RT journal article
T1 Happiness management mediates between human resource practices, brand pride and performance
T2 El Happiness Management como mediador entre las prácticas de recursos humanos, el orgullo de marca y el desempeño
A1 Ravina-Ripoll, Rafael
A1 Salazar-Altamirano, Mario Alberto
A1 Galván-Vela, Esthela
A2 Organización de Empresas
K1 Brand pride
K1 Human resource practices
K1 Ibero-America
K1 Happiness management
K1 Self-perceived job performance
K1 orgullo de marca
K1 desempeño laboral autoperbido
K1 prácticas de recursos humanos
K1 orgulho de marca
K1 desempenho laboral autorpercebido
AB Purpose – This study aims to examine the mediating role of happiness management and brand pride in therelationship between human resource practices (HRPs) and self-perceived job performance in Ibero-Americanorganisations.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 indirectrelationships 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 jobperformance. Furthermore, a marginal mediation of happiness management is also observed in the relationshipDownloaded from http://www.emerald.com/mrjiam/article-pdf/doi/10.1108/MRJIAM-09-2025-1812/11276090/mrjiam-09-2025-1812en.pdf by Universidad de Cadiz, Dr. Ripoll on 06 Marchbetween 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.
PB Emerald
SN 1536-5433
YR 2026
FD 2026-03-06
LK http://hdl.handle.net/10498/39020
UL http://hdl.handle.net/10498/39020
LA eng
DS Repositorio Institucional de la Universidad de Cádiz
RD 08-nov-2026