The happy-productive worker thesis (HPWT) assumes that happy employees perform better. Given the relevance of teams and work-units in organizations, our aim is to analyze the state of the art on happy-productive work-units (HPWU) through a systematic review and integrate existing research on different collective well-being constructs and collective performance. Research on HPWU (30 studies, 2001–2018) has developed through different constructs of well-being (hedonic: team satisfaction, group affect; and eudaimonic: team engagement) and diverse operationalizations of performance (self-rated team performance, leader-rated team performance, customers’ satisfaction, and objective indicators), thus creating a disintegrated body of knowledge about HPWU. The theoretical frameworks to explain the HPWU relationship are attitude–behavior models, broaden-and-build theory, and the job-demands-resources model. Research models include a variety of antecedents, mediators, and moderating third variables. Most studies are cross-sectional, all propose a causal happy–productive relationship (not the reverse), and generally find positive significant relationships. Scarce but interesting time-lagged evidence supports a causal chain in which collective well-being leads to team performance (organizational citizenship behavior or team creativity), which then leads to objective work-unit performance. To conclude, we identify common issues and challenges across the studies on HPWU, and set out an agenda for future research.

This study used a prospective design to examine the effects of telework satisfaction (time 1) on subjective wellbeing and self-reported performance (time 2) during the COVID-19 lockdown. Data were collected from 111 teleworkers through an online survey the first weeks of strict lockdown in Spain. Telework satisfaction showed positive direct effects on both subjective wellbeing and self-reported performance. Further, subjective wellbeing partially mediated the relationship between telework satisfaction and self-reported performance. Interestingly, employees with children felt less telework satisfaction but higher subjective wellbeing. The novelty of this study is that we evaluate the level of satisfaction with telework using a specific set of items that assess the employees’ contentment with diverse telework facets. Given the spreading of telework and the increasing competitiveness of organizations, we discuss practical implications in times of crisis, both present and future.

Purpose: This study examines how satisfaction with work-life balance (WLB) in combination with satisfaction with organization's COVID-19 responses (SOCV19R) helps to enhance subjective well-being and performance during the lockdown due to COVID-19.Design/methodology/approach: The data of this time-lagged study were gathered through an online survey with three-waves between March and May 2020 in Spain (N = 167). Hierarchical multiple regression and PROCESS were used to test the hypotheses.Findings: Direct relationships between SOCV19R and subjective well-being and performance were not significant. Instead, SOCV19R increased employees' well-being and performance through a higher satisfaction with WLB (full mediation).Originality/value: The novelty of this study is the evaluation of SOCV19R as a form of organizational support in times of crisis. This study suggests that a good organizational reaction to face a crisis such as the pandemic, encourages employees' WLB and helps them to boost their well-being and performance. It may be concluded that work-life balance (WLB) in Spain was seen as a luxury in good times and turned out to be a necessity in bad times. The present study recommends practical implications and provides lessons for human resource management for future crises or similar work conditions.

Background: Hotel housekeeping is widely recognized as a poor-quality job due to its high demands and limited resources. Hotel housekeepers (HHs) face both hard physical work and mentally demanding conditions, yet psychosocial factors in this feminized and precarious occupation remain under-researched. To address this gap, this study examines HHs’ exposure to psychosocial factors at work and their impact on job stress and self-rated health. Methods: A cross-sectional survey of a random sample of 926 HHs in the Balearic Islands (Spain) assessed job stress, self-rated health, psychosocial factors (job demands and resources), and sociodemographic variables using the Copenhagen Psychosocial Questionnaire II (COPSOQ-II) and the National Health Survey. Descriptive analysis and hierarchical linear regression models were applied. Results: The prevalence of job stress was 61.1% (95% confidence interval [CI] = [57.8%, 64.1%]), while the prevalence of poor self-rated health was 59.9% (95% CI = [56.6%, 62.9%]). Hotel housekeepers were highly exposed to job demands such as intense work pace, job-specific stressors, work–life conflict, and emotional demands; highly available job resources were role clarity, task meaning, and social support. Regression models revealed work pace, work–life conflict, nationality, and weak leader support as key predictors of job stress; and work–life conflict and leadership quality as key predictors of self-rated health. Conclusion/Application to Practice: Although considered an eminently physical job, psychosocial work factors play a key role in explaining HHs’ job stress and self-rated health. Occupational health professionals should design workplace interventions to reduce work pace, mitigate work–life conflict, and enhance resources such as leader support, sense of community, and leadership quality.