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The purpose of the paper is to delve into innovation and happiness management linked to the definition of transcendence at work. The paper analyses in the context of innovation and happiness management the relation of the three dimensions taken from Khari and Sinha (2020: Sense of we-ness, self-connectedness and work as a service. The paper also proposed indicators to applied transcendence and moral competencies to the banking sector guiding behaviour toward successful experiences at work as an antecedent of both, transcendence and employees´ performance.

The article starts with a VOSviewer-based bibliometric analysis to examine the recent development of happiness management as an emergent topic of research. A co-word analysis served to identify that the main research theme related to the topic is transcendence at work. The theoretical framework serves for developing a conceptual model that is analysed by taking structural equations modelling (SEM) as the method and partial least squares (PLS) as the technique. To test the hypotheses, the authors employed a sample of 354 employees from the main banks in Spain in 2021 (Santander, Banco Bilbao Vizcaya Argentaria (BBVA), CaixaBank, Bankia and Sabadell).

The results confirm that Innovation and happiness management is related to moral competencies, which refer to the set of knowledge, skills and abilities that facilitate ethical behaviour in the banking sector. Innovation and happiness management include individual attributes for good performance in each job; this research is in line with the prominent call in the literature to consider moral competencies in human resources management.

Originality lies on the answer of the question: what is the role of employee transcendence in the turbulent banking sector today? This paper seeks to approach and measure the relation of innovation, happiness and transcendence at work, Transcendence at work often arises when individuals connect their work to a higher purpose or mission, that connection is based on the idea that any effort to improve any of these three attributes provides successful solutions for the complex banking sector's performance.

This study aims to delineate the fast-growing path of human resource management (HRM) research with a sustainable orientation and resolve confusion over the differences and interdependences of the various approaches that have emerged: green human resource management (GHRM), sustainable human resource management (Sustainable HRM), and socially responsible human resource management (SR-HRM).

In this study, bibliometrics and science mapping were used to analyze the field's conceptual structure based on 587 related documents extracted from the ISI Web of Science database. Co-word analysis with SciMAT software enabled the authors to map the main themes studied and identify evolution, importance, and relevance.

SR-HRM is the least developed of the three approaches analyzed and has been overlooked by the journals that publish the most work in the field of HR. The authors identify a lack of sustainability-related HRM studies on higher education and an ongoing need both to explore the role of culture in GHRM implementation and to explain further the potential non-green behavioral outcomes that can result from GHRM's use.

This study demonstrates how human resource factors are key to managing challenges such as aging workforce, unstable employment relationships, implementation of green supply chain management, and Industry 4.0.

This study explores in detail the interrelations among various emerging sustainable human resource approaches and subtopics derived from the interrelations to reveal hotspots, dilemmas, paradoxes, and research gaps.

This study aims to construct a valid hierarchical sustainable human resource management (SHRM) model with interrelationships among its attributes in terms of qualitative information.

This study applies the fuzzy Delphi method to validate SHRM attributes and visualize the causal interrelationships among these attributes using a fuzzy decision-making trial and evaluation laboratory method.

This study finds that green performance management and compensation lead to human resource benefits and economic sustainability in the HRM model.

Open environmental communication, green human resource planning, green training and development, employee eco-friendly behavior and organizational culture are the top five criteria supporting practical improvement in the healthcare industry.

The emergence of new, unprepared, and inexperienced health care entities with inadequate human resource management (HRM) potentially causing social problems within the industry, SHRM is necessary to balance the social, environment, and economic performance and must be studied by both academicians and practitioners. However, the HRM application field is still in its infancy, which limits the understanding of its potential.