Workplace Happiness and Job Performance: Key Insights from a Study Conducted at Universidad Santiago de Cali

Workplace happiness has become a crucial topic in business management, especially as organizations seek to improve productivity, commitment, and employee well-being. As part of an applied research initiative at Universidad Santiago de Cali, and in collaboration with students from the Master’s in Business Management, we carried out a study that examines the determinants of workplace happiness and their impact on job performance in an intermunicipal transport company in Valle del Cauca, Colombia. You can read the full article here:
👉 https://revistas.ceipa.edu.co/index.php/perspectiva-empresarial/article/view/928/1265

The main goal of this research was to understand how factors such as emotional self-regulation, perception of work, and opportunities for professional development shape the way employees feel and perform. Although these relationships have been addressed internationally, few studies have analysed them within the transport sector, where long working hours, high stress and direct interaction with passengers are part of daily operations.

A data-driven approach

Data were collected from 70 employees through a validated instrument designed to measure happiness, emotional well-being, job satisfaction and perceived performance. Using statistical analyses—including Spearman correlations and a standardized happiness indicator—we identified clear patterns that explain how emotions and perceptions influence workplace behaviour.

The study shows that workplace happiness is a multidimensional construct that cannot be reduced to working conditions or salary. Although these aspects matter, emotional management and perceived purpose play a more decisive role in shaping performance.

What drives workplace happiness?

1. Emotional self-regulation as the strongest factor

The data show a strong correlation between happiness and the ability to manage emotions, maintain mental balance and think positively.
This confirms that well-being is not only the result of external conditions but also of internal psychological resources.

2. Purpose and meaning at work

Variables such as enjoying the job, considering the work valuable and being able to apply professional skills also had significant associations with happiness.
When employees perceive that their work matters, motivation and performance increase.

3. Family support matters, but influences differently

Although most participants reported strong family support, this variable showed only a weak correlation with workplace happiness.
This suggests that emotional support at home is important, but organisational and psychological factors have a stronger influence on work experience.

Happiness levels across employees

By classifying employees into low, medium and high levels of happiness, we found:

• High happiness: frequent positive emotions, strong job satisfaction and higher stability.

• Medium happiness: fluctuating emotional states and variable job perception.

• Low happiness: difficulties in mental balance, lower job enjoyment and reduced perception of growth.

These distinctions help organizations identify areas where interventions are needed.

How happiness impacts performance

The strongest correlation found was between happiness and emotional self-regulation (0.82), followed by happiness and work activity (0.57).
This indicates that performance is deeply tied to emotional well-being.

Employees with higher happiness levels tend to:

• perform tasks more efficiently,

• maintain better relationships with co-workers and customers,

• show lower absenteeism,

• develop stronger commitment to organizational goals.

Implications for organizational management

The findings point to several practical recommendations:

• Develop emotional skills training programmes.

• Create accessible career development pathways.

• Establish formal recognition and reward systems.

• Encourage participation and dialogue within the organization.

• Provide psychological support as part of occupational health strategies.

These actions strengthen organizational culture and have direct impact on productivity and service quality.

Why this research matters

This study provides empirical evidence—collected in a real company—showing that workplace happiness is not a secondary matter. It is a structural component of organizational sustainability.
Moreover, it reflects the commitment of Universidad Santiago de Cali to producing applied research with the participation of postgraduate students, contributing meaningful knowledge to regional industries.

You can read the full article here:
👉 https://revistas.ceipa.edu.co/index.php/perspectiva-empresarial/article/view/928/1265