情感工资、工作快乐和组织公正是快乐管理的触发因素

IF 2.5 Q3 MANAGEMENT JOURNAL OF MANAGEMENT DEVELOPMENT Pub Date : 2024-02-16 DOI:10.1108/jmd-02-2023-0046
Rafael Ravina-Ripoll, Gustavo Adolfo Díaz-García, Eduardo Ahumada-Tello, Esthela Galván-Vela
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引用次数: 0

摘要

目的 本研究在对情感工资、组织公正和工作幸福之间的相互作用进行实证验证的基础上,分析了幸福管理的概念。它补充了近年来公司治理中使用的管理模式的整体观。这一视角探讨了情感工资维度对组织公正和工作幸福感的中介作用和影响。本研究还分析了组织公正对工作幸福感的影响。设计/方法/途径本研究是一项定量、横截面、描述性和相关性研究。研究选取了哥斯达黎加教育部门的 502 名工作人员作为样本。建立了一个结构方程模型(PLS-SEM)来检验提出的理论模型。研究结果表明,情感工资对工作幸福感有积极影响,并在组织公正和工作幸福感之间起到积极的中介作用。建议制定组织政策,将这些变量作为公司治理的必要资源。研究局限性/影响本研究的第一个局限性是由于抽样类型,即目的性抽样。在决定采用何种方法时,研究对象的类型和实施时间是决定性因素。不过,可以尝试将样本扩大到尽可能多的受访者,以减少与这一因素相关的偏差。第二个限制因素是数据是在特定时间范围内收集的。纵向研究可以解决这个问题。第三个局限源于有关幸福管理的文献很少。在这方面,这类研究目前需要在新兴经济体中进行探索。这就很难确定本文获得的经验结果是否可以推广到地球村的其他地区。此外,最后一个限制因素是,本研究的作者只探讨了情感薪酬在组织公正与工作幸福感之间的调节作用。本研究中已经指出,情感工资、组织公正和工作幸福是积极推动员工满意度、积极性和幸福感的因素。组织实施的人才管理战略应鼓励采取能提高员工生活质量的行动、企业社会责任和道德管理实践,以提高在当今市场上的竞争力。这就需要实施动态管理模式,为内部客户提供高度的归属感、工作满意度和对其职业表现的承诺。换句话说,这需要强有力的领导风格和企业文化,以激发员工的创造力、忠诚度和创新能力。为此,组织管理层必须实施人力资源政策,通过快乐领导来吸引和留住创新人才。社会影响在当前的商业环境中,领导风格、激励和组织人力资本归属感的发展都发生了转变。基于这一趋势,对幸福管理的研究成为了一项社会战略,以改善组织吸引高需求人力资本的竞争条件。正因为如此,本研究通过提出基于工作幸福感和生活质量的管理模式,为影响公民意识的要素做出了贡献。 原创性/价值 本研究通过将情感工资、组织公正和工作幸福感纳入人力资源和战略管理,为幸福管理文献做出了贡献。本研究还有助于学术界讨论是否有必要制定组织文化,在幸福和积极情绪的基础上增强员工的职业表现能力。
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Emotional wage, happiness at work and organisational justice as triggers for happiness management

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Practical implications

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).

Social implications

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.

Originality/value

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.

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来源期刊
CiteScore
7.00
自引率
9.70%
发文量
28
期刊介绍: ■Competence-based management development ■Developing leadership skills ■Developing women for management ■Global management ■The new technology of management development The Journal of Management Development draws together the thinking and research relating to the role played by managers in their immediate environment, and the ways in which they can widen their responsibilities to take on larger roles. Many companies now appreciate that investment in management development helps to reduce costs, increase sales and improve productivity - so it"s well worth investigating.
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