An Exploratory Analysis of Happiness at Workplace from Malaysian Teachers Perspective Using Performance-Welfare Model

Abdullah, Abdul Ghani Kanesan; Ling, Ying-Leh; Chen, Peng

doi:10.18488/journal.1/2016.6.6/1.6.340.346

Cited by 5 publications

(7 citation statements)

References 8 publications

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“…Work happiness also stimulates employees to be engaged, attentive to customer problems, and committed to providing excellent and innovative service. These findings are consistent with those of previous studies (Anchor, 2010; Gupta, 2012; Abdullah et al , 2016; Williams et al , 2017). Moreover, work engagement is found to influence employee service innovative behavior significantly and positively, thus providing support for H2 .…”

Section: Discussionsupporting

confidence: 94%

Determinants of frontline employee service innovative behavior

Al-Hawari

Bani‐Melhem

Shamsudin

2019

MRR

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Purpose The purpose of this study is to examine the influence of workplace happiness and work engagement on employee service innovative behavior from the perspective of positive psychology. The study also examines if work engagement mediates the relationship between workplace happiness and employee service innovative behavior. Finally, it investigates how co-worker socializing and the service climate of the organization moderate the relationship between work engagement and employee service innovative behavior. Design/methodology/approach The study used survey data from 321 frontline employees working in the service sector in the United Arab Emirates (UAE). Six major hypotheses were established and examined using the SPSS Statistics V22.0 Process. The measurement model was analyzed using Amos 22. Findings Workplace happiness and work engagement are found to be important factors affecting employee service innovative behavior. Workplace happiness influences employee service innovative behavior directly and indirectly through work engagement. Both service climate and co-worker socializing play a significant moderating role in the relationship between work engagement and employee service innovative behavior among frontline employees. Interestingly, service climate erodes this relationship while co-worker socializing enhances it. Practical implications This study provides guidelines for managers and practitioners in the service industry to promote frontline employee service innovative behavior. Specifically, the findings provide guidance for decision-makers on how to use workplace happiness to trigger the innovative service behaviors of frontline employees, taking into consideration the conditional role of service climate and co-worker socializing. Originality/value The literature on factors affecting the service innovative behavior of frontline employees in the service sector from the perspective of positive psychology is limited, especially in the context of the UAE. The data, framework and outcomes of this research address this gap and contribute to the current body of knowledge. Specifically, the study contributes to the broaden-and-build theory of positive emotions in the field of positive psychology by validating the applicability of the theory in a wider organizational context.

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Section: Discussionsupporting

confidence: 94%

Determinants of frontline employee service innovative behavior

Al-Hawari

Bani‐Melhem

Shamsudin

2019

MRR

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“…These findings are in strong support of H1 , clearly indicating that the climate of the workplace (which includes moods and happiness) has significant effects on employees’ positive emotions and motivation, thereby encouraging employees to engage in IB. These findings strongly support previous research (Fredrickson and Branigan, 2005; Fredrickson, 2000; Kok and Fredrickson, 2010; Pryce-Jones, 2011; Gupta, 2012; Abdullah et al , 2016).…”

Section: Discussionsupporting

confidence: 92%

“…It is considered a prime ingredient of a range of social and psychological workplace manifestations. The main assumption is that genuinely happy individuals are more likely to engage in attitudes and behaviors conducive to improved organizational outcomes (Fisher, 2010; Roche and Rolley, 2011; Abdullah et al , 2016; Chia and Chu, 2016).…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

Determinants of employees’ innovative behavior

Bani‐Melhem

Zeffane²,

Albaity³

2018

IJCHM

196

144

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Purpose This study aims to examine the impact of workplace happiness, coworker support and job stress on employee innovative behavior. The mediating effects of coworker support and job stress are also explored. Design/methodology/approach The study uses survey data from 328 employees from different departments in four- and five-star hotels in the United Arab Emirates (UAE). Based on an extensive literature review, five main hypotheses were formulated and explored. These were tested through multiple regression analysis using the SPSS Process Macro plugin. Findings Workplace happiness is the most significant determinant of employees’ innovative behavior, while coworker support plays a significant mediating role. Contrary to the study hypothesis and assumption, job stress alone is not a significant mediator; it only plays a mediating role when combined with coworker support. Research limitations/implications The sample is from a single sector (hotels) in a single country. Future research would benefit from examining the above relationships in other sectors (such as health and education) in the UAE. It could also explore the validity of these relationships in the tourism/hotels sector of other countries in the Middle East and Gulf regions. Originality/value Few studies have attempted to investigate factors that may promote or impede innovative behavior among employees in the hotels sector, particularly in the UAE. The data, model and findings of this study address this gap and add to the current state of knowledge.

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“…Happy employees can also show positive attitudes and behaviors, which can influence other employees at work, thus providing a broad overview of innovative work behavior [16,57,58]. Furthermore, a study of Zia, Naveed [59] on employees of full-time business universities/HEIs in Pakistan uncovered that workplace happiness affected innovative work behavior.…”

Section: Workplace Happiness and Innovative Work Behaviormentioning

confidence: 99%

Antecedents and Consequences of Innovative Work Behavior in Indonesian Higher Education During the COVID-19 Pandemic

Astuti¹,

Haryono²,

Harsono³

et al. 2023

IJSDP

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The COVID-19 pandemic has brought various social impacts on the higher education service industry (Higher Education Institutions/HEIs). Changes in the online learning process provide the reality of job stress and the demands of innovative behavior to demonstrate performance at HEIs in Indonesia also require innovative employees as a new approach to work. This study examined how the direct effect of workplace happiness on innovative work behavior and innovative work behavior to work performance, by placing job stress as a mediator on workplace happiness to innovative work behavior. The purposive sampling was employed with the criteria of permanent lecturers and having a National Lecturer Identification Number. This study employed a survey method by which a total 354 lectures of private HEIs participated (Muhammadiyah and Aisiyah College). The research model was tested using PLS_SEM Modelling and descriptive-interpretive coding. The results uncovered that workplace happiness had a positive effect on innovative work behavior, workplace happiness had a negative effect on job stress, job stress had a negative effect on innovative work behavior, innovative work behavior had a positive effect on work performance. In addtion, the mediation result was supported, where job stress mediate the effect of workplace happiness on innovative work behavior.

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An Exploratory Analysis of Happiness at Workplace from Malaysian Teachers Perspective Using Performance-Welfare Model

Cited by 5 publications

References 8 publications

Determinants of frontline employee service innovative behavior

Determinants of frontline employee service innovative behavior

Determinants of employees’ innovative behavior

Antecedents and Consequences of Innovative Work Behavior in Indonesian Higher Education During the COVID-19 Pandemic

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