The aim of this study was to empirically analyze the relationships between the dimensions of organizational justice, job satisfaction, andorganizational commitment with work happiness and turnover intention among academic workers in Mexico. To this end, a sample of 393 higher education faculty members in Mexico was surveyed. The statistical technique of structural equation modeling (CB-SEM) was used to analyze the data. The study’s results show that, on the one hand, the variables of job satisfaction, organizational commitment, and organizational justice areinterrelated among these workers, and on the other hand, that these variables positively explain work happiness and negatively explain turnover intention. This information is relevant for university leaders to undertake a strategic direction oriented towards Happiness Management. This way, their human capital can perform their professional activities in an environment of positive emotions, creativity, joy, and subjective well-being.

This study presents a systematic review of the evolution of Happiness Management in workplace contexts from 2010 to 2024, analysing methodologies, theoretical frameworks, and sectoral focuses. A quantitative and descriptive approach was used, selecting peer-reviewed studies from SCOPUS and Web of Science based on predefined inclusion criteria. The PRISMA model guided the review process to ensure methodological rigor. Findings indicate that research is dominated by quantitative, cross-sectional studies, mainly in large organisations in banking, education, and healthcare. Positive Psychology and the Job Demands-Resources Model are the most frequently applied theories. However, limited research exists on SMEs and the gig economy, inconsistencies in measurement methods, and a lack of longitudinal studies assessing the long-term impact of workplace happiness. Additionally, the effects of COVID-19, digital transformation, and automation on employee well-being remain underexplored. Happiness at work differs from concepts like “work climate” and “job satisfaction”. While work climate focuses on organisational perceptions and job satisfaction assesses specific conditions, happiness at work represents a broader, long-term state of well-being, integrating engagement, purpose, and fulfilment. Addressing these gaps requires interdisciplinary research integrating emerging theoretical frameworks, comprehensive measurement tools, and diverse methodological approaches to develop strategies that enhance employee well-being, organisational performance, and resilience in evolving work environments.

Introduction/Objective: this paper examines the influence of personal and social ethics, innovative behaviour, business training, and corporate social responsibility (CSR) on workplace and personal happiness. By exploring how these interconnected variables shape well-being in professional settings and extend into personal life, the research contributes to the broader understanding of happiness management within organisations. Methodology: a quantitative approach was adopted, utilising covariance-based structural equation modelling (CB-SEM). The study analysed a sample of 323 employees from the industrial sector in Baja California, Mexico. Data were collected using validated scales to measure personal and social ethics, innovative behaviour, business training, CSR, workplace happiness, and personal happiness. The methodology included exploratory factor analysis (EFA) and structural equation modelling (SEM) to evaluate the relationships between the variables. Results: the findings reveal that personal ethics, business training, and CSR significantly predict workplace happiness, which subsequently enhances personal happiness. In contrast, social ethics and innovative behaviour did not demonstrate a significant impact on workplace happiness, suggesting that cultural or contextual factors may mediate these relationships. Conclusions: the study underscores the importance of fostering ethical practices and investing in professional development to boost employee well-being. Organisations that prioritise ethical growth and professional training can enhance both workplace and overall happiness. Future research should investigate these dynamics across diverse cultural contexts and industries to further elucidate the nuanced relationships identified.

Understanding what organisational factors most influence staff turnover remains a challenge in human talent management. This study addresses this issue by examining how transformational leadership, work climate, and happiness management interact to explain turnover intention. A sample of 414 workers from various industries in Mexico was surveyed, and data were analysed using structural equation modelling. The findings show that transformational leadership significantly influences work climate and happiness management. However, as expected given the mediating structure of the model, there is no direct effect between transformational leadership and turnover intention. Instead, work climate and happiness management act as mediators, with happiness management playing a direct and significant role in reducing turnover intention. These results reveal complex interdependencies and underscore the importance of promoting leadership styles and organisational strategies that strengthen happiness management to enhance talent retention and organizational sustainability.

La retención del talento y la reducción del estrés laboral son desafíos fundamentales en lagestión organizacional actual. Este estudio analiza el efecto del Happiness Managementsobre la intención de rotación, considerando el estrés laboral como variable mediadora ycomparando empleados del sector público y privado. Basado en la teoría de demandas yrecursos laborales (JD-R), se utilizó un diseño cuantitativo, no experimental y transversal.Se recolectaron datos mediante un cuestionario en línea aplicado a 414 empleados enMéxico, y se analizaron con modelado de ecuaciones estructurales basado en covarianza(CB-SEM) y análisis multigrupo (MGA). Los resultados muestran que el HappinessManagement reduce significativamente la intención de rotación, tanto directa comoindirectamente, al disminuir el estrés laboral. Este efecto es más fuerte en el sector privado,donde la menor estabilidad laboral incrementa la sensibilidad al bienestar organizacional.En cambio, en el sector público, el estrés tiene mayor influencia sobre la rotación, lo quesugiere que factores como la burocracia y la escasez de incentivos pueden limitar el efectode las políticas de felicidad. Los datos obtenidos subrayan la importancia de adaptar lasestrategias organizacionales al contexto sectorial. Las organizaciones privadas puedenbeneficiarse más de programas de bienestar, mientras que las públicas deberían enfocarseen reducir el estrés. Este estudio aporta evidencia empírica para integrar el HappinessManagement en la gestión estratégica del talento, promoviendo entornos laborales mássaludables y sostenibles.

Workplace happiness has emerged as a strategic and ethical priority due to its impact on employee well-being, engagement, and sustainable performance. However, the construct remains conceptually fragmented, with existing measures often limited to affect or job satisfaction. This study addresses these limitations by proposing and preliminarily validating a multidimensional instrument that integrates hedonic and eudaimonic dimensions of workplace happiness: emotional well-being and purpose, work–life balance, and work relationships and support. Using a multi-phase research design, including expert content validation, a pilot study ( n = 100), and large-scale psychometric testing ( n = 354), the study applies exploratory and confirmatory factor analyses. Results provide initial evidence of strong structural validity, internal consistency, and convergent and discriminant validity (CFI = 0.971; TLI = 0.959; RMSEA = 0.078). Workplace happiness is conceptualised as a synergy of affective fulfilment, meaningful contribution, and supportive relationships. Despite cross-sectional and non-probabilistic limitations, the instrument offers a robust foundation for future validation and human-centred organisational research.