Are rural accommodation employees able to aspire to transcendent happiness in their work? An exploratory model

In this paper, we aim to propose formulas based on indicators to develop the transcendent happiness of employees in the tourism industry. Specifically, three factors are proposed as determinants of transcendence happiness (THP): corporate culture (CO), internal communication (IC), and employee-centered personnel management (EPM). To this end, a model proposes to help guide employees in the tourism industry toward happiness. From a sample of 443 employees in tourist accommodations in Spain, we explore the feasibility of an SEM-PLS model based on already validated scales. Our results show, on the one hand, the critical role of organisational culture in the pursuit of employee happiness and, on the other hand, the mediating effect of internal communication between personnel management and transcendent happiness. This ground-breaking study fills two gaps in the current happiness management literature. The first is considering transcendent happiness as an innovative key to corporate governance. It requires a corporate culture that fosters all human capital's personal growth and work-related well-being. In addition, secondly, to demonstrate that the variables of internal communication and passion at work positively influence the transcendental happiness of internal customers in rural establishments. Between internal communication and personnel management based on the employee's growth, the organisational culture has the most significant impact not only on personnel management but also on the achievement of the happiness of private employees. To this end, rural accommodations should design organisational patterns based on codes of conduct in the social relations between employees and managers.

Rafael Ravina-Ripoll, Rafael Robina-Ramírez