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

Kocollari, Ulpiana; Cavicchioli, Maddalena; Demaria, Fabio

doi:10.1002/csr.2667

Cited by 4 publications

(3 citation statements)

References 126 publications

(212 reference statements)

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“…As observed in our study, the positive relationship between GHRM practices and HAW echoes the insights from (Kocollari et al. , 2023), who identified five elements of employee-centric corporate social responsibility that contribute to HAW.…”

Section: Discussionsupporting

confidence: 88%

“…As observed in our study, the positive relationship between GHRM practices and HAW echoes the insights from (Kocollari et al, 2023), who identified five elements of employeecentric corporate social responsibility that contribute to HAW. Furthermore, the research by (Qamar et al, 2023) reinforces this link, demonstrating that high-performance work systems positively influence career aspirations and thriving at work, leading to increased happiness.…”

Section: Discussionsupporting

confidence: 85%

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Empowering employees, empowering the environment: green HRM’s journey to happiness, resilience and feedback seeking

Arun Kumar,

Nivethitha,

Vilvanathan

2024

JHTI

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PurposeGreen HRM practices in the hospitality sector are now receiving growing interest. However, the extent to which these practices contribute towards employee non-green workplace outcomes remains largely unknown. This study explores the relationships among green HRM practices, happiness at work, employee resilience, and feedback-seeking behaviour.Design/methodology/approachThe study employs two-wave data from a sample of 306 five-star hotel employees in India. Using partial least square-structural equation modelling, the relationships are tested.FindingsThe study’s results demonstrate that green HRM practices positively impact happiness at work, employee resilience, and feedback-seeking behaviour. Additionally, the relationship between green HRM practices and feedback-seeking behaviour and employee resilience is mediated by happiness at work.Research limitations/implicationsDrawing on the Job Demands-Resources Theory, Social Exchange Theory, and Broaden and Build theory, this paper proposes that green HRM practices can contribute to happiness at work, employee resilience, and feedback-seeking behaviour.Practical implicationsTo establish a positive connection between green HRM practices and employee outcomes, organizations must recognize the vital role played by happiness at work as a mediator. This means that organizations must implement green HRM practices and ensure their positive impact on employee happiness at work.Originality/valueThe originality of this research lies in its holistic approach to green HRM outcomes, suggesting that the benefits of these practices extend beyond environmental impacts to influence the psychological and behavioural dimensions of employees.

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Section: Discussionsupporting

confidence: 88%

Section: Discussionsupporting

confidence: 85%

Empowering employees, empowering the environment: green HRM’s journey to happiness, resilience and feedback seeking

Arun Kumar,

Nivethitha,

Vilvanathan

2024

JHTI

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“…First, this work contributes to the growing literature of the happiness management discipline. It is because it is one of the first research studies to address a conceptual model exploring the relationships between the dimensions of happiness at work, emotional wage and organisational justice in emerging countries (Kocollari et al. , 2023).…”

Section: Discussionmentioning

confidence: 99%

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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Sustainability in human resource management practices used by small and medium-sized enterprises: a systematic review

Purgał-Popiela

2024

CEMJ

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PurposeThis study aims to determine the current state of research on sustainability in the context of human resource management (HRM) practices adopted by small and medium-sized enterprises (SMEs), identify the most important gaps and propose an agenda for future studies.Design/methodology/approachThrough a systematic literature review (SLR), this study comprehensively examines the relevant literature on sustainability-related aspects of HRM in SMEs. It includes descriptive and thematic analyses of 29 research articles published in high-ranked academic journals selected from 506 records retrieved from four major databases (Scopus, Web of Science, ScienceDirect and EBSCOhost).FindingsThe findings suggest a growing interest in sustainability-related HRM in SMEs after 2020. Notably, most studies focused on green and social sustainability concerns, with limited attention to the triple bottom line (TBL) perspective. A detailed examination revealed variations among the three streams of research in terms of methodology, location of studies, nature of sustainability-HRM linkage and placement of HRM practices in research models. Despite these differences, positive effects of HRM practices on sustainability integration seem evident, including impacts on employee competences, behaviors and company-level outcomes.Originality/valueThis article is the first to systematically review the literature on the sustainability-HRM nexus specifically for SMEs. It contributes by identifying thematic clusters, methodological trends, contextual aspects and outcomes of sustainability-HRM integration, thereby laying the groundwork for future research.

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

Cited by 4 publications

References 126 publications

Empowering employees, empowering the environment: green HRM’s journey to happiness, resilience and feedback seeking

Empowering employees, empowering the environment: green HRM’s journey to happiness, resilience and feedback seeking

Emotional wage, happiness at work and organisational justice as triggers for happiness management

Sustainability in human resource management practices used by small and medium-sized enterprises: a systematic review

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