<![CDATA[General Background Modern academic institutions increasingly rely on psychological resources to foster active employee engagement and organizational performance. Specific Background Although happiness is recognized as a vital workplace asset, its structural dimensions require empirical evaluation within university environments. Knowledge Gap How distinct facets of happiness—specifically virtue, self-management, and eudaimonic well-being—differentially drive job engagement remains insufficiently operationalized. Aims This study investigates the predictive relationships between these three happiness dimensions and employee job engagement among higher education staff. Results Empirical analysis ($N = 100$) demonstrates that happiness dimensions explain $83\%$ of variance in engagement ($R^2 = 0.83$), with self-management ($\beta = 0.33, p < 0.01$) and eudaimonic well-being ($\beta = 0.34, p < 0.01$) serving as primary positive predictors. Novelty The findings uncover a structural paradox where virtue correlates strongly with engagement ($r = 0.87$) yet lacks a direct predictive effect in multivariate modeling. Implications Organizations must prioritize self-regulation practices and meaningful work design over abstract ethical statements. Keywords : Happiness Dimensions, Job Engagement, Self-Management, Eudaimonic Well-Being, Workplace Flourishing Key Findings Highlights Self-management and eudaimonic well-being directly predict higher workforce engagement levels. Combined happiness dimensions account for eighty-three percent of total engagement variance. Ethical virtue requires concrete operational management tools to generate direct behavioral involvement.]]>
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