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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 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.

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 management of employee happiness and well-being has been gaining interest in academic research in recent years; however, few studies have focussed on the entrepreneur's perspective. The aim of this paper is to analyse the state of research on women-led businesses, well-being and happiness management.

A bibliometric study has been carried out since 1996, the first year in which publications in this field were detected. In total, 128 papers are identified in the most reliable database, Web of Science Core Collection. A network mapping of authorship, citation and co-occurrence of keywords in scientific publications is shown.

The results of this study confirm that societal changes resulting from crises increase research interest in improving organisational environments and happiness. After the economic crises of 2013, there was a boost, and after the pandemic, there is again a boost in research. More than half of the publications and citations on female entrepreneurship and happiness management are post-pandemic. The study offers some research directions and emphasises the role of gender.

This article brings a new approach to the study of well-being in organisations, highlighting the relevance of the role female leadership plays in promoting happiness at work.

This paper aims to explore the mechanisms by which employees’ happiness at work (HAW) can be promoted. Drawing on the social exchange theory (SET), this study examined the relationships among discretionary human resource (HR) practices, perceived organizational support (POS), meaning of work (MOW) and HAW.

A three-path mediation model was developed to test the proposed relationships. The data were collected from Pakistani business professionals (n = 361), and hypotheses were tested using the PROCESS macro for SPSS .

The results suggest that POS mediates the relationship between discretionary HR practices and HAW. Also, MOW mediated the relationship between discretionary HR practices and HAW. Hence, both POS and MOW were found to be independent mediators. Further, the data provided support for the serial mediation of POS and MOW in the relationship between discretionary HR practices and HAW.

This research provides insights to organizations and their management on how discretionary HR practices can enhance employees’ POS, MOW and HAW.

The findings show that discretionary HR practices are associated with employees’ HAW. In addition, two mediators (POS and MOW) were found to serially mediate the aforesaid relationships. These findings are novel, as no prior research has used this nascent methodological approach to deepen our understanding by examining the associations between discretionary HR practices, POS, MOW and employees’ HAW.

Although the sharing economy improves comfort and convenience, it is yet unclear how it affects subjective well-being. This study aims to offer a conceptual model for understanding the linkages between the antecedents and consequences of subjective well-being in ridehailing services.

Using a non-probabilistic sampling method and a pre-tested survey instrument, 450 responses were collected from January to March 2020. The data were analysed using structural equation modelling.

Experience quality and perceived convenience are correlated with subjective well-being. Perceived value and personal innovativeness were not correlated with subjective well-being, as the former does not contribute to the latter’s development. Continuous usage intention significantly correlated with subjective well-being, followed by customer relationship proneness and advocacy. Regarding gender and age differences, men place higher value on customer relationship proneness than women, while women place higher value on subjective well-being than men. Older users value perceived convenience and customer relationship proneness in ridehailing services more than younger users.

Understanding key factors contributing to user well-being in ridehailing would promote a more affordable mobility sector globally. This understanding would enable ridehailing businesses to create more effective business and marketing plans while prioritising user well-being, thus enhancing user happiness and reducing turnover rates.

This research demonstrates how crucial it is for users’ well-being to have a positive experience and find the service convenient. It also highlights the importance of building strong customer relationships and examines how gender and age influence people’s adoption and use of these services.

Aunque la economía colaborativa mejora la comodidad y conveniencia, aún no está claro cómo afecta al bienestar subjetivo. Ofrecemos un modelo conceptual para comprender las conexiones entre los antecedentes y consecuencias del bienestar subjetivo en los servicios de transporte compartido.

Utilizando un método de muestreo no probabilístico y un instrumento de encuesta previamente probado, se recopilaron 450 respuestas entre enero y marzo de 2020. Los datos fueron analizados utilizando un modelo de ecuaciones estructurales.

La calidad de la experiencia y la percepción de conveniencia están correlacionadas con el bienestar subjetivo. El valor percibido y la innovación personal no se correlacionaron con el bienestar subjetivo, ya que el primero no contribuye al desarrollo del último. La intención de uso continuo se correlacionó significativamente con el bienestar subjetivo, seguida por la propensión a las relaciones con los clientes y la defensa de estos servicios. En cuanto a las diferencias de género y edad, los hombres valoran más la propensión a las relaciones con los clientes que las mujeres, mientras que las mujeres valoran más el bienestar subjetivo que los hombres. Los usuarios mayores valoran más la percepción de conveniencia y la propensión a las relaciones con los clientes en los servicios de transporte compartido que los usuarios más jóvenes.

Esta investigación demuestra lo crucial que es para el bienestar de los usuarios tener una experiencia positiva y encontrar el servicio conveniente. También resalta la importancia de construir relaciones sólidas con los clientes y examina cómo el género y la edad influyen en la adopción y uso de estos servicios.

