Happiness management mediates between human resource practices, brand pride and performance

Abstract

Purpose This study aims to examine the mediating role of happiness management and brand pride in the relationship between human resource practices (HRPs) and self-perceived job performance in Ibero-American organisations.

Design/methodology/approach A quantitative cross-sectional design was used with 408 participants. Data were analysed using covariance-based structural equation modelling to assess the direct and indirect relationships proposed in the theoretical model.

Findings The results confirm that HRPs positively influence both happiness management and brand pride, but not performance directly. In contrast, both happiness management and brand pride significantly affect job performance. Furthermore, a marginal mediation of happiness management is also observed in the relationship between HRPs and performance (p = 0.051), which suggests a near-significant emotional mechanism. Significant mediations of brand pride and happiness management are also found between pride and performance.

Originality/value The study provides novel evidence in the Ibero-American context by integrating four constructs into a single explanatory model, extending social exchange theory from an emotional perspective. It highlights that happiness management constitutes a management strategy and an ethical and cultural responsibility for building more human and sustainable organisations. Practical implications include promoting emotionally intelligent communication, symbolic recognition practices and a culture that fosters employee pride and well-being.