Organization Performance and Happiness

Munich Personal RePEc Archive
Organization performance and happiness

in the context of leadership behavior
(case study base on psychological
well-beings)
Demircioğlu, Emre
Universidad Azteca
January 2014
Online at https://mpra.ub.uni-muenchen.de/61484/
MPRA Paper No. 61484, posted 20 Jan 2015 15:29 UTC
International Research Journal of York University
http://www.irjyu.com
ISSN 2373-3314
Vol.1, No.1, 2014
Organization performance and happiness in the context of leadership behavior
Emre Demircioglu
pp: 47 - 72
Page:47
Organization performance and happiness in the

context of leadership behavior
(case study base on psychological well-beings)
Emre Demircioglu1
Abstract:
Performance and happiness go hand in hand in creating a corporation flourishing.

With each associate in nursing acceptable performance management system and a
positive approach to influencing those who will increase happiness, associate in
nursing organization’s key results will additional probably be achieved and sustained.
Employee performance affects company performance, If you categorical clear

expectations to your workers, each you and your
company can relish augmented motivation and every one that interprets directly into
clearly measurable goals, improved morale, a happier geographical point and
better profits. See whether or not your company has all of the objectives of performance
management in situ, and whether or not you’re really receiving all of the benefits!
Business outcome measures are assessed as well

as client satisfaction, worker performance and worker happiness. Each applied
mathematics (regression analysis/p-values) and analysis are used retrospectively
on knowledge collected over 3 years.
The research paper explore the link between happiness and

performance victimization a longtime leadership development program designed to
extend the amount of happy – high performers in a company inside an
outsized international corporation.
There are, however, implications for leadership, future analysis regarding happy – high
performance and teaching. Leaders recognized their impact on worker happiness and
1
Universidad Azteca / Mexico, E-mail: edemircioglu@hotmail.de
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performance and learned however happiness are often evaluated in reference to a lot
of ancient business measures. The everyday method of educational theory preceding
field application is reversed during this field study. The observations from the
sector might interest practitioners and stimulate academics to any study happy – high
performance in workplace settings.
Trends within the applied mathematics knowledge, leadership feedback and responses
from a “Happiness Index” establish many themes including: (1) happiness and
performance tend to maneuver within the same direction, (2) high play
acting staff manufacture glad customers, and (3) happy staff end in glad customers. the
tiny sample size, retrospective nature of the analysis and lack of a longitudinal approach
cause the results and conclusions to be strained.
KeyWords: organization performance, organization happiness, workplace,

psychological well-beings, leadership
Introduction
It is time for structure practitioners and researchers to additional absolutely explore the
link between happiness and performance within the workplace.Whereas there's
substantial treatment of performance in work settings, athletics, and liberal arts (Hays,
2009) the exploration of happiness or psychological well‐being in organizations is
distributed. Even additional scarce are investigations connecting happiness with
performance at workplace. (The indicators happiness and psychological well-being are
used interchangeably during this paper.)
This situation will be remedied by having researchers and practitioners explore the
findings yielded from positive science and happiness studies over the past decade and
relate this work to what we all know regarding performance in structure settings.
(Monarch Locke, 2000) has conjointly advised that professional driven models and
methodologies will inform theory/framework development and inquiry. His
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encouragement to reverse the everyday pattern of educational theory influencing

