Reactivating Workplace Happiness, Social Support, Motivation, and Employee Engagement Through Selected Organization Development Intervention: A Case Study in AAA Group of Companies in Myanmar

This study investigates the enhancement of workplace happiness through Organization Development Interventions (ODI) at the AAA Group of Companies in Myanmar. The research addresses internal stagnation and a decline in employee motivation caused by traditional paternalistic leadership within a volatile socio-political environment. Utilizing a mixed-methods action research design, the study collected quantitative data from 50 participants and qualitative insights from 20 interviewees. The research analyzed how social support, motivation, and employee engagement collectively influence workplace happiness, defined by job satisfaction, engagement, and performance. Interventions including team-building workshops, goal-setting sessions, and communication training were implemented over a 2.5-month period. Post-intervention results demonstrated a statistically significant improvement across all variables (p < .001). Specifically, workplace happiness increased by 40.59%, job engagement rose by 41.05%, and job performance improved by 32.01%. Regression analysis identified motivation and social support as the most significant predictors of happiness. The study concludes that transitioning from authoritative structures to supportive, collectivist-aligned environments is essential for sustainable productivity. These findings suggest that structured human process interventions can successfully counteract organizational stagnation and external pressures, fostering a committed workforce. By prioritizing employee well-being and psychological safety, organizations in challenging markets can achieve long-term success through a more unified and engaged staff