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This chapter presents a research model aimed to investigate internal communication satisfaction (ICS) and employee engagement as prerequisites of employee happiness. Employee engagement is seen as a dependent variable to ICS and as an independent variable to happiness. The research is based on quantitative data collected from 174 employees working in 12 international firms who specialize in IT and creative industries and have representative office in Serbia. Partial least squares structural equation modelling is used to identify relationships between constructs. The results demonstrate that ICS increases employee engagement, which in turn increases employee happiness. Employee engagement represents complementary mediation of the relationship between ICS and subjective happiness. The outcomes reveal how organizations can employ an internal communications strategy in order to enhance engagement of their employees and their happiness as the ultimate goal. This chapter addresses an understudied topic in the public relations and strategic communication field and its findings are opening new questions which may inspire research community to search for detailed explanation of the effect that ICS has on employee happiness.

The main purposes of this research are: first of all, to re-classify the types of corporate social responsibility (CSR) into primary stakeholder-oriented CSR and secondary stakeholder-oriented CSR from the perspective of stakeholders and, second, to investigate empirically how and which types of CSR can better impact employees' job satisfaction and happiness management.

An online self-administered questionnaire was adopted to test the conceptual model. Questionnaires were sent to Chinese employees and restrict the data to those whose companies had experience implementing CSR. The study employed the partial least squares structural equation modeling (PLS-SEM) technique for data analysis using SmartPLS 4.0 software.

For factors of happiness management, both primary stakeholder-oriented CSR and secondary stakeholder-oriented CSR had significant and positive effects on happiness management. In addition, both primary and secondary stakeholder-oriented CSR positively and significantly affected job satisfaction, with primary stakeholder-oriented CSR way larger than secondary stakeholder-oriented CSR. Job satisfaction, in turn, was positively and significantly associated with happiness management. The results showed that the control variables of gender and education background had significant effects on happiness management.

First, the results provide useful empirical evidence in support of the feasibility that firms could develop competitive and sustainable development strategies by paying more attention to CSR practices. In terms of the primary stakeholder-oriented CSR, managers are recommended to put employees' benefits as a priority and invest in the to offer a healthy and safe working environment or employee support programs. In terms of the secondary stakeholder-oriented CSR, managers are suggested to denote parts of earnings to charity and to people in need. Second, in order to create job satisfaction, firms should put a stronger emphasis on CSR practices. When considering job satisfaction, managers should treat their employees in a socially responsible way and fulfill their demands and rights and place this at the core of their CSR activities.

First, this study makes a contribution to the existing literature by classifying the four important CSR practices into two types from the perspective of stakeholder theory. By incorporating a series of CSR practices and the stakeholder theory, this study provides a comprehensive and reasonable CSR classification, which has not been considered by prior research. Second, this study adds to the literature by defining the construct of happiness management explicitly along with identifying the dimensions of happiness management. Third, to the best of the authors' knowledge, this is one of the first studies exploring the relationship between CSR and happiness management. Finally, this study is among the first to investigate the correlation between job satisfaction and happiness management.

This research seeks to explain the mediating function of workplace happiness in enhancing employee engagement through the drivers of employee engagement among the IT sector employees of India.

Quantitative data were acquired from 104 respondents from the Indian IT industry via an online survey utilizing Google Forms, employing a stratified random sample method. The study hypotheses were tested using PLS-SEM.

Results indicated that workplace happiness positively mediates employee engagement and drivers of employee engagement.

The current study followed a cross-sectional analysis where establishing causality is difficult; however, there is a scope to do longitudinal study on the same phenomenon. Research data are produced through online surveys. Possible sources of bias may be selective memory, attribution and/or exaggeration. This study covers specific variables of workplace happiness and drivers of employee engagement other variables remain unaddressed, such as COVID-19-related impacts. The nature of the industry and sample size were limited.

This study shows that workplace happiness has a mediating effect on both drivers of employee engagement and employee engagement; as a result, organizations should consider the function of workplace happiness as a mediating factor when implementing drivers of employee engagement and employee engagement.

On the social level, this research will help organizations to understand the drivers for employee engagement and linkages between workplace happiness and employee engagement. It hopes to create more happy workplaces and have good social impact.

