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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.

The COVID-19 pandemic forced organizations to adopt telework, many of the organizations without any prior preparation, influencing not only daily organizational routines but also workers' happiness. Happiness is important for organizations because happy and fulfilled workers are a key to achieving organizational success. Organizational culture is a critical factor to implement telework, because that may influence the workers' attitudes toward this model of work and workers' happiness. This study aimed to test the moderating role of organizational culture (clan, adhocracy, market and hierarchical) in the relationship between attitudes toward teleworking and happiness.

To meet the objectives, the authors collected data from 265 teleworkers.

The results revealed that only market culture moderated the relationship between attitudes toward teleworking and happiness, such that this relationship became stronger in the presence of a goal-oriented culture. No other dimension of organizational culture significantly moderated the relationship between telework and happiness.

These results prove to be fundamental for a better understanding of organizational and individual factors when organizations want to implement telework as a work arrangement.

Considering the mainstream literature in telework, to the best of the authors' knowledge, this is the first study to date to integrate the moderating role of organizational culture in the relationship between telework and happiness.

This study analyses the concept of happiness management based on the empirical validation of the interactions between emotional wage, organisational justice and happiness at work. It complements a holistic view of the management models used in recent corporate governance. This perspective explores the dimension’s emotional wage mediating role and influences on organisational justice and happiness at work. The effect of organisational justice on happiness at work is also analysed.

A quantitative, cross-sectional, descriptive and correlational study is proposed. A sample of 502 workers in the education sector in Costa Rica was selected. A structural equation model (PLS-SEM) was developed to test the proposed theoretical model. The SPSS-AMOS 23 and SmartPLS 4 computer programs are used for this purpose.

The results show that emotional wage has a positive impact on happiness at work and that it mediates positively between organisational justice and happiness at work. Developing organisational policies to include these variables as necessary resources for corporate governance is recommended.

The first limitation of this study is due to the type of sampling, which was purposive. The kind of population and the time of execution of this study were determining factors when deciding on the mode of application of the instrument. However, an attempt to reduce the bias associated with this element could be made by expanding the sample to as many respondents as possible. The second limitation was that the data were collected within a specific time frame. Longitudinal studies address Thcould. The third limitation stems from the scarcity of literature on happiness management. In this regard, this type of research currently needs to be explored in emerging economies. It makes it difficult to determine whether the empirical results obtained in this paper can be generalised to other territories in the global village. Moreover, the last limitation is that the authors of this research have only explored the moderating role of emotional pay in the relationship between the dimensions of organisational justice and happiness at work. It would be interesting to consider other mediating variables to have a clearer picture of the organisational justice–happiness at work construct from the happiness management approach.

As already indicated throughout this research, emotional wage, organisational justice and happiness at work are constructs that positively drive employee satisfaction, motivation and well-being. Human talent management strategies undertaken by organisations should encourage the adaptation of actions that stimulate employees' quality of life, corporate social responsibility and ethical management practices to be more competitive in today’s markets. It requires implementing the dynamic management models that provide internal customers with a high sense of belonging, job satisfaction and commitment to their professional performance. In other words, this will require robust leadership styles and corporate cultures that stimulate employee creativity, loyalty and innovation. For this reason, management of organisations must implement human resources policies to attract and retain creative talent through happy leadership. It requires, among other things that the philosophy of happiness management becomes a critical strategic resource for companies to promote nonfinancial benefits for employees, including emotional wage (Ruiz-Rodríguez et al., 2023).

In the current business environment, there has been a transformation in leadership styles, motivation and the development of a sense of belonging in organisations' human capital. Based on this trend, the study of happiness management becomes a social strategy to improve the conditions, in which the organisations compete to attract highly demanded human capital. It is why this research contributes elements that have an impact on citizenship by proposing the management models based on happiness at work and quality of life.

