The Effectiveness of a Workplace Happiness Enhancement Package on Employees’ Work Engagement and Job Embeddedness
Keywords:
Workplace happiness, work engagement, job embeddedness, training package, employeesAbstract
This study aimed to investigate the effectiveness of a workplace happiness enhancement training package on employees’ work engagement and job embeddedness at the Behin Kavosh Samin private company. This applied study employed a quasi-experimental pretest–posttest control group design. The statistical population consisted of 60 employees selected through convenience sampling and randomly assigned to experimental and control groups (30 participants each). The experimental group participated in ten 40-minute happiness training sessions over three weeks (two sessions per week), while the control group received no intervention. Data were collected using three standardized questionnaires: the Job Well-being Scale (Zheng et al., 2015), Work Engagement Scale (Salanova & Schaufeli, 2001), and Job Stress Scale (Johnson et al., 2010). Data analysis was performed using SPSS version 25 through paired t-tests, ANCOVA, and repeated measures ANOVA. The results showed that the mean score of work engagement in the experimental group increased from 53.1 in the pretest to 66.6 in the posttest and 72.1 in the follow-up, with significant main effects of time and group (p<0.01). Subscales of vigor, dedication, and absorption improved significantly. Similarly, the mean score of job embeddedness increased from 63.7 in the pretest to 78.35 in the posttest and 80.8 in the follow-up (η²=0.73), and the improvement remained stable over time. The findings indicated that the happiness enhancement training package had a significant and lasting effect on improving employees’ work engagement and job embeddedness, suggesting its usefulness as a practical tool for enhancing psychological capital and occupational well-being in organizations.
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