This is the first study to look into the function of workplace happiness as a mediator between the drivers of work engagement and work engagement.

The purpose of this paper is to examine the impact of happiness expressed by service firm employees when they are depicted in marketing communications materials, such as printed ads and videos.

Two experiments were conducted in a fitness service setting, in which employee display of happiness was manipulated (low vs high).

Both experiments showed that expressions of high levels of happiness produced a more positive attitude toward the service employee than expressions of low levels of happiness. Moreover, the impact of the expression of happiness on the evaluation of the employee was mediated by several variables, which suggests that the influence of depicted employees’ emotional expressions can take several routes.

The results imply that service firms should not only be mindful about which specific employee they select for appearing in marketing communications materials, they should also pay attention to the emotional displays of selected employees.

The present study contributes to previous research by assessing a set of potential mediators to explain why displays of happiness influence consumers, and by examining these effects in a marketing communications setting in which the customer is exposed to still images or video-based representations of the employee. The present study also focuses explicitly on happiness rather than on smiles.

This research primarily aims to study the role of leader-member exchange (LMX) in frontline employees' (FLEs) innovative behaviors, whereby a mediating effect of employee happiness is proposed in this relationship. The moderating effect of service climate is also examined on the indirect effect of LMX on innovative behaviors through happiness.

The study used a sample of 303 FLEs working in various service organizations in the United Arab Emirates (UAE). Structural equation modeling was used to test the proposed model.

The findings show that LMX has a positive and significant effect on FLEs' innovative behaviors and that employee happiness is an intervening variable. Service climate moderates the indirect effect of LMX on FLEs' innovative behaviors through happiness, and the effect is stronger in a low (unsupported) service climate.

The findings of this research provide prescriptive insights into the critical role of supervisory behavior in FLEs' innovative service behaviors and how positive emotions contribute to employees' willingness to innovate. Thus, these findings make a unique contribution to research in service management.

Studies examining how and when LMX can affect FLEs' innovative behaviors are limited. These findings offer new insights into the relative importance of supervisor and organizational support (service climate) in FLEs' innovative behaviors. The interaction effect of LMX and service climate has not been previously examined along with positive employee affect (happiness) and innovative behaviors.

The work-from-home scheme (WFH) is increasingly being adopted in service firms. However, the blurred border between employees’ work and life can create work–life conflict (WLC) that negatively affects their well-being. Therefore, identifying factors that help employees overcome WLC and nurture their well-being is imperative. From a transformative service research (TSR) and personal psychology perspective, this study aims to explore the roles of service employee state of mindfulness and resilience in reducing WLC, alleviating its negative effects and ultimately nurturing their happiness.

A structural model was proposed. Data were collected from 339 WFH employees in various knowledge-based services such as professional services, information, education and training, financial consulting and marketing. Direct, indirect, mediating and moderating effects were estimated using the CB-SEM method.

Mindfulness is the overarching capability that helps reduce WLC and raise resilience. It nurtures WFH employee happiness not only directly but also via the mediation of resilience and WLC. Resilience, on the other hand, mediates the effect of mindfulness on happiness and moderates the negative impact of WLC on happiness.

Firms are recommended to organize mindfulness and resilience training programs, and encourage organizational- and job-related facilitators. WFH employees should actively participate in such programs and add them to their to-do-list practices.

To the best of the authors’ knowledge, this study is among the first empirical studies of employee mindfulness and resilience in the WFH context. It contributes to the TSR research stream and enriches the concepts of mindfulness and resilience by elucidating different mechanisms in which each of these personal qualities operates to help employees nurture happiness in this specific working condition.

