The Impact of Employee Well-being on Job Performance and Organisational Development

Abstract

As employment expectations continue to rise due to competitive pressures, technology advancements, and changing work environments, employee well-being has grown in importance in contemporary organisations. While productivity and efficiency were the main focus of traditional management approaches, modern organisations are realising that employees psychological, physical, social and workplace experiences have a significant impact on job performance and long-term organisational development. This study explores employee well-being as an idea encompassing psychological, physical, social, and occupational well-being, based on recent research in organisational behaviour and management. Job performance is considered a broad concept involving task-related, contextual and adaptive performance. To demonstrate how various aspects of employee well-being affect motivation, engagement, flexibility, and spontaneous performance behaviours, the paper develops a conceptual model. A qualitative research method will be employed, in which open-ended questions will be used to explore employees’ perceptions and experiences regarding well-being and its impact on job performance. The aim of the study is to help understand how well-being influences workplace behaviour and organisational outcomes. The findings are expected to contribute to management and business development literature by highlighting employee well-being as a strategic organisational resource and by offering practical implications for managers seeking to enhance performance through sustainable, employee-centred practices.