Guest editorial: Exploring happiness in the workplace as an essential theme for developing managers post-pandemic

Ravina-Ripoll, Rafael; Galván-Vela, Esthela; Popescu, Cristina Raluca Gh.; Ahumada-Tello, Eduardo

doi:10.1108/jmd-07-2023-512

Cited by 9 publications

(5 citation statements)

References 18 publications

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“…Finally, and perhaps one of the most significant contributions of this paper, is that it provides a conceptual model that can help companies design management models that improve the happiness at work of the life of their human capital in the era of the "Great Resignation" (Abell an-Sevilla and Ort ız-de-Urbina-Criado, 2023). Therefore, the results achieved in this study have solid theoretical implications for the emerging happiness management literature (Ravina-Ripoll et al, 2023b).…”

Section: Theoretical Implicationsmentioning

confidence: 55%

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 Implicationsmentioning

confidence: 55%

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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“…Finally, we, the guest editors of this special issue, would like to thank, on the one hand, the authors who have contributed to the preparation of this monograph. On the other, the Editor-in-Chief of this Journal, Prof. Magnus Larsson, whose trust and support have been fundamental in giving greater dissemination to studies of happiness management as a management model that can interweave workers' happiness at work with the technological advances that will give rise to artificial intelligence in the productive organisation of companies (Ravina-Ripoll et al , 2023). We hope that you enjoy this special issue.…”

Section: Discussionmentioning

confidence: 99%

Guest editorial: Happiness management – A holy grail to be discovered by companies in the age of artificial intelligence

Ravina-Ripoll,

Galvan-Vela,

Galiano-Coronil

et al. 2024

JMD

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“…(2015) and Schmiedeberg and Schröder (2017) find that the quality of innovative personalised services has a significant impact on the happiness of their users. Workplace happiness can be considered one of the intangible resources contributing most to organisational innovation performance (Ravina-Ripoll et al ., 2023a; b). The literature shows that happy employees are characterised as a highly productive, intrapreneurial, creative and innovative group (Foncubierta-Rodríguez et al ., 2020).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…According to Robina-Ramírez et al . (2022a, 2023a, b), tourism services can generate three emotions: awe, gratitude and compassion.…”

Section: Introductionmentioning

confidence: 99%

How can tourism managers' happiness be generated through personal and innovative tourism services?

Robina-Ramirez,

Ortiz-de-Urbina-Criado,

Ravina-Ripoll

2023

EJIM

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PurposeThere has recently been much interest in analysing the creation of personalised tourism services and studying their effect on organisations. However, there still needs to be more work in analysing their effect on happiness and the role that emotions play in these processes. This paper aims to analyse, in the context of personalised and innovative tourism services, which factors can encourage and improve managers' happiness.Design/methodology/approachA model of analysis is presented with five variables: tourism managers' happiness (TMH), innovative personalised tourism services, internal factors: emotions (IFE), organisational factors (OF) and personal factors (PF). Eight hypotheses are proposed and tested with a structural equation model.FindingsThe results allow the authors to affirm that personalised technological advances applied to tourism services not only contribute to improving the happiness of hotel managers but also in generating emotions that contribute to improving their attitude towards the company.Research limitations/implicationsThis scientific work has some limitations. Firstly, this study was carried out exclusively in Spain due to the relevance of this country in the international tourism sector, according to the World Tourism Organisation. The results achieved in this research should be contrasted with other studies in other territories. Secondly, the interviews and surveys were carried out at specific time intervals. It has not led to problems of significant bias in the variance of the standard method. Therefore, it is desirable to undertake longitudinal or cross-sectional studies for future research. Thirdly, it is interesting to develop theoretical models that include other psycho-directive or leadership style constructs to determine whether they holistically enhance the subjective well-being of hospitality managers. Moreover, other types of factors of a social or strategic nature can be considered, which can positively or negatively impact the analysed variables. Finally, future research can deepen the empirical analysis of the relationship between managerial competencies and digital innovation from the perspective of happiness management. These findings would contribute to a greater cognitive understanding of the implications of personalised and innovative tourism services on hotel establishments' happiness and economic benefits.Practical implicationsThis paper shows the fundamental role of a happy leadership style in creating responsible, green and innovative environments in today's digital society. Furthermore, the happiness of tourism managers can contribute to the generation of high quality and excellent services that are in line with the principles of sustainable development.Social implicationsPersonalised technological advances applied to tourism services not only contribute to improving the happiness of hotel managers but also to generating emotions that contribute to improving their attitude towards the company. On the other hand, it has been observed that personalised and innovative tourism services generate positive effects at organisational, internal and personal levels. The following reflections are advanced: The development of internal factors such as the emotions of awe and gratitude or the generation of trust can enhance the happiness of tourism managers. The happiness of tourism business managers can be enhanced by developing OF such as smart-personalised tourism services and data protection. The happiness of tourism managers can be enhanced by the development of PF such as travellers' desires, expectations and needs, or other factors such as disposable income, health status or family situation.Originality/valueThis is the first empirical study that focuses on investigating how personalised and innovative tourism services affect managing happiness.

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Guest editorial: Exploring happiness in the workplace as an essential theme for developing managers post-pandemic

Cited by 9 publications

References 18 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

Guest editorial: Happiness management – A holy grail to be discovered by companies in the age of artificial intelligence

How can tourism managers' happiness be generated through personal and innovative tourism services?

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