Happy-Performing managers: the impact of affective wellbeing and instrinsic job satisfaction in the workplace.
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This book provides contemporary means to solve an age-old conundrum in management - do happy workers perform better? Decades of research and empirical evidence have been unable to establish a strong link between affective well-being, intrinsic job satisfaction and managers' performance. A unique methodology, fresh empirical evidence and a definitive analysis of previous theory and research are employed to support the happy productive worker thesis.The authors test a kindred idea - the 'happy-performing managers' proposition, using advanced statistical techniques. Performance is measured to a previously unachievable level. New empirical evidence is used to predict how affective wellbeing and intrinsic job satisfaction influences managers' contextual and task performance. These findings are argued to have significantly progressed our understanding of what underpins human performance at work.
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Applying Complexity Theory to Solve Hospitality Contrarian Case Conundrums: Illuminating Happy-Low and Unhappy-High Performing Frontline Service EmployeesHsiao, J.; Jaw, C.; Huan, T.; Woodside, Arch (2015)Purpose: This paper aims to advance a configural asymmetric theory of the complex antecedents to hospitality employee happiness-at-work and managers’ assessments of employees’ quality of work performance. The study ...
Hsiao, J.; Jaw, C.; Huan, T.; Woodside, Arch (2015)Purpose – This paper aims to advance a configural asymmetric theory of the complex antecedents to hospitality employee happiness-at-work and managers’ assessments of employees’ quality of work performance. The study ...
Hosie, Peter; Sevastos, Peter (2007)Few conundrums have intrigued organisational researchers and practitioners as has the 'happy-productive worker' thesis. Proponents of this idea are convinced 'a happy worker is a good worker'. Despite mixed empirical ...