A Conceptual Framework of Happiness at the Workplace

Wesarat, Phathara on; Sharif, Mohmad Yazam; Majid, Abdul Halim Abdul

doi:10.5539/ass.v11n2p78

Cited by 70 publications

(64 citation statements)

References 105 publications

(83 reference statements)

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“…Further, researchers Wesarat, Sharif, & Abdul Majid (2014) [13] cited key factors which influence happiness at the workplace such as employment status, income, friendship, and work activities. What these constructs have in common is that all are referred to as pleasant judgments or pleasant experiences at work (Bakker &Oerlemans, 2011) [14].…”

Section: Review and Related Literaturementioning

confidence: 99%

The Relationships of Happiness and Job Satisfaction to Job Performance of Public Secondary School Teachers in Selected Schools in the Division of Cavite

2019

IJRTE

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The study analyzed the relationships of approaches to happiness and job satisfaction to job performance. This research endeavors to educate and inspire public academic institutions to focus on the happiness and job satisfaction of its teaching staff and see if it will bring out high job performance rate. A sample of two hundred and eighty-three (283) public secondary school teachers was taken from selected schools in the division of Cavite calculated based on Cochran’s formula and using simple random sampling technique. The researchers used descriptive statistics such as frequency distribution and weighted mean to present the data. Pearson Product Moment Correlation Coefficient r and multiple linear regression (MLR) model were used to determine the association and test statistical significance between all studied parameters. Data analysis was done using Statistical Package for the Social Sciences (SPSS). The findings of this study indicated that the extent of correlation between the approaches to happiness and job performance and between the job satisfaction and job performance are both significant. When these variables are linked with job performance, the outcome revealed that higher degrees of happiness—in terms of pleasant life, good life, and meaningful life—and job satisfaction lead to very satisfactory job performance.

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Section: Review and Related Literaturementioning

confidence: 99%

The Relationships of Happiness and Job Satisfaction to Job Performance of Public Secondary School Teachers in Selected Schools in the Division of Cavite

2019

IJRTE

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“…Therefore, being happy can avoid an individual from experiencing stress, mental stress and hypertension. According to Wesarat et. al., (2014), the use of word happy is a global and different term used for each person according to their own culture.…”

Section: Literature Reviewmentioning

confidence: 99%

Social Factor and Its Impact on Staff Happiness

ISA*¹,

Jam²,

Tenah³

et al. 2019

IJRTE

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Work and social life with family and friends are conceptualized as factors of personal happiness. Thus, work and social life have to share time resources. Time limitation can put strains on the relationship in work-related life and social life. Intense commitment at work has the potential to interfere one’s social life. Therefore, this study aimed to figure out the effects of the social factors on staff happiness.The research design for this study was a quantitative method using survey and focus group discussion (FGD). The simple random sampling technique was executed as a methodology for this research paper. This study involved 535 respondents from the population of academic and administrative staff in UTHM. All the data is analyzed descriptively using SPSS version 2.0. The result has shown that the elements of a relationship, either with friends or family are found to be the main contributors in determining staff happiness

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“…Research on happiness at work in recent years is increasingly being done [1]. Satisfaction in action is a situation where employees feeling pleasure in working and feeling as if they are not working, this increases efficiency and can achieve the expected targets, both individual and organizational levels and will produce positive work behavior and this will encourage productivity and achievement of organizational goals [2] [3]. Employees who feel happy will be more productive than those who are unhappy.…”

Section: Introductionmentioning

confidence: 99%

Happiness and Its Effect on Performance For Non-Academic Staff in Organizational Restructurisation

Hidayat¹

2020

Proceedings of the Proceedings of the 1st International Conference on Religion and Mental Health, ICRMH 2019, 18 - 19 September

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Restructuring in an organization will have a psychological impact on anxiety because they are faced with uncertainty. Changes in the structure of leadership and reorganization will be followed by policy changes forcing them to make various adjustments. Research on organizational change was generally based on the perspective of anxiety and organizational change. The study will investigate aspects of employee's happiness, because even though the changes have an impact on anxiety as well as hope. This research seeks to find out various factors that contribute to happiness and its consequences for performance. Respondents were all non-academic staff at the postgraduate program UNJ (N= 42). Data collection uses questionnaire happiness with a Likert scale 1-4; performance is measured by performance measurement instruments for public services that have a Likert scale (1-5). Explotatory factor analysis was used. Results indicated generally employees feeling happy and 4 factors that account as contributor to happiness level, and happiness have correlation with performance.

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A Conceptual Framework of Happiness at the Workplace

Cited by 70 publications

References 105 publications

The Relationships of Happiness and Job Satisfaction to Job Performance of Public Secondary School Teachers in Selected Schools in the Division of Cavite

The Relationships of Happiness and Job Satisfaction to Job Performance of Public Secondary School Teachers in Selected Schools in the Division of Cavite

Social Factor and Its Impact on Staff Happiness

Happiness and Its Effect on Performance For Non-Academic Staff in Organizational Restructurisation

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