applied analysis and exploration helped inspire the present alpha work. His words
appear acceptable and fitting in exploring however happiness and performance go along
in work settings. Additional specifically (Locke, 2000) wrote:
“Theory building ought to be associate degree inductive method. you must begin by
gathering facts pertinent to the difficulty you would like to review from observation of
reality. Such facts don't essentially have to be compelled to be supported quantitative
measuring. they will be primarily based conjointly on qualitative knowledge and may
replicate info gained from all on the market sources, as well as subject in viewing.”
(Locke, 2000)
Using a tested model developed and applied in various structure settings on a
consultation basis (Kerns, 2005), a retrospective assessment of the effect of this
approach on many business outcome measures was explored during this field study. This
work can hopefully encourage others to look at the link between happiness and
performance in workplace settings. By doing thus, others will ride the helpful however
restricted work that has checked out happiness and structure outcomes (Robertson,
2009). This work might facilitate through empirical observation support the practice‐
oriented perspective that to sustain high performance, a “threshold level” of happiness
must be present in people, work teams and throughout a complete organization. Also,
extra work that examines the connection between happiness and performance at work
might facilitate valuable professional influenced theory‐ building as antecedently noted
by philosopher.
This article provides relevant background data close the corporate and consultation
approach accustomed explore the connection of happiness and performance. Ways
used, together with measures moreover as applied math and chemical analysis, square
measure offered. Results square measure provided within the context of the studies’
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background and also are used as a springboard for discussion of this field study’s
limitations. Extra observations (themes and take aways) that were gleaned from the
analysis are offered. Implications for leadership apply, analysis and teaching are
enclosed beside some targeted conclusions and proposals.
Background
Base on 3 years research tenure, a leadership driven system to boost happiness and
performance was enforced during a company among a four‐billion dollar world
corporation. The corporate Presidents in consultation with the primary worked closely
along to confirm that the system known as “Corporate-performance” was consistently
applied among these companies. These companies are answerable for selling and
industrial merchandise to massive technology homeward corporations within the
Turkey.
These Top 8 Companies are

1- Tüpraş
2- Ford Otomotiv
3- Oyak Renault
4- Arçelik
5- Turkish state power company EÜAŞ
6- Tofaş
7- İskenderun Iron and Steel Co.
8- Ereğli Iron and Steel Co.
There are so one thousands staff operating following these companies and an
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government cluster consisting of approximately more than 10 people and their report
back to the Presidents. This leadership cluster beneath the direction of the Presidents
and in consultation with the advisors were answerable for implementing the system to
boost happiness and performance among this companies
The leadership and structure development system that was used concerned the
implementation of diverse performance management tools and interventions to
reinforce happiness and performance.
Segment targeted were as follows:

1. Setting and implementing a stimulating strategic direction (Director Role)
2. Focusing operations on key result areas (Focuser Role)
3. Linking and Coordinative resources, particularly target group (Linker Role)
4. Influencing others to be directed, targeted and effectively connected (Influencer
Role)
5. Increasing the quantity of positive experiences that people and teams have at work.
It is not the intention to debate the particular performance management tools and
interventions used. These targeted are connected social control action roles are
reviewed additional extensively elsewhere (Kerns 2005, 2008). These targeted areas and
therefore the associated social control leadership practices and tools were designed to
drive the subsequent outcome measures:
 Sales
 Profitability
 Customer service
 Happiness
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 Performance
Specific tools to drive these measures enclosed the planning and development
of useful purpose statements, performance based mostly job descriptions and
performance feedback huddles for people and work teams among the corporate.
In an endeavor to capture the impact of those practices and tools on happiness

and numerous performance measures, a retrospective analysis of
outcome knowledge over a 3 year period was incepted. The plan of this analysis was to
emphasize however happiness and performance associated with one another during
this work. It's hypothetical belief that for performance to be sustained in a
company, people and teams among that organization have to be compelled to
expertise a strength of happiness. It's tough for unhappy people and work teams to
continue working at high levels while not applicable leadership intervention.
Methods
The methods was used to assess the effect of the happiness‐performance
enhancement program are narrated below. It consisted of both quantitative and
qualitative analysis.
Measures
The organizational outcome measures were reviewed within this company are explained
by following:
• Sales – 2 years of sales results were received. These data was supplied
by the President and the Controller in this company.
• Customer Service – The ratings from a 7 item customer satisfaction
survey
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• Profitability – 2 years of profit results were assessed. Data was obtained

by reviewing the P/L statements with the Presidents.
that was given to all external customers was used as the appraising for customer
satisfaction. Data was available for one year. A total of 409 external customers
responded to this questions.
• Employee Performance Ratings – Annual performance evaluation ratings

