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dc.contributor.authorHosie, Peter
dc.contributor.authorSevastos, Peter
dc.contributor.authorTravaglione, T.
dc.date.accessioned2017-01-30T12:31:15Z
dc.date.available2017-01-30T12:31:15Z
dc.date.created2008-11-12T23:25:13Z
dc.date.issued2006
dc.identifier.citationHosie, Peter and Sevastos, Peter and Travaglione, Tony. 2006. : Implications of the 'happy-performing managers' proposition, Socially responsive, socially responsible approaches to employment and work, 1-4 July 2006. Prato Centre, Tuscany, Italy.
dc.identifier.urihttp://hdl.handle.net/20.500.11937/22427
dc.description.abstract

A seminal question in industrial/organisational psychology and management is revisited in this paper - do happy managers perform better than their miserable counterparts? The 'happy-productive worker' thesis has intrigued organisational researchers and practitioners for decades. Despite mixed empirical evidence from research, there is support in the literature for the notion that 'a happy worker is a good worker'. A variation on the enduring debate of the happiness-productivity theme is presented - the 'happy-performing managers' proposition. A study of Australian managers is reported to illustrate how aspects of affective wellbeing are associated with their performance. The emphasis was on investigating an aspect of human behaviour with the potential to enhance managerial performance. A contribution of this study was to provide qualified support for the 'happy-performing managers' proposition by linking managers' affective wellbeing and intrinsic job satisfaction with their contextual and task performance. Implications of these findings are considered. In particular, it is argued that the capacity of managers to develop emotional intelligence, so that they are more aware of the importance of positive and negative leadership styles has the potential to increase organisational productivity.

dc.subjectcontextual and task performance
dc.subjectintrinsic job satisfaction
dc.subjectjob-related affective wellbeing
dc.subjecthappy-productive worker' thesis
dc.titleImplications of the 'happy-performing managers' proposition
dc.typeConference Paper
dcterms.source.conferenceSocially responsive, socially responsible approaches to employment and work
dcterms.source.conference-start-date1-4 July 2006
dcterms.source.conferencelocationPrato Centre, Tuscany, Italy
curtin.identifierEPR-1000
curtin.accessStatusOpen access
curtin.facultyCurtin Business School
curtin.facultySchool of Management


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