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Stream/Area:
-
Subject:
-
Paper ID:
IJSREM62646
Volume:
10 |
5 |
May 2026
Pages:
1-5
Publication Frequency:
Monthly (12 issues per year)
License:International Journal of Scientific Research in Engineering and Management follows the Creative Commons Attribution 4.0 (CC BY 4.0) License, allowing free use and distribution with proper attribution.
Master of Business Administration
Institute of technology and management
Master of Business Administration
Institute of technology and management
Master of Business Administration
Institute of technology and management
The relationship between employee happiness and job performance has been extensively examined. Research findings support the widely-held belief that happy workers tend to perform better. A comprehensive review of existing studies and surveys of employees across various roles confirms that happy employees are more productive and efficient. While creating a positive work environment is essential, it is not the sole determining factor. Effective leadership, a supportive team, and individual motivation also play critical roles in enhancing employee performance. Employee happiness is a crucial aspect, but it is just one piece of the puzzle. By recognizing the interplay between these factors, organizations can develop strategies to foster a work environment that supports employee well-being, motivation, and productivity, ultimately enabling them to achieve their full potential and drive business success. This holistic approach can lead to improved job performance and overall organizational effectiveness.
KEYWORDS
In conclusion, job satisfaction has a significant positive impact on productivity, motivation, teamwork, and creativity. These findings suggest that companies investing in employee satisfaction are likely to benefit from a more committed and productive workforce. Building a workplace where people feel valued, supported, and challenged is not only ethically sound but also good for business, driving organizational success and growth. This approach fosters a positive work environment, leading to enhanced overall performance.
Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16(2), 250-279. https://doi.org/10.1016/0030-5073(76)90016-7 Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268-279. https://doi.org/10.1037/0021-9010.87.2.268 Herzberg, F. (1959). The Motivation to Work. John Wiley & Sons. Judge, T. A., Thoresen, C. J., Bono, J. E., & Patton, G. K. (2001). The job satisfaction-job performance relationship: A qualitative and quantitative review. Psychological Bulletin, 127(3), 376-407. https://doi.org/10.1037/0033-2909.127.3.376 Spector, P. E. (1997). Job Satisfaction: Application, Assessment, Causes, and Consequences. Sage Publications.
Publication Date
5/6/2026
Peer Review Type
Double-Blind Peer Review
Review Rounds: 2
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