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The impact of happiness on managers' contextual and task performance
Author(s) -
Hosie Peter,
Willemyns Michael,
Sevastos Peter
Publication year - 2012
Publication title -
asia pacific journal of human resources
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.825
H-Index - 33
eISSN - 1744-7941
pISSN - 1038-4111
DOI - 10.1111/j.1744-7941.2012.00029.x
Subject(s) - happiness , task (project management) , job satisfaction , productivity , empirical research , proposition , job design , psychology , empirical evidence , theme (computing) , marketing , social psychology , public relations , job performance , business , management , economics , political science , computer science , economic growth , epistemology , philosophy , operating system
The ‘happy–productive worker thesis’ has long intrigued organisational researchers and practitioners. Despite mixed empirical evidence from decades of research, there is support in the literature for this thesis. An account is provided on a variation on the enduring debate of the happiness–productivity theme, to support an emerging ‘happy–performing managers proposition’. An empirical study is presented to establish the dimensions of managers' job happiness (operationalised as affective well‐being and intrinsic job satisfaction) associated with contextual and task performance. The emphasis was on investigating an aspect of human behaviour with the potential to enhance managerial performance. These findings inform the broader debate on what determines the job performance of managers.