EMPLOYEE WELL-BEING AND ORGANIZATIONAL PERFORMANCE: INVESTIGATING THE MEDIATING ROLE OF WORK ENGAGEMENT IN CONTEMPORARY WORKPLACES

Abstract

In modern workplaces where technological change is rapid, globalization is a phenomenon, and the job demands are increasing, employee well-being is becoming an increasingly significant factor that affects organizational performance. Although much has been researched regarding employee well-being and work engagement, there is little research that has been conducted to understand the processes behind the fact that employee well-being leads to organisational performance. The purpose of this study is to examine the function of job engagement as a mediator between employee well-being and organizational performance, using the ideas put forward by the Job Demands Resources (JD-R) hypothesis as a foundation. This quantitative study utilized a cross-sectional survey to gather data from employees in both the corporate and service sectors. After administering standardized questionnaires to the sample of 285 participants, the data was analyzed using SPSS software. The PROCESS macro (Model 4) and bootstrapping were used to undertake descriptive statistics, correlation, multiple regression, and mediation analyses. Work engagement and organizational performance are positively impacted by employees' well-being, according to the research. Engagement at work has a major effect on organizational performance and also moderates the effect of employee well-being on organizational performance. Based on these findings, it's clear that a healthy work environment is an invaluable psychological resource for any company looking to increase morale, productivity, and success. Organizations seeking to boost employee engagement and long-term performance through wellness program promotion can use the research's empirical support for the mediational effect of work engagement as well as other practical findings to inform their own efforts.