Edited By Rafael Ravina Ripoll, Luis Bayardo Tobar Pesántez, Araceli Galiano Coronil and José Marchena Dominguez
In these moments of health crisis, happiness management and social marketing are not teaching that it is possible to build a more committed, innovative and productive society. To achieve this end, countries and organizations must undertake a wave of human resource policies and actions that stimulate individuals’ happiness and creativity. In this way, a new economy can emerge that holistically promotes social welfare, equality, and talent.
Engaging leaders and work-life balance as enhancers of happiness at work (HAW)
Andrés Salas-Valina, Susana Pasamar-Reyes and Anna Ferrer-Franco
Abstract Achieving a better quality of working life is an urgent and challenging issue due to the changing balance of power between capital and labor. Higher demands, intensification of work and a total availability required are some of the factors that lead to an imbalanced relationship between work and life. This chapter aims to offer a model to improve employees’ happiness at work (HAW). First, we suggest that leaders focused on employees’ psychological needs, namely, engaging leaders, foster followers’ HAW. Second, we propose that work-life balance mediates the relationship between engaging leadership and HAW. Our findings provide interesting recommendations for hospital managers.
Keywords: engaging leadershipwork-life balancehappiness at work
The resource based-view of the firm argues that employees provide the primary source of competitive advantage (Wright et al., 2001), and previous research has highlighted the vital role leadership plays and how impacts on human capital to pursue strategic goals (Pasamar et al., 2019). Accordingly, human capital quality of working life should be dragged into the spotlight. In advanced developed countries, blue-collar employees have extensively been replaced by white collar workers in service, administrative, technical and knowledge work. However, this change has not necessarily involved an improvement in quality of working life, quite the contrary (Vidal, 2013).
Higher demands and intensification of work are leading to an increase in organizational and personal costs, and previous research has linked culture of long hours and 24/7 availability to chronic overwork (Brett and Stroh, 2003). In this sense, the...
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