EMPLOYEE WELL-BEING AND ORGANIZATIONAL DEVELOPMENT
Abstract
This paper reviews the strategic relationship between employee well-being and organizational development in modern workplaces. It moves beyond traditional views that treat employee health as a secondary human resource concern. The paper examines employee well-being as a core organizational development issue that shapes engagement, innovation, productivity, retention, and long-term organizational resilience. The review is guided mainly by the Job Demands-Resources model and the Individual, Group, Leader, and Organizational framework. These models show that employee well-being is influenced by job design, leadership behaviour, team support, organizational culture, and available workplace resources. The paper further examines current debates in the field, including the overlap between employee experience and employee well-being, the rise of technostress, and the risk of high performance occurring alongside psychological strain. The review concludes that sustainable organizational development requires organizations to treat employee well-being as a strategic investment rather than a workplace benefit. It recommends integrated, sector-specific, and long-term interventions that address both individual and structural sources of workplace strain.
Keywords: Employee, Well-Being, Organizational, Development
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