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Happiness at work is a critical element of workers' performance; in this sense, it is necessary to analyse the conditions that increase employees' subjective well-being. Therefore, the purpose of this paper was to determine the relationship between the autonomy provided to employees and the support of top management on happiness at work.

This research was quantitative, non-experimental and cross-sectional in design. The data collection instrument was a questionnaire based on validated instruments in their respective fields. This instrument was applied to a sample of 603 workers from companies in different sectors of the north-western border of Mexico. For the validity of the measurement construct, exploratory factor analysis was carried out using the principal components method; Cronbach’s alpha tests were applied to assess the reliability of the instrument and to determine the relationship of the variables in this study, the multiple linear regression techniques were used using the least-squares method.

The results suggest that autonomy and support positively and statistically significantly influence the levels of happiness manifested in the workforce. It concludes with the importance of valuing practical organisational governance actions to increase happiness in the workforce.

In this research, the study of happiness is limited to a non-probabilistic sample. Employees from the northwest border of Mexico were surveyed, so the results cannot be generalised to all territories. In addition, the research explains happiness at work based on only two variables of organisational behaviour. A thorough analysis of this behaviour is recommended through new research methods and techniques and the adoption of integrative models.

The results of this study facilitate decision-making by the top managers of the company, especially about the promotion of actions of best business practices that create a harmonious state among its workers and that finally allow the company an improvement in their performance.

This study facilitates the understanding of happiness in workers from the actions of senior managers, so it can be used in the justification of programs for the development and retention of human talent.

This study was based on a systematic review of the existing bibliography in the leading scientific repositories such as WOS and Scopus. It was found that in the study of happiness at work, just under 400 documents were found under the terms associated with Happiness Business. Therefore, the importance of contributing to the construction of theory on the subject is highlighted by studying new predictors in various contexts and territories.

I evaluate how the tax reform of 2012 reduced informality in Colombia both theoretically and empirically. Theoretically, I develop a labor market model and obtain simulations indicating that the reform should reduce informality significantly. Empirically, I obtain difference-in-difference estimates from two household surveys. Estimates from the repeated cross-sections data indicate small, short-term effects and large long-term effects. Estimates from the household survey panel data are in line with these results. I also simulate difference-in-difference estimates with different combinations of changes in payroll taxes and enforcement indicating that large improvements would have been needed to obtain the corresponding econometric estimates.

This study analyses the concept of happiness management based on the empirical validation of the interactions between emotional wage, organisational justice and happiness at work. It complements a holistic view of the management models used in recent corporate governance. This perspective explores the dimension’s emotional wage mediating role and influences on organisational justice and happiness at work. The effect of organisational justice on happiness at work is also analysed.

A quantitative, cross-sectional, descriptive and correlational study is proposed. A sample of 502 workers in the education sector in Costa Rica was selected. A structural equation model (PLS-SEM) was developed to test the proposed theoretical model. The SPSS-AMOS 23 and SmartPLS 4 computer programs are used for this purpose.

The results show that emotional wage has a positive impact on happiness at work and that it mediates positively between organisational justice and happiness at work. Developing organisational policies to include these variables as necessary resources for corporate governance is recommended.

The first limitation of this study is due to the type of sampling, which was purposive. The kind of population and the time of execution of this study were determining factors when deciding on the mode of application of the instrument. However, an attempt to reduce the bias associated with this element could be made by expanding the sample to as many respondents as possible. The second limitation was that the data were collected within a specific time frame. Longitudinal studies address Thcould. The third limitation stems from the scarcity of literature on happiness management. In this regard, this type of research currently needs to be explored in emerging economies. It makes it difficult to determine whether the empirical results obtained in this paper can be generalised to other territories in the global village. Moreover, the last limitation is that the authors of this research have only explored the moderating role of emotional pay in the relationship between the dimensions of organisational justice and happiness at work. It would be interesting to consider other mediating variables to have a clearer picture of the organisational justice–happiness at work construct from the happiness management approach.

As already indicated throughout this research, emotional wage, organisational justice and happiness at work are constructs that positively drive employee satisfaction, motivation and well-being. Human talent management strategies undertaken by organisations should encourage the adaptation of actions that stimulate employees' quality of life, corporate social responsibility and ethical management practices to be more competitive in today’s markets. It requires implementing the dynamic management models that provide internal customers with a high sense of belonging, job satisfaction and commitment to their professional performance. In other words, this will require robust leadership styles and corporate cultures that stimulate employee creativity, loyalty and innovation. For this reason, management of organisations must implement human resources policies to attract and retain creative talent through happy leadership. It requires, among other things that the philosophy of happiness management becomes a critical strategic resource for companies to promote nonfinancial benefits for employees, including emotional wage (Ruiz-Rodríguez et al., 2023).

In the current business environment, there has been a transformation in leadership styles, motivation and the development of a sense of belonging in organisations' human capital. Based on this trend, the study of happiness management becomes a social strategy to improve the conditions, in which the organisations compete to attract highly demanded human capital. It is why this research contributes elements that have an impact on citizenship by proposing the management models based on happiness at work and quality of life.

This study adds to the happiness management literature by including emotional wage, organisational justice and happiness at work in human resources and strategic management. It also contributes to the academic debate on the need to formulate organisational cultures that empower workers in their professional performance based on happiness and positive emotions.