Happy female employees in the making: exploring how job crafting mediates the effect of professional development leadership in promoting their happiness and employability

Background Leadership styles have a big impact on how happy employees are at work, which is important for the success of the company. While despotic leadership can cause tension and discontent, inclusive leadership fosters a supportive and inspiring workplace culture. This study looks at the role that job crafting plays in mediating the link between happiness at work and leadership styles. Objective This study aims to explore how employees’ happiness at work (HAW) is affected by both despotic leadership (DL) and inclusive leadership (IL). Additionally, the study reveals the mediating effect of job crafting (JC) through the use of a mediation mechanism. Method To test the hypothesized relationships, 348 employees of Indian service sector participated in this cross-sectional survey. Statistical analyses were performed to investigate the relationship between the components, including Structural equation modeling using AMOS 22. Results The results demonstrated that the better leadership approach for fostering employees’ happiness is inclusive leadership. It is discovered that job crafting acted as a mediator in the relationship between inclusive leadership and workers’ overall positive attitudinal outcome (HAW). Furthermore, the data demonstrated that, through job crafting, despotic leadership adversely affects employees’ happiness. Overall, the study demonstrates that inclusive leaders further enhance HAW by fostering inclusion among staff members by treating them fairly. Conclusions The study’s conclusions imply that when there is a feeling of inclusivity among employees, leaders can significantly improve workers’ fulfillment with their work through their fair policies and inclusive conduct.

PurposeDrawing on the conservation of resources (COR) theory, this study aims to examine the effects of servant leadership and despotic leadership on employees’ happiness at work (HAW) through job crafting.Design/methodology/approachTo test the hypothesized relationships, the data were collected from 309 Pakistani employees. Structural equation modeling was used to analyze the data.FindingsThe findings showed that servant leadership is an optimal leadership style for creating employees’ HAW. In addition, job crafting was found to mediate the effects of servant leadership on employees’ broad-based positive attitudinal outcome (HAW). Moreover, results showed that despotic leadership negatively influences employees’ HAW through job crafting.Originality/valueThis study is novel as it investigates how newer forms of positive (servant) and negative (despotic) leadership styles influence employees’ multidimensional attitudinal outcome (HAW) via job crafting. By doing so, this research extends the nomological network of servant leadership, despotic leadership, job crafting and HAW.

This study aims to enhance the understanding of happiness at work (HAW) by examining its dimensions and characteristics. Furthermore, it investigates the generation of knowledge concerning HAW through various theoretical frameworks, contextual elements, and methodological approaches. The study also identifies potential future avenues for HAW research. This paper undertakes a systematic literature review of 42 selected empirical articles published from 2010 to 2024, providing an in-depth exploration of HAW. It evaluates trends in publication, dimensions, characteristics, theoretical frameworks, contextual influences, and the research methodologies applied in HAW studies. The results indicate that while research on HAW has gained considerable traction, a significant need remains for further exploration, especially in developing countries. The study identifies several theoretical frameworks, including the job demand-resources model, social exchange theory, and broaden-and-build theory. It also recommends the incorporation of less frequently utilized theories, such as the positive emotion, engagement, relationships, meaning, and accomplishment (PERMA) model, alongside flow theory, for future research initiatives. This review enriches the literature on workplace happiness by providing a thorough analysis and offers valuable insights to inform future research into the factors affecting employee well-being.

PurposeThe purpose of this study is to investigate the impact of Inclusive Leadership (IL) and Organizational Justice (OJ) on employees’ Happiness at Work (HAW). Utilizing a mediation mechanism, the study additionally uncovers the mediating impact of Workplace Inclusion (WI).Design/methodology/approachThe research involved a cross-sectional study with a quantitative methodology, collecting data from 311 employees working in IT sector firms in India by administering standardized questionnaires. Statistical analyses, including Partial Least Square Structural Equation Modelling using SmartPLS4.0, were conducted to examine the relationship between constructs.FindingsThe hypothesized mediation model was supported. WI mediated the relationship partially between OJ and HAW, whereas there is a full mediating effect of WI on the IL–HAW relationship. Overall, the study shows that by providing fair treatment, inclusive leaders promote inclusivity among employees, further enhancing HAW.Research limitations/implicationsThe study’s implications suggest that leaders, with their inclusive behaviour and fair practices, can have a significant positive impact on employees’ workplace happiness when accompanied by a sense of inclusivity among employees.Practical implicationsOrganizations and leaders can utilize this study’s findings to promote inclusiveness and HAW, which can be a key to organizational growth and development in a post-pandemic era.Originality/valueThis study contributes to the research literature by addressing the unexplored relationship between IL, OJ and HAW. The exclusive as well as inclusive focus on the mediating role of WI adds new insights and enriches the understanding of the intricate conceptualization of the variables under study.