were achieved for a 3 year period. Each employee’s whole performance
rating obtained from a result of several key result areas was used to
measure performance. These evaluations were consisted on a behavioral
review of specified key result areas and related key actions that was
completed by every employee’s supervisor partial of the performance
management system that was incepted in the company as part of the
consultation.
• Employee Happiness Survey – A “Happiness Index” was developed to

measure each employee’s perception of their individual happiness. The
measure consisted of a single item and studies as follow, “My full level
of happiness at work is:” Employees were asked to rate their happiness
on a 5 point Likert scale as follows:
o Extremely unhappy
o Very unhappy
o Moderately happy
o Very happy
o Extremely happy
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Instructions: “Please check one of the numbers in the “Happiness Index” below that
reflects your happiness level at the company. When giving rate your happiness level do
consider such things as your relationships at work ,your job, and your work
environment.”
The “Happiness Index” also included the following open‐ended question for employees
to respond to, “Do you have any suggestions that would make things more positive and
rewarding?”
Statistical Analysis
Means and standard deviations were computed for all individuals on all measures. Also
a series of regression analyses were completed for the following dependent and
independent variables:
Dependent Variables Independent Variables
EMPLOYEE PERFORMANCE RATİNG −− “HAPPİNESS INDEX” SCORE
CUSTOMER SATİSFACTİON SCORE −− EMPLOYEE PERFORMANCE RATİNG
CUSTOMER SATİSFACTİON SCORE −− “HAPPİNESS INDEX” SCORE
For the regression analyses correlation coefficients and p‐values were examined to
calculate the strength of the relationship between the variables. (Note:See the
“Quantitative Results” section)
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Qualitative Analysis and Observations

The data that was employed in the applied mathematics analysis
was additionally reviewed for trends and themes. Additionally, the “write‐in” responses
to the one open‐ended question on the “Happiness Index” were additionally reviewed
to reap helpful insights relating to worker happiness and performance. Members of the
manager team together with the Presidents were interviewed to work out their
perceptions relating to the effectiveness of the happiness –
performance sweetening program and its impact on psychological well‐being and
performance within their company on the far side what was unconcealed in
the statistical analysis.
Results
The results from the analysis will be reviewed in two parts. First, the results from the
statistical analysis with emphasis on sharing the outcome of the regression analysis
will be offered. Second, the various themes and observations from the qualitative
methods will be provided.
Quantitative Results
Employee “Happiness Index” scores and performance ratings were obtained from 87
people. Calculations of the means and standard deviations on these two measures
yielded the following results:
“HAPPİNESS INDEX” SCORE PERFORMANCE RATİNG
MEAN 3.82 3.45
STANDARD DEVİATİON 0.62 0.40

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In doing a regression analysis with performance rating dependent variable quantity and
"happiness index" score because the experimental variable, the coefficient of
correlation was 0.13 and also the p‐value was 0.21. There's no
statistically important relationship between performance rating and "happiness index"
score from our information. The correlation between happiness and work performance
from our information is less than the benchmark correlation of between 0.3 and
0.4 advised by others (Robertson, 2009). If we tend to were to mention that the
correlation between psychological well‐being and performance is 0.3, then with a
one variance increase in happiness, we might expect about a 0.3 standard
deviation increase in performance. This highlights the importance
of however increasing the extent of happiness of staff can have an immediate impact on
improved performance.
Furthermore, from our information we are able to say that the "happy employee" (those
about happiness score gained 3.5 or greater) typically performed higher than the "non‐
happy employees" (happiness score less than 3.5). There have been 64 "happy
employees" and that they had a mean performance rating of 3.51. In distinction, there
have been 23 "non‐happy employees "and that they had a mean performance rating of
3.31. Similar results we tend tore found with another consumer that
we do preliminary work with around assessing and analyzing the connections between
happiness and performance and connected measures in their organization. Our work
is adjuvant of the concept that a "threshold level" of happiness is required so as to own
high performance.
We conjointly checked out the connection between customer satisfaction scores and
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“happiness index” scores, Moreover because the relationship