This study adds to the happiness management literature by including emotional wage, organisational justice and happiness at work in human resources and strategic management. It also contributes to the academic debate on the need to formulate organisational cultures that empower workers in their professional performance based on happiness and positive emotions.

The present research aims to study the correlations among organizational climate, academic satisfaction and organizational commitment as factors that influence happiness at work by applying a structural equation model to Spanish National Police cadets.

A descriptive, quantitative, correlational, exploratory and cross-sectional empirical study was carried out. A measurement instrument was applied to a target population of 397 student-inspectors enrolled for the 2018–2020 academic year on the executive scale at the National Police School (EPN) in Spain. A sample of 190 surveys was obtained, of which 33 were open competition, 52 were competitive examinations and 105 were selective seniority.

Structural equation modeling shows that academic satisfaction, organizational climate and practical organizational commitment are recommended variables for assessing happiness within organizations. On the other hand, there is a bit of a positive relationship between happiness and practical organizational commitment. The same is not true for the parameters of academic satisfaction and organizational climate.

This study fills a gap in the literature on the analysis of governance models in public administration. This is particularly relevant in professions that require a high degree of engagement with citizens, such as police officers. According to the authors’ knowledge, this study is one of the first works to analyze corporate governance in police cadet schools in Spain under the happiness management approach. It contributes by offering a better understanding of the psychosocial variables that affect the existence of good governance.

Our study aims to understand what is known about happiness at work (HAW) in terms of publication, citations, dimensions and characteristics, as well as how knowledge about HAW is generated regarding theoretical frameworks, context and methods. Additionally, it explores future directions for HAW research.

This paper conducts a systematic literature review of 56 empirical articles published between 2000 and 2022 to comprehensively explore HAW. It examines publication trends, citation patterns, dimensions, characteristics, theoretical frameworks, contextual factors and research methodologies employed in HAW studies.

Our findings suggest that while HAW research has gained momentum, there is still a need for exploration, particularly in developing countries. Various theoretical frameworks such as the job demand-resources model, social exchange theory and broaden-and-build theory are identified, with suggestions for the adoption of less popular theories like the positive emotion, engagement, relationships, meaning and accomplishment (PERMA) model and flow theory for future investigations. The review contributes to workplace happiness literature by offering a comprehensive analysis spanning two decades and provides valuable insights for guiding future research toward exploring factors influencing employee well-being.

Our article offers a structured analysis of HAW literature, emphasizing the necessity for more extensive research, especially in developing nations. It provides valuable insights into the theories and dimensions associated with HAW, guiding future research and assisting organizations in formulating strategies to enhance employee happiness and overall well-being.

Based on The Conservation of Resources Theory (COR), Spillover Theory and Social Exchange Theory (SET), this study investigates the mediating role of job dedication in the relationships between job stress, happiness and perceived organizational support (POS).

Data were collected from 5-star resort hotel employees in Turkey. 362 valid questionnaires were collected. The research hypotheses were tested using Covariance-Based Structural Equation Modeling (CB-SEM).

The analysis results show that POS is positively related to employee happiness and job dedication. Job stress is negatively related to employee happiness but positively related to job dedication. Job dedication partially mediates the relationships between job stress and happiness, and POS and happiness.

The study's findings could be used by hotel managers to improve employees' job dedication, which will lead to increased employee happiness. Together with qualitative and quantitative research methods, future research could be conducted on the predecessors of job dedication and comparatively on employee happiness for different country samples.

In order to increase employee happiness, Turkish hotel managers may want to increase POS and decrease perceived job stress of their employees. Although it was found out in this study that job stress increases job dedication, it is also accepted that this unexpected situation arises due to special conditions. Therefore, by reducing job stress, hotel managers may prefer to increase the job dedication of their employees and their happiness indirectly.

The current study contributes to the hospitality management literature by investigating the organizational factors behind employee happiness. In addition, it also explored in depth the mediating effect of job dedication on the relationships between POS, job stress and happiness.

