Validation of happiness at workplace scale in India – an empirical study on EdTech employees

IF 1.9 Q3 MANAGEMENT

INDUSTRIAL AND COMMERCIAL TRAINING Pub Date : 2023-07-18 DOI:10.1108/ict-02-2023-0009

Preeti Goel, Animesh Singh

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引用次数: 1

Abstract

Purpose The purpose of this study is to analyze the properties of Happiness at Workplace (HAW) scale and investigate the validity of the scale in the Indian context using a sample of EdTech employees (knowledge-intensive population). This is consistent with encouraging the happiness literature as well as facilitating positive approaches at the working place in developing economies. Design/methodology/approach Responses were collected via Questionnaire from the employees of EdTech Companies, and a total of 500 responses were investigated. The factor structures, reliability and validity of the HAW scale were tested with the help of SPSS and Smart PLS Software Version 4.0.8.7. Findings The findings of this study showed that all the criteria of reliability and validity for validation of HAW scale were met when used in Indian culture, and the higher-order construct of HAW scale was retained. Originality/value Because of the differences in work cultures and societal structures among nations, the validation of HAW scale in the Indian context is needed, as the majority of the studies in the field of happiness were conducted in Western countries. So this study contributes significantly by validating the HAW scale in India by using a sample of EdTech employees.

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印度职场幸福感的验证——对EdTech员工的实证研究

本研究的目的是分析职场幸福感(HAW)量表的属性，并利用EdTech员工(知识密集型人群)的样本调查该量表在印度背景下的有效性。这与鼓励幸福文献以及促进发展中经济体工作场所的积极方法是一致的。设计/方法/方法通过问卷调查的方式收集了来自教育科技公司员工的反馈，共调查了500份反馈。采用SPSS和Smart PLS软件4.0.8.7对HAW量表的因子结构、信度和效度进行检验。本研究结果表明，在印度文化中使用HAW量表时，其信度和效度均满足验证标准，并保留了HAW量表的高阶构念。由于各国之间的工作文化和社会结构存在差异，因此需要在印度背景下验证HAW量表，因为大多数幸福领域的研究都是在西方国家进行的。因此，本研究通过使用EdTech员工样本来验证印度的HAW量表，从而做出了重大贡献。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

INDUSTRIAL AND COMMERCIAL TRAINING MANAGEMENT-

CiteScore

3.10

自引率

7.10%

发文量

期刊介绍： ■Action learning-principles and practice ■Applications of new technology ■Careers management and counselling ■Computer-based training and interactive video ■Continuing management education ■Learning methods, styles and processes ■Managing change ■Marketing, sales and customer services ■New training and learning methods ■Quality circles, team-working and business games ■Recruitment and selection ■Specialist training-needs and methods ■Youth employment and training ■Topicality Too much training theory takes too long to read and may not have immediate practical advantages.