PARTICIPATION IN CORPORATE WELLNESS PROGRAMS AND ITS INFLUENCE ON EMPLOYEE JOB SATISFACTION IN SELECT KENYA’S AUTOMOTIVE INDUSTRY
Abstract
Purpose of the study: The study examined the relationship between participation in corporate wellness programs and job satisfaction levels among employees in selected automotive companies in Kenya.
Statement of the Problem: Employee well-being has emerged as a critical determinant of organizational success in contemporary business environments, with corporate wellness programs increasingly recognized as strategic interventions for enhancing job satisfaction in demanding work contexts
Methodology: The study was conducted at Peugeot Kenya, Oriel Limited and Ecta Limited (Subaru Kenya), employing a pragmatic mixed-methods approach with 156 employees surveyed through structured questionnaires and 6 management representatives interviewed using semi-structured protocols, achieving response rates of 90.7% and 100% respectively.
Findings: The study found that wellness program availability (71.1%) varied widely across types, from health screenings (91.0%) to meditation (14.7%), with only 56.4% accessible during working hours, while overall job satisfaction averaged M=2.12 (SD=0.65), reflecting high intrinsic satisfaction in relationships (91.1%), pride (86.6%), and meaningfulness (84.6%), but significant dissatisfaction in career advancement (50.7%), compensation (43.0%), and benefits (39.1%). Chi-square analyses confirmed significant associations between wellness program types and satisfaction (χ²=187.342, p<0.001), organizational factors and satisfaction (χ²=245.678, p<0.001), and participation factors and satisfaction (χ²=156.894, p<0.001), with 75.7% reporting increased satisfaction and organizational implementation quality emerging as the strongest determinant.
Conclusion: The study concludes that while physical health interventions are prioritized over psychological wellness, implementation quality ultimately determines satisfaction outcomes, underscoring the need for comprehensive wellness strategies addressing both intrinsic and extrinsic dimensions.
Recommendations: The study recommends that HR departments in automotive companies expand wellness programs beyond physical health screenings to incorporate mental health counseling, stress management, mindfulness, and nutrition counseling while ensuring accessibility during working hours. Additionally, organizations should increase wellness budget allocations, secure visible senior leadership commitment, establish dedicated wellness coordinator positions, and implement structured feedback mechanisms to enhance program effectiveness and employee satisfaction outcomes.
Keywords: Corporate wellness programs, Job satisfaction level, Automotive industry, Employee participation, Workplace wellness
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