between client satisfaction scores and performance scaling, and found some useful
results. Customers were asked to rate their level of satisfaction for:
 Inside Sales
 On‐Time Delivery\Outside Sales Price
 Quality of Products Technical Service Overall Satisfaction
Employees were grouped into the appropriate customer satisfaction category. For
example, inside sales representatives were put in the inside sales category and the
technical service representative was put in the technical service category. Some of the
employees did, however, not fit into one of the first six categories like the people
working in the finance function. Because of this, not every employee was put into the
first six categories. However, all the employees were included in the overall customer
satisfaction category. The mean customer satisfaction, “Happiness Index” scale scores
and average employee performance ratings across the six customer satisfaction
categories along with overall satisfaction are depicted in below Table I.
The regression analysis with client satisfaction scores because the dependent variable
and worker performance ratings because the independent variable yielded a correlation
coefficient of 0.49 indicating a rather sturdy relationship between worker performance
and client satisfaction. This after all is smart as a result of staff who are playacting well
probably turn out a lot of happiest customers. The regression analysis with customer
satisfaction scores because the dependent variable and “happiness index” scores
because the independent variable yielded a parametric statistic of 0.28. This indicates
that there's some correlation between happy staff and full satisfied customers. These
consequences do, however, narrate that worker performance may be a a lot of vital
issue for client satisfaction than worker happiness.
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CUSTOMER
SATİSFACTİON AVERAGE CUSTOMER AVERAGE “HAPPİNESS AVERAGE EMPLOYEE
PERFORMANCE
CATEGORY SATİSFACTİON SCORE AND INDEX” SCORE AND (# OF RATİNG
AND (# OF
(# OF CUSTOMER EMPLOYEES) EMPLOYEES)
RESPONDENTS)
INSİDE SALES 3.68 (315) 3.86(7) 3.36 (7)
ON-TİME DELİVERY 3.36 (345) 3.67 (9) 3.32 (9)
OUTSİDE SALES 3.61 (311) 4.11 (18) 3.63 (18)
PRİCE 3.33 (343) 3.67 (3) 3.97 (3)
QUALİTY OF
PRODUCES 4.18 (346) 3.72(25) 3.39 (25)
TECHNİCAL SERVİCE 3.99 (336) 3 (1) 3.4 (1)
OVERALL
SATİSFACTİON 3.89 (348) 3.82 (87) 3.45 (87)
Table I: Average Customer Satisfaction, Happiness, Performance score Ratings & Overall
Satisfaction.
As noted earlier, profitableness and sales knowledge were conjointly obtained with the
intent of analyzing these 2 factors with the opposite variables (“Happiness Index” scores
scale , worker performance ratings, and customer satisfaction rating scores). However,
this wildcat field study didn't lend itself to finishing this analysis.Further knowledge is
required within the context of a longitudinal study so as to check these kinds of
relationships.
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Qualitative Results
A review of the trends within the applied math knowledge (even wherever results
weren't statistically important or significant), responses to top team members’ feedback
and “write‐in” responses acheived from the “Happiness Index” discovered many
themes. every of those themes are highlighted below.
Theme #1: Happiness and performance tend to maneuver within the same direction.
though statistical significance from the regression analysis wasn't achieved, the
information shows a trend wherever happiness and performance are connected. In
reviewing the paired comparison between happiness and performance these 2
dimensions associated with one another. As noted antecedently, “happy” staff
performed higher on the average than “non‐happy” staff.
Theme#2: The notion that a intensity of happiness is required to sustain performance