In the hospitality industry, where service quality heavily depends on frontline employees' emotional engagement and wellbeing, leadership behaviors play a critical role in shaping employees' workplace experiences. Despite the growing attention to dark leadership styles, limited research has examined how Machiavellian leadership (ML) affects employees' happiness at work (HAW) and the underlying psychological mechanisms in hospitality settings. Drawing on social exchange theory, this study investigates the impact of ML on employees' HAW, the mediating role of psychological contract breach (PCB), and the moderating role of coworker exchange (CWX). Study 1 employed a scenario-based experiment, recruiting 188 employees from four five-star hotels in China to examine the causal relationship between ML and employees' HAW by manipulating ML conditions. Study 2 was conducted among frontline employees of 11 five-star hotels in Southwest China, utilizing a three-wave survey (N = 483) to collect data. Structural equation modeling (SEM) was used to analyze the mediating role of PCB and the moderating effect of CWX in this relationship. The results indicate that ML significantly reduces employees' HAW. Furthermore, PCB mediates the negative impact of ML on employees' HAW, while CWX plays a significant moderating role in the relationship between ML and HAW. These findings extend the dark leadership literature by elucidating how ML disrupts social exchange processes and undermines employees' HAW in service-oriented organizations. From a practical perspective, the study highlights the importance of mitigating the negative consequences of ML through effective psychological contract management and by fostering high-quality CWX relationships in hospitality organizations.

During the COVID-19 pandemic, the use of social media platforms for working online has become a global phenomenon. For female employees, social media usage has made it easier to balance work and family, but the pressures have also multiplied. Especially in China, the COVID-19 prevention policies led to dramatic changes in working patterns, which significantly affected the emotions, cognitions, and behaviors of female employees. Based on the job demands resource theory, this study explores the double-edged effect of social media usage on job crafting for female employees. Survey data were collected from 563 female employees in Chinese enterprises. Hierarchical regression analysis and the bootstrap method by SPSS and AMOS software were used to test the hypotheses. The results show that work-related social media usage has a negative effect on job crafting, while social-related social media usage has a positive effect. Moreover, job autonomy and workplace friendship mediate the relationship between them. This study extends the research on the double-edge effect of female employees’ social media usage and enriches the antecedents and influencing mechanisms of job crafting. It also provides theoretical and practical guidance for managers on how to promote the sustainability of human capital during the COVID-19 pandemic.

This research study focuses on the employee's job performance of private small firms during the post COVID-19 situation. After the COVID these small family firms try to regain their business, but their efforts are not that much successful. This situation creates a financial crisis in these firms, and they are unable to provide sufficient monetary rewards to their employees. This situation creates unrest among the employees of these small firms. To manage this issue, social rewards and psychological rewards played their role. The study uses a causal research design with a correlational study design in a non-contrived environment. Minimal researcher interference has been assured. AMOS 24 has dealt with the mediation in study design with bootstrap methodology. The study was conducted on 250 employees of different private small family firms across Punjab province using a proportionate stratified sampling technique. A study's finding suggests that top management enhances employee performance in their organizations by introducing the organization's psychological rewards. In contrast, introducing social rewards does not significantly impact employee performance while considering satisfaction and motivation as a mediating variable.