For many years now, both organizational researchers and practitioners alike have been interested in the role played by employee happiness on a number of workplace outcomes. In particular, many have been fascinated by the happy/productive worker thesis. According to this hypothesis, happy employees exhibit higher levels of job-related performance behaviors than do unhappy employees. However, despite decades of research, support for the happy/productive worker thesis remains equivocal. These inconsistent findings primarily result from the variety of ways in which happiness has been operationalized. Most typically, organizational theorists have operationalized happiness as job satisfaction, as the presence of positive affect, as the absence of negative affect, as the lack of emotional exhaustion, and as psychological well being. I will review this literature using the circumplex framework as the taxonomic guideline. In addition, drawing on the impetus of the “positive psychology” movement, I propose Fredrickson’s (1998, 2001, 2003) broaden-and-build theory of positive emotions as one approach especially well-suited for future research to better understand the happy/productive worker thesis.

This study aims to systematically review the literature on happiness at work (HAW) by analysing existing studies, identifying relevant themes in HAW research and evaluating the methodologies used in the literature.

The study used a systematic review process, following the guidelines and principles outlined in the updated Preferred Reporting Items for Systematic Reviews and Meta-Analyses statement 2020 and checklist. Articles were collected from six databases: Emerald insight, Taylor & Francis Online, Science Direct, Wiley Online Library, Springer and MDPI. Subsequently, systematic review was performed on 41 HAW articles published in 29 different journals between 2010 and 2022. The authors only considered articles that were either indexed by Scopus or in the Academic Journal Guide (AJG) list.

The study identified six major themes, assessed the operationalisation of HAW and analysed the research methodologies and statistical tools used in the sample studies. Majority of the articles discussed the antecedents of HAW followed by the HAW as a mediator. There is a high heterogeneity in the operationalisation of HAW in the reviewed articles. Moreover, majority of the studies have prioritised service sectors over the industrial sectors.

This study represents the first comprehensive review of the existing literature on HAW by using a systematic review methodology.

The purpose of this paper is to investigate the relationship between employee happiness at work and organizational citizenship behaviour in Indian private sector banks. In this study, happiness at work is represented by three constructs: job satisfaction, affective commitment and work engagement. The study also investigates whether employees’ perception of diversity management practices mediates the relationship between happiness at work and organizational citizenship behaviour.

A total of 498 responses from employees of three major private sector banks in the Delhi-NCR region were analysed to investigate relationships between dependent, independent and mediating variables by using structural equation modelling.

Happiness at work has a significant positive impact on organizational citizenship behaviour, and employees’ perception of diversity management plays a strong mediating role between the relationship of happiness at work and organizational citizenship behaviour.

Happiness at work and perception of diversity management have a significant influence on organizational citizenship behaviour of banking employees. Private sector banks in India need to make strategies for workplace happiness and diversity management so that the employees work as citizens of the bank and willingly take responsibility for extra-role behaviour along with their assigned roles.

The findings of this paper reveal that although employees may experience happiness at work represented by job satisfaction, affective commitment and work engagement, their happiness is less likely to be reflected in their organizational citizenship behaviour until they have a positive perception of the workforce diversity management practices. To the best of the authors’ knowledge, this study is unique in terms of its emphasis on the mediating role of diversity management on employees’ happiness and organizational citizenship behaviour in Indian private sector banks.

This article explores how internal communication impacts happiness at work and intrapreneurship through the dimensions of communication climate and communication in meetings.

Literature analysis and quantitative empirical data collection are used to achieve this study's purpose. The study employed a non-experimental, cross-sectional, explanatory design. A questionnaire of closed-ended questions was used, adapted from validated scales for measuring constructs, and apply to 156 employees of industrial, service and commercial companies in the Northeast of Mexico. The analysis techniques used included exploratory factor analysis and structural equation modelling.