appears to own a minimum of “face validity” with this cluster of executive leaders.Every
leader once interviewed supported the observation that their individuals wouldn't be
working at their best unless they'd a clear performance infrastructure (e.g. clear key
results, performance based mostly job descriptions and performance feedback) and a
comfortable level of happiness. many leaders declared that they clearly see however
happiness and performance go along in their workplace. They conjointly noted that
while not a comfortable quantity of happiness at work their performance and therefore
the efforts of their individuals “suffer”.
Theme #3: Executives and employees appreciate and resonate to tools and practices
that they'll use to drive happiness and performance within the workplace. This theme is
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closely related to theme #2 on top of. Specific sensible tools like performance based
mostly job descriptions, allied functional statements and learning specific steps to
providing performance feedback facilitate to “Operationalize” the happiness –
performance affiliation which could have otherwise been left as a imprecise and abstract
idea for workers to speculate.Many staff and executives created statements similar,
“these multi frameworks and tools facilitate us to truly concentrate on our performance
and our positive experiences at work.”
Theme #4: High playacting staff turn out extremely pleased customers. This theme
agrees with our intuition and was supported by the quantitative results. With this in
mind, if corporations wish to own higher glad customers they ought to take action to
assist their staff to perform in addition as they'll.
Theme #5: Happy staff lead to extremely satisfied customers. As noted within the
“Quantitative Results” portions, worker happiness isn't as significant an element as
worker performance in relationship to client satisfaction. However, our quantitative
results do indicate that there actually may be a relationship between happy staff and
happy customers. As a client we have a lot of probably to be satisfied after we are being
served by a cheerful, smiling worker that a tragic, grumpy one.
These themes if taken along highlight some necessary linkages.The primary link is that
the happy worker. Leaders ought to do what they'll to extend the happiness of their
staff. The happy worker then influences the worker performance linkage, leading to a
high playacting worker. In turn, the high playacting worker influences client satisfaction
which ends up in a very glad client. Finally, satisfied customers influence business
results, leading to higher sales and profitableness.
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Discussion and further suggestions

There are variety of distinctive aspects to the current work. First, the
everyday method of getting tutorial theory precede application is reversed during
this study.This effort shows however a professional person familiarized model will result
in the analysis and discussion of a very important topic that is of interest to
practitioners further on “academics”. Second, this effort reflects knowledge
domain collaboration between 2 areas that don't seem to be continually connected. The
pairing of structure behavior as mirrored by the primary perspective with
call analysis/quantitative ways contributed by the second offers a broader read purpose
from that to look at the association of happiness with performance within the work
place. Third, this work demonstrates however a bunch of active executives integrated
linkage and analysis into their apply of leadership to assist them higher perceive the
impact that they were having on 2 necessary structure outcomes. In fact, the
retrospective analyses of impacts of their actions on some key business measures
helped them higher perceive however a “softer” topic (happiness) can be evaluated
in reference to a “harder” bailiwick (performance).
However, this work will have many limitations. First, the sample size caused the
results and therefore the conclusions that may be drawn from them to be affected .
Second, whereas the retrospective analysis of the happiness‐performance program
offers an expensive springboard for review and discussion, It cannot replace a
proactive analysis style effort wherever mensuration methodology and applied
math analysis are pre-planned. Third, this work represents a “snapshot” from the
sphere and it's seemingly that a additional longitudinal perspective is
required to extra totally examine the affiliation between happiness and performance in
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work settings. For instance, theme #2 that indicates that a intensity level of happiness is
required to sustain performance are a few things that may solely be statistically verified
through more knowledge assortment and analysis.We have a tendency to notice that
our knowledge analysis is at the pilot stage. However, we have a tendency are
to inspired by the initial results and appearance forward to increasing our sample
size still as embarking on a longitudinal study.
There are, however, variety of helpful “take aways” that a review of this work suggests.
First, golf shot the applied math significance question aside, there will seem to be
indications that happiness and performance are connected during this work place.
It'll be vital to more examine the hypothesis that a intensity level of happiness is
required to sustain performance. Happy high performers, just like the company
Presidents, are required to assist organizations succeed over time. Second, the
“Happiness Index” wont to live psychological well being during this work
setting seems to be sensible and helpful. Input from the
sphere regarding the mensuration and assessment of happiness within the geographical
point is required to advance our data during this space since this work is just in its infancy
(Lopez 2003 and guard 2009). There's a requirement for the look and development
of extra assessment instruments that live psychological well‐being in the workplace.
These efforts won't solely profit leadership practitioners however also will facilitate
applied researchers study the affiliation between happiness and performance in
geographical point settings. Third, this vital space of structure well‐being are often more
advanced by knowledge base collaboration and through practitioners operating with
members of the tutorial community. These efforts can contribute to tutorial and observe
excellence by creating business colleges additional relevant and accessible to executives
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(Bartunek, 2008). In turn, “academics” can develop stronger business connections which
will promote more study and learning during this space.
Implications for Leadership observe, analysis and teaching