Purpose Job crafting plays a critical role in the context of newcomer socialization. However, research remains limited on how newcomers' job crafting influences other organizational members. Drawing on social exchange theory, this study aims to investigate the effects of newcomers’ job crafting on organizational socialization through coworker exchange, offering insights into how job crafting facilitates socialization from an interpersonal perspective. Additionally, we examine the boundary condition of prosocial motivation in shaping these dynamics. Design/methodology/approach We conducted a three-wave survey study, with each wave spaced three weeks apart. A total of 207 newcomers from diverse industries participated in all 3 online surveys. A moderated mediation analysis is conducted to test the proposed hypotheses. Findings The results showed that coworker exchange mediated the relationship between newcomers’ promotion-focused job crafting and organizational socialization. Additionally, prosocial motivation moderated the mediation effect such that the mediation effect became stronger when newcomers had a higher level of prosocial motivation. Practical implications The findings underscore the importance of recognizing and supporting job crafting behaviors among newcomers within organizational settings. Given the positive impact of job crafting, it is advisable for organizations to integrate awareness and facilitation of job crafting into their onboarding programs. Originality/value This study empirically demonstrates that promotion-focused job crafting by newcomers facilitates organizational socialization. The underlying mechanisms and boundary conditions are also examined.

PurposeThis paper aims to explore the mechanisms by which employees’ happiness at work (HAW) can be promoted. Drawing on the social exchange theory (SET), this study examined the relationships among discretionary human resource (HR) practices, perceived organizational support (POS), meaning of work (MOW) and HAW.Design/methodology/approachA three-path mediation model was developed to test the proposed relationships. The data were collected from Pakistani business professionals (n = 361), and hypotheses were tested using the PROCESS macro for SPSS .FindingsThe results suggest that POS mediates the relationship between discretionary HR practices and HAW. Also, MOW mediated the relationship between discretionary HR practices and HAW. Hence, both POS and MOW were found to be independent mediators. Further, the data provided support for the serial mediation of POS and MOW in the relationship between discretionary HR practices and HAW.Practical implicationsThis research provides insights to organizations and their management on how discretionary HR practices can enhance employees’ POS, MOW and HAW.Originality/valueThe findings show that discretionary HR practices are associated with employees’ HAW. In addition, two mediators (POS and MOW) were found to serially mediate the aforesaid relationships. These findings are novel, as no prior research has used this nascent methodological approach to deepen our understanding by examining the associations between discretionary HR practices, POS, MOW and employees’ HAW.

PurposeOur study aims to understand what is known about happiness at work (HAW) in terms of publication, citations, dimensions and characteristics, as well as how knowledge about HAW is generated regarding theoretical frameworks, context and methods. Additionally, it explores future directions for HAW research.Design/methodology/approachThis paper conducts a systematic literature review of 56 empirical articles published between 2000 and 2022 to comprehensively explore HAW. It examines publication trends, citation patterns, dimensions, characteristics, theoretical frameworks, contextual factors and research methodologies employed in HAW studies.FindingsOur findings suggest that while HAW research has gained momentum, there is still a need for exploration, particularly in developing countries. Various theoretical frameworks such as the job demand-resources model, social exchange theory and broaden-and-build theory are identified, with suggestions for the adoption of less popular theories like the positive emotion, engagement, relationships, meaning and accomplishment (PERMA) model and flow theory for future investigations. The review contributes to workplace happiness literature by offering a comprehensive analysis spanning two decades and provides valuable insights for guiding future research toward exploring factors influencing employee well-being.Originality/valueOur article offers a structured analysis of HAW literature, emphasizing the necessity for more extensive research, especially in developing nations. It provides valuable insights into the theories and dimensions associated with HAW, guiding future research and assisting organizations in formulating strategies to enhance employee happiness and overall well-being.

The benefits and limitations of the entrepreneurial economy in six countries are examined. Data and other international research evidence on employment generation, conditions of work, and innovation in small enterprises in these countries (Australia, France, Germany, Sweden, UK, and USA) are presented. Statistical evidence from the Organization for Economic Cooperation and Development (OECD) and the International Labor Organization (ILO) show that a significant amount of total job growth in the countries examined is ascribed to small and medium sized enterprises (SMEs). Early job generation studies tended to exaggerate the contribution of SMEs to job creation, as the analysis treated inadequately such aspects as the impact of job creation and destruction, firm births and deaths, and movements of firms between size categories. Longitudinal job generation studies in Europe show that few firms in the very small category (up to 20 employees) grow to employ more than 20 employees. Analyzing employment data in the six countries, it is suggested that SMEs are not characterized by higher quality employment than large firms, and there is a high level of insecurity of employment in small firms because of the high failure rates of SMEs in their initial stages. The data also suggest that most small firms are not innovative; their importance for net job creation depends on their existing employment share in a number of countries; and they are associated with low wages, insecure employment, and low rates of unionization. The success of small enterprises depends on large mass production firms or other small firms. These forms of inter-organizational cooperation that are associated with small firm success are, however, limited.(CBS)