In the descriptive analysis of the data, the authors find that 57.7% of the sample is satisfied with the communication climate, 28.85% moderately satisfied, and 13.47% dissatisfied. Regarding the levels of happiness at work, high (71.15%), medium (21.15%) and low (7.7%) levels were found. In intrapreneurship, high (67.31%), medium (26.92%) and low (5.77%) levels were found. The exploratory factorial analysis showed that the instrument was adequate for measuring the variables. Good correlations were also found between the items that make up each variable. Finally, the relationship between internal communication, measured by the dimensions of communicative climate and communication in meetings, and happiness at work was verified using the structural equation technique. The latter has a positive impact on intrapreneurship.

This article has some theoretical and methodological limitations like any other academic work. They would be interesting to address in future research. In this way, it is possible to empirical examine the variables of intrapreneurship, internal communication and happiness (Ravina-Ripoll et al., 2021c). The first is the study's cross-sectional design and data collection by a non-probabilistic sample, carried out in a single source. Both aspects mean that our study is not free of corresponding biases; this may result in the findings of the present work not being statistically correct. The second derives from the absence in the literature of structural equation modelling studies that analyse the constructs that make up the object of this academic work in a multidimensional way. However, although an influence I show between the variables, it is recommended to take the data with discretion. There is still a need for more empirical evidence to support these relationships before generalised results can be presumed. Despite the remarkable progress made in recent years in the literature on the three dimensions of this article, few scientific studies examine inferentially how internal communication and intra-entrepreneurship influence employees' happiness at work in today's digital society. The authors of this academic work consider it attractive for future research to address the analysis of internal communication strategic management models. It is a robust driver of intra-entrepreneurship and employee happiness in organisations (Galván-Vela et al., 2022a). In conclusion, from this heuristic perspective, companies can improve, on the one hand, their competitive position in the market. Their managers must cultivate an organisational culture that emphasises internal communication as a catalyst for innovation, employee loyalty, and productive efficiency. On the other hand, companies will be able to invigorate their corporate image to face the significant challenges in the globalised economy, thus to become sustainable, humane, ecological intra-entrepreneurial corporations (Galván-Vela et al., 2021a). It may lead to a more social, inclusive, prosperous and egalitarian ecosystem. In this way, it makes the culture of organisations around the pillars of happiness management, social marketing and the Sustainable Development Goals shine (Galván-Coronil et al., 2021).

This section does not attempt to argue that internal communication and intrapreneurship constitute two intangible resources that improve organisations' productivity and collective happiness (Lee and Kim, 2022). However, it is necessary to clarify that the results achieved in this academic study show two fundamental aspects. The first is to invite managers of companies in the post-Covid-19 era to cultivate a culture based on happiness management. It makes internal communication a fast vehicle that exponentially boosts intrapreneurship, among other things (Castillo-Abdul et al., 2021). To this end, their strategic management models must carry out a diametrical shift in their innovation and internal communication actions. On the one hand, it allows for building loyalty among their creative talent. It does this by creating an organisational climate that encourages interpersonal relationships, the spirit of teamwork, collaborative participation, and disruptive thinking (Thelen and Formanchuk, 2022). On the other hand, promoting an ethical, assertive and empathetic leadership style proactively stimulates the commitment, trust and passion for the work of all members of the company (Men and Yue, 2019). The second is to emphasise implementing a constructive, friendly and positive intra-organisational language. In this way, it is dynamising the collective happiness of its human capital through the figure of the Chief Happiness (Jiménez-Marín et al., 2021b).

Intrapreneurship, internal communication and happiness at work are topics of great interest in academic agendas in recent years. It is basically because these three dimensions, individually or jointly, have positive effects on the productivity of organisations. However, no research flow evidences our theoretical model proposed in this article. Therefore, there is a need for future studies that advance the literature in the area of business. In this way, we will have more data on how these constructs affect the life of organisations in the post-Covid 19 eras.