1. Introduction

Currently, considering the ongoing economic climate, human capital is viewed as a key resource; the general situation necessitates the need for creation of a psychologically favorable climate inside any economic entity, alongside building healthy interpersonal relationships within organizations. Strengthening economic morale contributes to employee turnover reduction. Investment in workplace happiness through developing and implementing principles of emotional intelligence, trust, psychological safety, and caring leadership [1; 2], pay off in increased productivity and employee loyalty [3; 4], as employees form long-term emotional connections with the organizational psychological climate and culture.

A corporate culture focused on organizational values ​​significantly contributes to improving its financial results and sustainability in the market [5; 6; 7]. The value orientations that employees rely on, must coincide with the values ​​of the company [8; 9], so as to ensure that employees are fully aware of the value orientations in order to form certain patterns of behavior and increase labor productivity [10; 11]. The concept of «management by values» is an effective tool for achieving ambitious organizational goals while aligning with the ambitious goals which employees try to purpose on their own [12; 13].

Research shows that subjective well-being and academic productivity of higher education employees [14; 15; 16], as well as overall job satisfaction and employee happiness, are closely related to perfectionism and work engagement [17; 18]. Furthermore, employee well-being is influenced by opportunities for career growth and development [19; 20], with leadership being seen as an important predictor of happiness. The manager’s personality and their management style directly influence the assessment of the employee performance and their sense of happiness within the organizational team [21; 22]. “In modern conditions, effective management based on organizational values ​​allows us to rethink rational methods of analysis by including in them a personal emotional assessment of personnel activities” [23]. In a multi-ethnic organizational environment, special attention should be paid to maintaining tolerance and empathy [24; 25], which is also essential for maintaining a favorable psychological climate.

Managing employee psychological well-being and happiness is not just a fashion trend, but a strategically significant factor in developing human capital and increasing organizational competitiveness [26]. The implementation of scientifically based approaches to creating a positive work environment [27], taking into account personal characteristics of employees and the creation of conditions for their professional and personal growth are the key to sustainable development and long-term business success.

2. Material and methods

The aim of this study is to investigate happiness as a subject of research and identify key conceptual relationships with related phenomena. The relevance of studying HAPPINESS concept is determined by its fundamental importance in terms of self-perception in the modern society. Research discourse^[1] served as the material for the investigation. The volume of the research material amounted to a hundred of research papers which were selected by the keyword ‘happiness’. Research article titles and abstracts were analyzed for key conceptual connections, semantically related to happiness. It was found that happiness is a subject of research analysis in many fields of science. The results of the conducted analysis, presented below, reflect the main semantic relationships, some of them are provided with references to the research articles devoted to happiness. The material was examined with the help of discourse analysis, semantic relationship analysis, semantic categorization, constructive analysis and happiness concept design.

3. Results and Discussion

The obtained results provide an overview of a professional vision of happiness which exceeds the framework of a traditional approach to the concept as a subjective attitude to life and embraces more social aspects aimed at improving perception of organizational environment and employee performance. Happiness is in the focus of economic, sociological, and managerial research. In these fields, happiness is characterized by semantically lateral connections, such as organizational culture, organizational trust, employee development, ethical leadership, personal values, corporate social responsibility, employee satisfaction, employee performance, organizational performance, among others. Happiness was considered from two major perspectives – personal and organizational. Let us consider them in more detail.

Individual-Focused Employee Happiness

Emotional condition of job candidates, such as optimism, hope, resilience, among others, deeply influences initial happiness levels within the organization [9]. Happy, well-adjusted candidates are more likely to adapt quickly, contribute positively, and foster a positive work environment. High levels of anxiety or negativity, on the other hand, might be correlated with a tendency to be dissatisfied and unengaged, which translates into depression and low-level enthusiasm, initiative and productivity in the workplace.

Nervousness, especially related to job security, performance expectations, or interpersonal relationships, is a direct obstacle to happiness [28]. Chronic employee nervousness can indicate underlying issues like poor management, lack of support, or an unhealthy work environment.

Congruence between employee personal values – autonomy, perfectionism [13], creativity, contribution, on the one hand, and organizational values, on the other hand, is a significant driver of happiness and well-being [4]. When values align, employees feel more authentic, purpose-driven, and intrinsically motivated. Mismatch leads to conflict, frustration, and ultimately, unhappiness.

Burnout is, inherently, the antithesis of happiness. It is characterized by emotional exhaustion, cynicism, and a sense of inefficacy, directly undermining feelings of joy, meaning, and engagement at work [2]. Management policies need to prioritize burnout prevention and mitigation.

Employees with high emotional intelligence are better equipped to manage their emotions, understand colleagues’ feelings, and build positive relationships [29]. Emotional intelligence contributes to greater happiness by fostering a more supportive and collaborative work environment [24], reducing conflict, and improving overall job satisfaction.

