Unlocking the secret to happiness at work: the power of inclusive leadership, organizational justice and workplace inclusion

Jha, Indu Nath; Pal, Durba; Sarkar, Subhadip

doi:10.1108/jmd-04-2023-0136

Cited by 18 publications

(8 citation statements)

References 74 publications

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“…Within this framework, equity in treatment encompasses both the distribution of organizational resources and the perceived fairness of organizational decision-making processes (Andrews & Kacmar, 2001). Numerous studies indicate that organizational justice, where employees perceive fairness in decision-making processes, resource allocation, and equal treatment (Colquitt, 2001), significantly influences employee happiness (Jha et al, 2023;Mert et al, 2022).…”

Section: Research Hypothesesmentioning

confidence: 99%

The 5 E(lements) of employee‐centric corporate social responsibility and their stimulus on happiness at work: An empirical investigation

Kocollari,

Cavicchioli,

Demaria

2023

Corp Soc Responsibility Env

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In recent times, there has been a growing interest in corporate social responsibility (CSR) practices that focus on employees, with an increasing emphasis on investigating employees' experiences of CSR in relation to their happiness. The purpose of this study is to explore employee‐centric CSR initiatives with the aim of identifying the elements stimulating happiness at work (HAW). To accomplish this, we adopt a non‐linear and data‐driven approach to analyze self‐reported data from 441 employees across 21 small and medium‐sized enterprises spanning various industries. The analysis brings to light 5 E(lements) of employee‐centric CSR: envisioning, related to personal and organizational value orientation; equity, related to definition and distribution of rewards; empowerment, related to career development and professional growth; experimentation, related to innovative tasks and organizational forms; and empathy, related to a supportive workplace and coworkers' network. These 5 E(lements) serve as stimuli for HAW in different ways: envisioning, empowerment, and experimentation play a major role in promoting employees' happiness and underscore the importance of initiatives related to shared values, inclusivity, and innovative work practices. Thus, this study sheds light on the influence of employee‐centric CSR in promoting HAW and on effective strategies that may contribute to achieving Sustainable Development Goals targets.

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Section: Research Hypothesesmentioning

confidence: 99%

The 5 E(lements) of employee‐centric corporate social responsibility and their stimulus on happiness at work: An empirical investigation

Kocollari,

Cavicchioli,

Demaria

2023

Corp Soc Responsibility Env

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“…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). Fourth, this research shows that the variables emotional wage, happiness at work and organisational justice require leadership styles that foster the professional performance of all stakeholders through the lens of social responsibility and decent work (Jha et al, 2023). 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).…”

Section: Theoretical Implicationsmentioning

confidence: 75%

“…, 2023). Fourth, this research shows that the variables emotional wage, happiness at work and organisational justice require leadership styles that foster the professional performance of all stakeholders through the lens of social responsibility and decent work (Jha et al. , 2023).…”

Section: Discussionmentioning

confidence: 97%

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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“…In another approach, Jha et al (2024) highlight the relevance of the parameters of inclusive leadership and organisational justice on the happiness of human capital at work in the new period of artificial intelligence. According to the results of this scientific study, company managers should consider including happiness management in their management agenda.…”

Section: Overview Of Contributions To the Special Issuementioning

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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Unlocking the secret to happiness at work: the power of inclusive leadership, organizational justice and workplace inclusion

Cited by 18 publications

References 74 publications

The 5 E(lements) of employee‐centric corporate social responsibility and their stimulus on happiness at work: An empirical investigation

The 5 E(lements) of employee‐centric corporate social responsibility and their stimulus on happiness at work: An empirical investigation

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

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