Examining the Job Happiness Model in the Organizational Context: Evidence from Bahrain


Saeed Hameed AL Dulaimi , Marwan Mohamed Abdeldayem , Dheya Mohamed Alshaebani ,

Download Full PDF Pages: 12-27 | Views: 1012 | Downloads: 276 | DOI: 10.5281/zenodo.3510064

Volume 8 - September 2019 (09)


Nowadays in most governmental and public organizations, motivating employees and enhancing their capabilities are the most complicated issues in Human Resources Management. It can be argued that organizational behavior is an exciting field of study which can help managers to handle human resources in an effective way in order to achieve the organizational goals. Previous studies in this field revealed that when employees are happy and satisfied at work, the productivity will increase and the management will be able to optimize available resources and improve the organizational performance. This study aims at examining the Job Happiness Model in the Organizational Context. Hence, employees’ responses data has been collected using a questionnaire survey, in addition to some demographic variables that may be connected to job happiness such as gender, age, income, managerial level. The sample of the study includes 187 governmental employees from the Kingdom of Bahrain.   A regression analysis was used to test the relationship between the independent variables (the four I’s: I enjoy my work, I care about my health, I respect my colleagues and I love my family)  and the dependent variable (job happiness). Although the results of the study reveal a significant and positive correlation between job happiness and the 4 I’s, there is still a lot of things that the management in governmental organizations has to improve and work on in order to make their organizations more effective and efficient.


Job Happiness, The Four I’s Model (I love, I care, I enjoy and I respect), HR Wellbeing, Organizational Behavior, Governmental Organizations, HRM, Kingdom of Bahrain


i.        Abdeldayem Marwan M and Saeed Hameed Aldulaimi (2018), The Economic Islamicity Index, between Islamicity and Universality: Critical Review and Discussion. International Business Management, Vol. (12), 46-52.

ii.      Abdulwahab S. Bin Shmailan (2016). The relationship between job satisfactions, job performance and employee engagement.

iii.    Aldulaimi, Saeed Hameed (2018), Examining the relationship between transformational leadership model and organizational commitment model to enhance decision making participation: evidence from the kingdom of Bahrain. Global journal of engineering science and researches. 5 (1),.23-28

iv.     Alipour, Ali, H. Safarzaddeh, A. Soloukdar, and A. Parpanchi. (2012), “The Role of Emotionality and Power on Tendency to Unethical Behaviors”, International Journal of Human Resource Studies, 4(2), 187-196.

v.       Asiyabi, M., and Mirabi, V. (2012). Investigation of contributing factors in employees’ desertion in power engineering consultants (Moshanir) company. Interdisciplinary Journal of Contemporary Research in Business, 4(6), 1183-1199.

vi.     Bhattacharjee, D., and Bhattacharjee, M. (2010). Measuring happiness at work place. ASBM Journal of Management, 3(1/2), 112-125

vii.   CIPD Factsheet. (2017). Workforce Planning. [ONLINE] Available at:https://www.cipd.co.uk/knowledge/strategy/organisationaldevelopment/workforce-planning-factsheet#8035. [Accessed 24 December 2017

viii. Clark, A.E., Diener, E., Georgellis, Y., and Lucas, R. E. (2008). Lags and Leads in Life Satisfaction: a Test of the Baseline Hypothesis. The Economic Journal, 118, F222-F243.

ix.     Covey Stephen R (2004). The seven habits of highly effective. 8th Ed. New York: Free Press.

x.       Fisher, C.D. (2010). ‘Happiness at work.’ International Journal of Management Reviews, 12, 348-412.

xi.     Fereidouni, H.G., Najdi, Y., and Amiri, R.E. (2013). Do governance factors matter for happiness in the MENA region? International Journal of Social Economics, 40(12), 1028-1040.

xii.   Greene, R.J. (2015) Aligning human capital strategy with organizational strategy. WorldatWork Journal. Vol 24, No 2, second quarter. pp. 6-11.

xiii. Gupta, V. (2012) ‘Importance of being happy at work.’ Institute for Research and Development India. Download from: http://www.irdindia.in/journal_ijrdmr/pdf/vol1_iss1/2.pdf [23 April 2016]

xiv. Jane Boucher (2004). How to Love the Job You Hate Job Satisfaction for the 21st Century.

xv.   Januwarsono, S. (2015) ‘Analytical of factors determinants of happiness at work case study on PT. PLN (persero) region Suluttengo, Sulawesi, Indonesia. European Journal of Business and Management, 7(8), 2015.

xvi. Kornhauser, A. (1933). The technique for measuring employee attitudes. Personnel Journal, 9, 99-107.

xvii.  Lallan Prasad and A.M. Banerjee (2012). Managing Human Resource Management

xviii. Luthans, F. Luthans, K.W. and Luthans B.C. (2004). Psychological capital management: going beyond human and social capital. Business Horizons, 47, 45-50.

xix. Mayo, E. (1924). Revery and industrial fatigue. Journal of Personnel Research, 3, 273-281.

xx.   Paige Williams, Margaret L. Kren and Lean Walters (2016), Exploring Selective Exposure and Confirmation Bias as Processes Underlying Employee Work Happiness

xxi. Pryce-Jones J. (2010). Happiness at Work: Maximizing your Psychological Capital for Success. Oxford, UK: Wiley.

xxii.  Putman, M.L. (1930). Improving employee relations: A plan which uses data obtained from employees. Personnel Journal, 8, 314-325.

xxiii.  Rodríguez, M.A. and Sanz V.I. (2011) ‘La felicidad en el trabajo’. Mente y cerebro, No. 50/2011.

xxiv.  Saari, L.M., and Judge, T.A. (2004). Employee attitudes and job satisfaction. Human Resource Management, 43(4), 395-407.

xxv.  Snow, A.J. (1923). Labour Turnover and Mental Alertness Test Scores. Journal of Applied Psychology 7(3), 285-290

xxvi.  Warr, P. (2007). Work, Happiness, and Unhappiness. Mahwah, NJ: Lawrence Erlbaum.

xxvii. Wesarat, P., Yazam, M.S. and Halim, A.M.A. (2014) ‘A conceptual framework of happiness at the workplace’. Asian Social Science, 11(2) at

Cite this Article: