Are chefs happiness providers? Exploring the impact of organisational support, intrapreneurship and interactional justice from the perspective of happiness management

Ravina-Ripoll, Rafael; Balderas-Cejudo, Adela; Núñez-Barriopedro, Estela; Galván-Vela, Esthela

doi:10.1016/j.ijgfs.2023.100818

Cited by 9 publications

(4 citation statements)

References 57 publications

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“…This result represents an advance in formulating new happiness management theories; it is also congruent with current studies of this attractive business culture (Mart ınez-Falco et al, 2023). All of this reveals the importance of these three intangible resources for implementing human resources policies to encourage motivation among internal customers (Ravina-Ripoll et al, 2023a). Third, the findings of this paper demonstrate that corporate governance should formulate business strategies that integrate happiness management as a philosophy that is a source of economic growth and organisational success (Rando-Cueto et al, 2023).…”

Section: Theoretical Implicationssupporting

confidence: 83%

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Emotional wage, happiness at work and organisational justice as triggers for happiness management

Ravina-Ripoll,

Díaz-García,

Ahumada-Tello

et al. 2024

JMD

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PurposeThis 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.Design/methodology/approachA 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.FindingsThe 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.Research limitations/implicationsThe 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.Practical implicationsAs 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).Social implicationsIn 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.Originality/valueThis 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.

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Section: Theoretical Implicationssupporting

confidence: 83%

“…, 2023). All of this reveals the importance of these three intangible resources for implementing human resources policies to encourage motivation among internal customers (Ravina-Ripoll et al. , 2023a).…”

Section: Discussionmentioning

confidence: 99%

Emotional wage, happiness at work and organisational justice as triggers for happiness management

Ravina-Ripoll,

Díaz-García,

Ahumada-Tello

et al. 2024

JMD

Self Cite

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“…In the study, a 7-point Likert-type scale was used. It was concluded that organizational support and organizational justice structures positively affected the happiness parameter at work [21].…”

Section: Likert Scalementioning

confidence: 99%

A Novel Neutrosophic Likert Scale Analysis of Perceptions of Organizational Distributive Justice via a Score Function: A Complete Statistical Study and Symmetry Evidence Using Real-Life Survey Data

Bodur,

Topal,

Gürkan

et al. 2024

Symmetry

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In this study, ten questions measuring distributive justice on classical Likert and neutrosophic Likert scales consisting of two subdimensions—distributive and procedural justice—were used. Participants responded to the same questions for both the classical Likert and neutrosophic Likert scales within a single survey, with the neutrosophic method applied, for the first time, to the questions included in the scale. The neutrosophic scale responses were answered in percentages to resemble natural language, and the answers received for each question were reduced to the range [−1, 1] to grade the agreement approach through a score function used in neutrosophic decision-making theory. In this study, the neutrosophic scale, a scaling method with strong theoretical foundations, was compared with the traditional Likert scale. The results of the statistical analyses (exploratory factor analysis, reliability analysis, neural network analysis, correlation analysis, paired samples t-test, and one-way and two-way ANOVAs) and evaluations of the scales were compared to measure organizational justice within a single study. In this article, the symmetric and non-symmetric properties of statistical analysis that are specific to this paper in addition to general symmetric and non-symmetry properties are discussed. These symmetric and non-symmetric features are conceptualized according to the features on which each statistical analysis focuses. Finally, although this study presents a new area of research in the social sciences, we believe that the neutrosophic Likert scale and survey approach will contribute to collecting detailed and sensitive information on many topics, such as economics, health, audience perceptions, advertising responses, and product, market, and service purchase research, through the use of score functions.

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“…All these changes were accentuated during the Covid-19 health crisis, which also impacted all organizational aspects and gave rise to a new mode of management in the post-Covid organization (Ravina-Ripoll et al. , 2023a, b). Furthermore, there have been seen that the post-Covid-19 pandemic context has act as a disruptor redefining the social work practices (Gartner Report, 2020; Raheja, 2021; Edvardsson & Durst, 2021; Liang et al.…”

Section: Introductionmentioning

confidence: 99%

The impact of ICT on social workers' well-being: a mixed methods research

Khanchel-Lakhoua,

Kadri

2024

JMD

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PurposeThis study aims to investigate the impact of Information and Communication Technology (ICT) on the well-being of Tunisian social workers.Design/methodology/approachResources (JD-R) theory. A questionnaire was administered to 162 Tunisian social workers, and statistical analysis and hypothesis testing were conducted using SPSS and SmartPLS software.FindingsThe study found that ICT has a substantial positive influence on social workers' well-being. Specifically, ICT was found to increase social workers' job resources, which in turn led to decreased job demands, increased burnout and increased work engagement.Originality/valueThis study addresses prior research gaps by exploring ICT's interplay with well-being within the Tunisian context. Its outcomes offer valuable insights for policymakers, guiding the development of strategies to address challenges and harness ICT's potential in social work.

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Are chefs happiness providers? Exploring the impact of organisational support, intrapreneurship and interactional justice from the perspective of happiness management

Cited by 9 publications

References 57 publications

Emotional wage, happiness at work and organisational justice as triggers for happiness management

Emotional wage, happiness at work and organisational justice as triggers for happiness management

A Novel Neutrosophic Likert Scale Analysis of Perceptions of Organizational Distributive Justice via a Score Function: A Complete Statistical Study and Symmetry Evidence Using Real-Life Survey Data

The impact of ICT on social workers' well-being: a mixed methods research

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