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For decades, organizational scientists and practitioners alike have been fascinated by the happyproductive worker thesis. According to this hypothesis, happy employees exhibit higher levels of job-related performance behaviors than do unhappy employees. However, despite years of research, support for the happy-productive worker thesis remains equivocal. These ambiguous findings result from the variety of ways in which happiness has been operationalized. Researchers have operationalized happiness as job satisfaction, as the presence of positive affect, as the absence of negative affect, as the lack of emotional exhaustion, and as psychological well-being. Some of these measures exhibit appreciable associations with job performance, others do not. The circumplex framework is offered as a potentially useful taxonomy for researchers interested in better understanding and promoting a happy and productive workforce.
Cropanzano et al. (Mon,) studied this question.