firms from different sectors and sizes headquartered in Spain, the empirical analysis is performed using partial least squares.FindingsThe findings evidence that clan and adhocracy cultures highly foster internal CSR practices and that internal CSR activities enhance employees' happiness. The mediating role of internal CSR in the relationship between organizational culture and employee happiness is also found. These results suggest that managers could play a proactive role in fostering internal CSR by designing the organizational culture according to features of clan and adhocracy cultures such as flexibility, innovation, creativity, autonomy, communication, training and support of supervisors.Research limitations/implicationsThe research focuses on a single country, which makes it difficult to generalize the results and guides future research into cross-cultural analysis. Including countries that present differences in their cultural and institutional context would allow to explore the influence of the national context on the business culture, on internal CSR and on employee happiness. This work is also limited in time, as the data used are of a cross-cultural nature.Practical implicationsA greater effort in internal CSR by companies translates into a higher level of happiness for their workers. Specifically, occupational health and safety practices have the greatest influence on employee happiness. Hence, organizations must develop cultures that contribute to promote internal CSR—adhocracy and clan—since this would enhance employees' happiness if the values and beliefs that characterize these cultural configurations are translated into internal CSR practices such as occupational health and safety, work–life balance and equal opportunities.Social implicationsThe improvement of employee happiness creates social value and can be enhanced through an organizational culture that promotes CSR. The research findings might be useful when defining institutional policies to promote job quality, as encouraged by the social policy agenda of the United Nations embodied in the Sustainable Development Goals.Originality/valuePromoting internal CSR through organizational culture will have positive effects for companies internally by enhancing employees' happiness. Therefore, the article contributes to overcome the lack of evidence about the antecedents of internal CSR and its relationship with employees' happiness, an emerging variable in the management literature.

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