Employee performance, accomplishment, and a feeling of success in a certain organizational role clearly contribute to happiness [17; 18]. High-performing employees often experience a sense of competence, mastery, and value [30]. However, it is crucial to consider how performance is achieved – honestly, being proud of self-contribution, or dishonestly, provoking unethical behavior and negative social reaction and response. Sustained peak performance fueled by unhealthy pressure and compromises, while possibly contributing to temporary happiness, can lead to long-term burnout and undermine overall well-being.

Achieving a healthy work-life balance is a crucial factor in feeling overall happiness. Employees who can effectively manage their professional and personal lives experience less stress, having more time for personal pursuits, and feel more fulfilled [31]. Organizations that support work-life balance through reasonable workload, flexible work arrangements, generous leave policies, and a culture that respects employees’ time contribute to increased happiness.

Employee satisfaction is an integral component of happiness [10]. Workplace satisfaction encompasses various elements, including pay, benefits, work environment, relationships with colleagues, and opportunities for growth [15]. While satisfaction does not guarantee happiness, it provides a foundation for self-actualization and social relevance.

Opportunities for ongoing learning, professional development, and career advancement are linked to happiness through feelings of progress, growth, and self-efficacy [22]. Employees who feel they are developing and expanding their capabilities are more likely to feel engaged, motivated, and happy in their roles [7; 20]. On the other hand, stagnation leads to boredom and dissatisfaction.

Planning and preparation for retirement ensure the feelings of financial and emotional security, which is essential for long-term well-being and happiness. Organizations can support employees by offering retirement planning resources, financial counseling, and phased retirement options. Readiness for the subsequent stage of life contributes to a sense of accomplishment and overall happiness.

Organizational Values and Employee Happiness

 Organizations with a strong commitment to corporate social responsibility (CSR) seem to be more prospective for potential employees [19]. Working for a company that makes a positive impact on society enhances employees’ sense of purpose and meaning, contributing to increased happiness [11]. Participating in CSR initiatives provides employees with a sense of pride and alignment with organizational values beyond profit margins.

Ethical leadership which is aimed at pursuing integrity, fairness, and respect create a culture of trust and psychological safety [32]. Ethical leaders foster a positive work environment where employees feel valued and supported, leading to increased happiness [33]. Conversely, unethical leadership breeds distrust, anxiety, and unhappiness.

A positive and supportive organizational culture is essential for employee happiness [3; 34]. Cultures that prioritize collaboration, communication, recognition, and employee well-being, create an environment where subordinates can demonstrate their best qualities and capabilities [31]. Toxic cultures characterized by bullying, discrimination or excessive pressure, undermine happiness and alienate employees, causing high turnover [23].

Organizational trust in leadership, colleagues, and organizational culture as a whole, is a crucial constituent of happiness [35]. When employees trust their organization, they feel more secure, respected, and confident in their roles [1]. A lack of trust creates a climate of fear and suspicion, hindering happiness and performance.

Psychological Capital (PsyCap) comprises hope, efficacy, resilience, and optimism. These positive psychological resources are directly linked to happiness, resilience, and success in the workplace [36]. Organizations can foster PsyCap through leadership development, positive communication, and supportive work environments. Happy employees contribute to organizational PsyCap, creating positive feedback and increasing performance results.

Entrepreneurial happiness refers to the unique sense of fulfillment and satisfaction experienced by entrepreneurs. Despite being frequently intertwined with intense pressure, risk, and uncertainty, entrepreneurial happiness stems from the autonomy, creativity, and ownership inherent in building a business [10; 37].

While typically associated with the hospitality industry, the principles of hospitality services, such as empathy and creating positive experiences, can be applied to other industries [32]. An organizational culture that prioritizes treating employees with respect, care, and attention to their needs can significantly enhance their happiness and well-being.

Multinational enterprises are characterized by group diversity. Properly managed diversity and inclusion initiatives in multinational enterprises can contribute to greater innovation [14], creativity, and employee satisfaction [25]. Conversely, poorly managed diversity can lead to conflict, misunderstandings, and unhappiness. When employees feel valued, respected, and included regardless of their background, they are more likely to be happy and satisfied at work.

4. Conclusion

Happiness within an organizational context is a multifaceted concept influenced by a complex interplay of individual, interpersonal, and organizational factors. Effective personnel management policies should aim to create a holistic environment that supports employee well-being, fosters positive relationships, and provides opportunities for growth and self-actualization. The objectives involve selecting job candidates with positive worldview and potential for happiness within the organization, cultivating ethical leadership, promoting a supportive culture, and empowering employees to manage their work-life balance, pursuing continuous development. By prioritizing happiness, organizations are able to create a more engaged, productive, and sustainable workforce.

[1] Happiness. [Electronic resource]. URL: https://www.sciencedirect.com/ (accessed: 17.09.2025). Happiness. [Electronic resource]. URL: https://www.elibrary.ru/ (accessed: 17.09.2025)