This chapter describes and tests the principles of configural theory in the context of hospitality frontline service employees’ happiness-at-work and managers’ assessments of these employees’ quality of work performances. The study proposes and tests empirically a configural asymmetric theory of the antecedents to hospitality employee happiness-at-work and managers’ assessments of employees’ quality of work performance. The findings confirm and go beyond prior statistical findings of small-to-medium effect sizes of happiness-performance relationships. The method includes matching cases of data from surveys of employees (n = 247) and surveys completed by their managers (n = 43) and uses qualitative comparative analysis via the software program fsQCA.com. The findings support the four principles of configural analysis and theory construction: recognize equifinality of different solutions for the same outcome; test for asymmetric solutions; test for causal asymmetric outcomes for very high versus very low happiness and work performance; and embrace complexity. The theory and findings confirm that configural theory and research resolves perplexing happiness–performance conundrums. The study provides algorithms involving employees’ demographic characteristics and their assessments of work facet-specifics which are useful for explaining very high happiness-at-work and high quality-of-work performance (as assessed by managers) – as well as algorithms explaining very low happiness and very low quality-of-work performance.

The purpose of this study was to investigate the relationship between job crafting and work engagement and the potential mediating effect of organizational happiness on this relationship.

A sample of 256 full-time employees from various industries such as automobiles, retail, real estate, petrochemicals, investment, industrial and education, working at top 50 Forbes Middle East companies in UAE, were surveyed to gather data on job crafting, organizational happiness and work engagement. The study used an empirical research design, with data collected through surveys.

The results of this study, obtained through a two-step structural equation modelling approach, indicate that job crafting has a positive and direct influence on both organizational happiness and work engagement. The findings also suggest that the relationship between job crafting and work engagement is partially mediated by organizational happiness.

The findings emphasize the need for human resources (HR) professionals to develop programmes and training workshops focused on cultivating these concepts, particularly as remote and blended working arrangements become more prevalent. In addition, the study highlights the global impact of employee disengagement on financial losses and stresses the importance of revising HR policies in the UAE to mitigate potential risks. Lastly, the study suggests that enhancing happiness and reducing disengagement can be achieved through training managers and employees in task structuring techniques, emphasizing the teachability of job crafting skills through interventions that align tasks with employees’ interests.

To the best of the author's knowledge, this is the first study to theoretically explore and empirically test a proposed model on the relationships between job crafting, organizational happiness and work engagement in the context of the UAE.

To respond to recent calls for better understanding of the complexities related to happiness management, especially from the employees' perspective, this study examines how corporate volunteering (CV), as one form of corporate social responsibility (CSR), creates sustainable happiness in business organizations.

Theoretical knowledge of CSR and CV as well as the literature on happiness management was examined to form a preliminary understanding of the phenomenon. The empirical section includes a qualitative multiple case study including two company cases of CV in Finland. The data were collected through qualitative interviews. Empirical analysis was made using thematical coding based on existing theory but also by allowing themes to emerge inductively from the data as well.

The study found that CV enables the emergence of sustainable happiness by allowing individual employee volunteers to transition from individual and rational mindsets to collective and emotional mindsets. A third transition was also identified, a process of change in the volunteers' approach in life that the authors describe as “from actual to potential”.

The study provides a theoretical contribution to the existing literature on happiness management by identifying the third dimension, from actual to potential, and depicting the way this allows employees to move from a state of being to becoming and thus the emergence of sustainable happiness. The study also contributes to existing literature on CV and CSR by revealing the way CV, as a form of practical CSR activity, generates happiness. This study concludes that companies' strategic activities that engage with society can create sustainable happiness for employees who participate. In order to achieve this, volunteering employees should have the chance to reflect on their experience and constant support from managers.

The core emphasis of the paper is to inspect the relationships between managerial leadership, employee happiness and turnover intentions among academicians of private universities in Punjab.

The proposed study used a descriptive research methodology and a structured instrument to collect responses from individuals (n = 400) using a purposive sampling method. SPSS and partial least squares structural equation modeling (PLS-SEM) are applied to evaluate the data.

The outcomes disclosed that managerial leadership has a substantial effect on employee happiness (ß = 0.591, p < 0.05) and turnover intentions (ß = 0.566, p < 0.05). Besides this, it has been discovered that employee happiness mediates the association among managerial leadership and turnover intentions. The present research is among the few empirical findings that have examined academicians' perspectives on their turnover intentions in private universities.

By concentrating on effective managerial leadership and employee happiness, the analysis will be advantageous for human resource (HR) managers and authorities of private universities to strengthen academician retention. Therefore, the study adds something novel to the corpus of extant literature.