Managerial leaders will profit by having their practices and tools examined additional
strictly. This can be very true once watching the link between happiness and
performance within the geographical point. Whereas there's a growing body of analysis
from the sector of positive psychological science about happiness outside the
geographical point (Diener 2008 and Lyubomirsky 2007), practitioners may benefit from
knowing that frameworks and tools from this field are going to be helpful within the
structure setting. Once it involves watching the affiliation of psychological well‐being
and performance within the geographical point we'd like additional work that bridges
observe with empirical study in such areas as activity happiness, evaluating the impact
of happy high performance practices (interventions) on business outcomes, and
examining the qualities of leaders that appear to form for “happy high‐performers”. On
the far side this current field study there's rising proof that ought to encourage others
to more examine the influence of leadership on happiness and structure outcomes
(Robertson, 2009). While these efforts are in their infancy they hold nice promise of
conducive to the observe of leadership and structure development because it relates to
happiness and performance at work.
There are variety of implications that this work offers for future analysis. Within the
space of assessment and measuring there's the chance to develop and validate each
existing and new instruments for assessing happiness at work. The “Happiness Index”
that was introduced during this program might as an example be employed in different
organizations and additional strictly tested for reliability and validity. Also, a number of
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the social control leadership practices like strength‐based management may benefit by
having additional specialised instruments developed which will be additional
appropriate for administration to structure leaders and their workers.
Further analysis that isolates specific happiness – performance interventions that are
delivered by structure leaders is additionally required. It'd be of interest to grasp, as an
example, that interventions that have evidenced to achieve success in non‐business
settings can be effective in geographical point environments.The primary author, as an
example, has found that the writing of an in depth feeling letter to indicate appreciation
to key reports isn't a sensible tool for busy executives. Instead having them count and
acknowledge the “good” things that have happened over variable periods of your time
at work is additional sensible and effective. It's going to probably be that key dimensions
of executives’ personalities act considerably with varied social control leadership
interventions designed to spice up happiness and performance. Indeed, this has
evidenced to be the case within the application of happiness sweetening interventions
in non‐work settings (Lyubomirsky, 2007).
Beyond exploring temperament dimensions and different doubtless relevant

characteristics of social control leaders, the mensuration of executives relating to that
practices, assessment tools and outcome analysis methodologies appear most
acceptable once addressing the affiliation between happiness and performance in
geographical point settings is required. Additionally to morel rigorous analysis of those
areas, it appears useful to get social control leaders perception of the utility and “face
validity” of assorted frameworks and tools as potential candidates to be used by
executives. One criterion for any happy – high performance framework or tool is that
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it'll got to pass the “practicality test” of active leaders.
Research on the dynamics and relationship between psychological well‐being and