PurposeThis paper examines whether employee-driven practices of reverse mentoring and job crafting lead to work engagement and, in turn, to higher levels of prospective mental and physical health.Design/methodology/approachIntegrating social exchange theory and the job demands and resources model as theoretical frameworks, survey data were collected from 369 Indian software developers to test the research model. Latent variable structural equation modeling was used to empirically test the hypothesized associations.FindingsThe findings reveal that both reverse mentoring and job crafting are significantly associated with work engagement. Work engagement fully mediated the negative relationship between 1) reverse mentoring and mental ill-health and 2) job crafting and physical ill-health, while it partially mediated the negative relationship between 1) reverse mentoring and physical ill-health and 2) job crafting and mental ill-health.Practical implicationsThe results demonstrate that by implementing the practices of reverse mentoring and job crafting, managers can achieve desired levels of engagement among employees and sustain organizational productivity by promoting employee health and well-being.Originality/valueThis study is one of the early attempts to empirically demonstrate the associated health outcomes of reverse mentoring and job crafting.

In order to better understand the social aspects of job crafting, this study explores the direct and interactive effects of leader–member exchange (LMX) and team-member exchange (TMX) on three types of job crafting (i.e., task, relational, and cognitive crafting). Drawing on both social exchange theory and the job demands–resources model, this study examines the social antecedents of job crafting in a sample of 336 members of three shipbuilding companies. The results indicate that individuals who have high-quality relationships with their leaders engage in more job crafting and that TMX is positively related to job crafting, after controlling for LMX. In addition, the results show that TMX moderates the positive relationship between LMX and job crafting, such that a higher TMX strengthens the LMX–job crafting link. The implications of these findings for job crafting and social antecedents are discussed, and suggestions for future research are presented.

In today’s highly competitive and complex market environment, enhancing adaptability has become essential for the sustainable development of enterprises. Job crafting, an important strategy for strengthening a company’s core competitiveness, has garnered increasing attention in recent years. However, previous studies have often overlooked its antecedent variables and mechanisms. This study draws on social exchange theory and equity theory to examine how procedural justice influences the cross-level pathways of job crafting. Hierarchical linear modeling (HLM) was employed to analyze data from 76 companies and 1049 employees. The results demonstrate that procedural justice significantly and positively impacts employee job crafting. Additionally, organizational psychological ownership mediates the relationship between procedural justice and job crafting at a cross-level, while high-performance work systems positively moderate the link between organizational psychological ownership and job crafting. These findings reveal a novel pathway for enhancing employee job crafting and offer practical insights for corporate management. Companies should focus on fostering an environment characterized by procedural justice and which promotes organizational psychological ownership to encourage job-crafting behaviors. Moreover, attention should be given to the effectiveness of organizational psychological ownership and to the moderating role of high-performance work systems in this process.

Introduction Happiness has recently captivated scientist. The aim of this review is to provide an update on recent publications about happiness at work. Methods A search on PubMed about “happiness”. on August 18th, 2023, shows 12,699 hits and 117 systematic. When writing “happiness at work” and filtering data for the last 18 months (January 2022 up to August, 2023) we identified 209 articles (2 reviews). Epidemiological studies conducted on the general population (156) were excluded and after reading the full text we excluded 12 studies. Remaining 41 to be analized. Results A coherent and convincing picture emerges on the importance of happiness at work. Studies suggest that happier employees are more productive, engaged, satisfied with their job, and likely to stay in the company. Factors influencing happiness at work includes support from colleagues and superiors, organizational justice, opportunities for personal growth and development, and positive company culture. The fundamental role of positive emotions in the workplace and the gratification deriving from the achievement of professional goals Discussion- Conclusion Happiness depends on a range of factors that leads to a positive work environment, where employees are more likely to collaborate and make meaningful contributions. The results of these studies clearly indicate that happiness at work is an important factor for organizational success and can contribute to reducing turnover and improving organizational loyalty. It is essential for organizations to commit to creating a positive work environment where employees feel valued and motivated.