Happiness management mediates between human resource practices, brand pride and performance

Purpose: This study examines the mediating role of Happiness Management and brand pride in the relationship between human resource practices (HRPs) and self-perceived job performance in Ibero-American organisations.
Design/methodology/approach: A quantitative cross-sectional design was employed with 408 participants. Data were analysed using covariance-based structural equation modelling (CB-SEM) to assess the direct and indirect relationships 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 job performance. Furthermore, a marginal mediation of Happiness Management is observed in the relationship between HRPs and performance, along with significant mediations of brand pride and Happiness Management 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.
Keywords: Happiness Management, brand pride, self-perceived job performance, human resource practices, Ibero-America.