performance across cultures and international borders has to be studied. As an example,
the measurements wont to assess the happiness – performance affiliation in addition
because the interventions applied to reinforce happy – high performance got to be
investigated globally exploitation a world perspective (Park et al. 2009).
In terms of implications, this work points to the ability in knowledge base effort and
bridging the gap between academe and real‐world observe. Several coaching sessions
were integrated into this happiness – performance sweetening program in conjunction
with a daily schedule of government coaching job sessions for the President and his key
reports. Above all it appears fruitful for lecturers of business students to develop
learning modules which will facilitate their students perceive the happy – high
performance framework and connected assessment tools, whereas obtaining exposure
to potential sweetening practices. Also, learning a way to live the impacts of leadership
and structure development programs during this space on business outcomes are going
to be valuable.
The authors are, in fact, developing associate degree knowledge base teaching approach
which will integrate positive structure behavior, call sciences/quantitative ways and
leadership. This learning module can expose students to relevant frameworks and tools
from these 2 tutorial disciplines and supply for interaction with senior executives World
Health Organization not solely believe increasing the quantity of happy – high
performers in their organizations however World Health Organization have expertise in
taking action to supply this outcome.
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Taken along this work offers opportunities for leaders to extend their skills in enhancing
happy – high performance in their organizations. It can also function a springboard for
researchers to more explore the subject of happiness – performance in geographical
point settings across the world. Lecturers and company trainers also are inspired to
develop learning modules to show and train others during this vital space.
Conclusions and Recommendations

The following 5 conclusions and 5 recommendations from this work appear relevant and
vital to highlight:
Conclusions:
1. Happiness and performance are connected in vital ways in which within the
geographic point.
2. For maximum learning associated impact an knowledge domain approach
beside professional person involvement within the study and teaching of happy – high
performance is inspired.
3. Sensible frameworks that are with success applied within the field of positive
psychological science will facilitate instruct and facilitate additional empirical
investigation and theorizing on a subject of mutual interest to practitioners and applied
researchers like happiness and performance.
4. Once it involves increasing the amount of happy – high performers, social control
leaders are craving for frameworks and tools that a minimum of, from their perspective,
have “face validity”.
5. Multivariate analysis beside alternative non‐quantitative approaches are
promising ways to explore once examining the impact of happiness on business
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outcomes. These ways helped indicate that happy staff are typically high acting, and
happy – high performers end in additional glad customers. A multi‐faceted approach to
measure and analysis appears appropriate for this space of study.
Recommendations:
1. Produce coaching, learning modules and development programs for Business
Administration students and structure leaders that:
• Introduce the thought of happy – high performance.
• Teach assessment associated measure exploitation an knowledge domain
approach.
• Provide exposure to leadership practices that enhance happiness and
performance at work employing a international perspective.
2. Develop new assessment instruments that are reliable and valid measures to be
used in geographic point settings.
3. Survey social control leaders to see that happy – high acting sweetening
frameworks and tools hold promise for application in work settings. Assess, among
alternative things, these executives’ perceptions concerning the “face validity” of varied
frameworks and tools.
4. Encourage business practitioners and consultants to succeed in intent on grad
school college to additional explore the connection between happiness – performance
in structure environments. These efforts will facilitate expand the amount of
frameworks and tools that may be applied to assist structure leaders enhance happy –
high performance in their organizations. With recommendation #3 in mind, extrapolate
the findings from psychological well‐being analysis within the field of positive
psychological science to see if and the way they'll be employed in geographic point
ISSN 2373-3314
Vol.1, No.1, 2014
Emre Demircioglu
pp: 47 - 72
Page:68
settings by busy executives. Associate examination of happiness enhancing

interventions that are valid outside of structure settings would be an honest place to
start out.
5. Extend this alpha field study and also the connected observations to the look of
longitudinal investigations of psychological well‐being in structure settings employing a
global/cross‐cultural perspective (Fave, 2009). This work ought to embrace examining
the affectivity of structure development initiatives meant to reinforce happy ‐ high
performance for people, work teams and a whole organization.
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Organization Performance and Happiness

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Munich Personal RePEc Archive

Organization performance and happiness

Organization performance and happiness in the

Performance and happiness go hand in hand in creating a corporation flourishing.