Comprender los factores clave que contribuyen al bienestar de los usuarios en los servicios de transporte compartido promovería un sector de movilidad más asequible a nivel global. Esta comprensión permitiría a las empresas de transporte compartido crear planes de negocios y marketing más efectivos, priorizando el bienestar de los usuarios y mejorando así su felicidad y reduciendo las tasas de rotación.

尽管共享经济提高了舒适度和便利性, 但它如何影响主观幸福感尚不清楚。我们提供了一个概念模型, 用于理解乘车服务中主观幸福感的前因后果之间的联系。

采用非概率抽样方法和预先测试的调查工具, 在 2020 年 1 月至 3 月期间收集了 450 份回复。数据采用结构方程模型进行分析。

体验质量和感知便利性与主观幸福感相关。感知价值和个人创新性与主观幸福感不相关, 因为前者无助于后者的发展。持续使用意愿与主观幸福感密切相关, 其次是客户关系倾向和拥护。在性别和年龄差异方面, 男性比女性更重视客户关系倾向, 而女性比男性更重视主观幸福感。老年用户比年轻用户更重视乘车服务中的便利感和客户关系代言。

这项研究表明, 用户获得积极的体验和便捷的服务对他们的福祉至关重要。研究还强调了建立牢固的客户关系的重要性, 并探讨了性别和年龄如何影响人们采用和使用这些服务。

了解有助于提高乘车旅行用户幸福感的关键因素, 将在全球范围内推动建立一个更加经济实惠的移动出行行业。这种理解将使打车企业能够制定更有效的业务和营销计划, 同时优先考虑用户福祉, 从而提高用户幸福感并降低流失率。

This study examines the theoretical and empirical relationships between LM&SS, human resource management (HRM), climate for LM&SS and outcomes (employee well-being and performance) in hospitals. As part of this research, the authors examine the interplay between “hard” and “soft” practices for LM&SS and “soft” HR practices.

A cross-sectional, multisite survey study covering all internal service units at all eight Dutch university hospitals was conducted (42 units, N = 218 supervisors, N = 1,668 employees), and multivariate multilevel regression analyses were performed.

A systems approach involving “soft” LM&SS practices that are specifically HR-related has a positive effect (β is 0.46) on a climate for LM&SS. A climate for LM&SS is not related to perceived performance or employee health. It is, however, positively related to employee happiness and trusting relationships (both βs are 0.33). We did not find that a climate for LM&SS had a mediating effect.

This study shows that a balanced approach involving both “hard” and “soft” factors is crucial to achieving the desired breadth and depth of LM&SS adoption at the macro, meso, and micro levels. The authors found that a climate for LM&SS positively affects employee well-being in hospitals.

In their attempt to create mutual gains for both their organization and their employees, hospitals that adopt LM&SS should foster a climate for LM&SS by embracing a balanced approach consisting of both “hard” and “soft” practices, thereby internalizing LM&SS at the macro, meso, and micro levels.

This is one of the first studies to examine in-depth the impact of “hard” and “soft” LM&SS on both employee well-being (subdivided into different components) and performance in healthcare, as well as the role of “soft” HRM in this relationship. Linking LM&SS, HRM and outcomes to a climate for LM&SS is relatively a new approach and has led to a deeper understanding of the mechanisms underpinning the internalization of LM&SS in healthcare.

This paper examines the socio-emotional identities of handloom artisans in Sri Lanka as a novel technique for new product development.

Qualitative research methods, including observational research and semi-structured interviews with 27 artisans from different handloom communities in Sri Lanka were conducted and analyzed in thematic approach.

By highlighting the maker of the craft through their socio-emotional identities in an artisan-oriented approach, this paper provides insight into new product development for handloom in alignment with up-and-coming trends. Ultimately, this can increase the demand for handloom and sustain the sector in both local and international fashion markets.

This research study is one of the first of its kind to propose a novel approach for artisan-oriented product development through the application of artisans’ socio-emotional identities.

This study draws on the affective events theory (AET) to understand how telework may influence workers' well-being. Hence this study aimed to (1) analyze the indirect relationship between telework and well-being via daily micro-events (DME), and (2) test whether procrastination would moderate this indirect effect.

To test the goals, data were gathered from a sample of teleworkers in the IT sector (N = 232). To analyze the data, a moderated mediation analysis was performed in SPSS with PROCESS macro.

The results showed that micro-daily events mediated the positive relationship between telework and well-being; however, this relation was conditional upon the levels of workers' levels of procrastination, that is, this link became weaker for those who were procrastinators.

By highlighting the importance of telework, DME and procrastination, this study offers managers distinct strategies for enhancing their employees' well-being.

Despite the existing research investigating the effect of telework on well-being, studies investigating the intervening mechanisms between these two constructs are scarce. Moreover, there is a lack of research investigating the moderating effect of procrastination in these relations. Hence, this study fills these gaps and advances knowledge on the process that explains how (via DME) and when (when procrastination is low) teleworking influences workers' well-being.