Employee performance affects company performance, If you categorical clear

Business outcome measures are assessed as well

The research paper explore the link between happiness and

KeyWords: organization performance, organization happiness, workplace,

encouragement to reverse the everyday pattern of educational theory influencing

These Top 8 Companies are

Segment targeted were as follows:

In an endeavor to capture the impact of those practices and tools on happiness

• Profitability – 2 years of profit results were assessed. Data was obtained

• Employee Performance Ratings – Annual performance evaluation ratings

• Employee Happiness Survey – A “Happiness Index” was developed to

Dependent Variables Independent Variables

EMPLOYEE PERFORMANCE RATİNG −− “HAPPİNESS INDEX” SCORE

CUSTOMER SATİSFACTİON SCORE −− EMPLOYEE PERFORMANCE RATİNG

CUSTOMER SATİSFACTİON SCORE −− “HAPPİNESS INDEX” SCORE

Qualitative Analysis and Observations

“HAPPİNESS INDEX” SCORE PERFORMANCE RATİNG

MEAN 3.82 3.45

STANDARD DEVİATİON 0.62 0.40

“happiness index” scores, Moreover because the relationship

INSİDE SALES 3.68 (315) 3.86(7) 3.36 (7)

ON-TİME DELİVERY 3.36 (345) 3.67 (9) 3.32 (9)

OUTSİDE SALES 3.61 (311) 4.11 (18) 3.63 (18)

PRİCE 3.33 (343) 3.67 (3) 3.97 (3)

TECHNİCAL SERVİCE 3.99 (336) 3 (1) 3.4 (1)

Theme#2: The notion that a intensity of happiness is required to sustain performance

Discussion and further suggestions

Implications for Leadership observe, analysis and teaching

Beyond exploring temperament dimensions and different doubtless relevant

it'll got to pass the “practicality test” of active leaders.

Research on the dynamics and relationship between psychological well‐being and

Conclusions and Recommendations

settings by busy executives. Associate examination of happiness enhancing

Abor, J. (2005). "The effect of capital structure on profitability: an empirical analysis of

Al-Najjar, B. and K. Hussainey (2011). "Revisiting the capital-structure puzzle: UK

Al-Sakran, S. A. (2001). "Leverage determinants in the absence of corporate tax system:

Boateng, A. (2004). "Determinants of capital structure: Evidence from international joint

Bokpin, G. A. and A. C. Arko (2009). "Ownership structure, corporate governance and

Crutchley, C. E. and M. R. Jensen (1996). "Changes in corporate debt policy: information

Ebaid, I. E.-S. (2009). "The impact of capital-structure choice on firm performance:

Eldomiaty, T. I. (2008). "Determinants of corporate capital structure: evidence from an

Fosberg, R. H. (2004). "Agency problems and debt financing: leadership structure

Ganguli, S. K. (2013). "Capital structure–does ownership structure matter? Theory and

García-Meca, E. and J. P. Sánchez-Ballesta (2011). "Firm value and ownership structure

Groth, J. C. and R. C. Anderson (1997). "Capital structure: perspectives for managers."

Hussainey, K. and K. Aljifri (2012). "Corporate governance mechanisms and capital

Kim, Y. H., J. C. Rhim, et al. (2007). "Interrelationships among capital structure,

Kyereboah-Coleman, A. (2007). "The impact of capital structure on the performance of

La Rocca, M. (2007). "The influence of corporate governance on the relation between

Lappalainen, J. and M. Niskanen (2012). "Financial performance of SMEs: impact of

McMahon, R. G. (2007). "Ownership structure, business growth and financial

Mouamer, F. M. A. (2011). "The determinants of capital structure of Palestine-listed

Mustapha, M. and A. C. Ahmad (2011). "Agency theory and managerial ownership:

Ooi, J. T. (2000). "Managerial opportunism and the capital structure decisions of

Pergola, T. M. and D. A. Verreault (2009). "Motivations and potential monitoring effects

Pindado, J. and C. de la Torre (2008). "Financial decisions as determinants of ownership

Shin-Ping, L. and C. Tsung-Hsien (2009). "The Determinants of corporate performance:

Shyu, J. (2013). "Ownership structure, capital structure, and performance of group

Su, L. D. (2010). "Ownership structure, corporate diversification and capital structure: