Workplace wellbeing encompasses all facets of working life, from the physical environment’s quality and safety to employees’ attitudes toward their jobs, their working environments, the culture at work, and work structure. According to Ryan and Deci, “wellbeing” can be defined as an individual’s mental representation, ideal role, and comprehension of their state and perception of wellbeing (Ryan and Deci, 2001).
According to CIPD (), promoting employee well-being benefits both individuals and organizations. Promoting well-being can help in the prevention of stress and the creation of positive work environments in which individuals and organizations can thrive. Maintaining one’s health and well-being can be a key enabler of both employee engagement and the performance of an organization. As a result, the concept of wellbeing has gained widespread acceptance as a national measure of productivity in both established and emerging enterprises.
The presence of wellbeing in the workplace brings out the positive roles that employers play, which in turn inspires employees to respond by participating in activities that are congruent with the moral beliefs and behaviors of their employers. When employees perceive their bosses as trustworthy and supportive, it enhances their workplace satisfaction and fosters increased involvement in their work, hence potentially enhancing organizational effectiveness. Furthermore, when employers authentically demonstrate their true nature and establish an empowering environment within the workplace, such efforts contribute to the cultivation of trust within the organization. Consequently, employees are motivated to find meaning and purpose in their jobs, thereby harnessing their complete capabilities to advance the organization’s objectives and accomplishments (Cvenkel, 2020).
The engagement of employees in their work is of paramount importance in the attainment of organizational goals. According to Schaufeli and Salanova (2007), work engagement is conceptualized as a cognitive state characterized by pleasant and gratifying experiences in the workplace. It is characterized by three dimensions: energy, devotion, and absorption. The construct of work involvement encompasses three distinct elements, namely physical, cognitive, and emotional. People use all three of these methods to interact and express themselves in their employment.
Thus, real leadership that is focused on overall well-being at work functions as a stimulant that boosts hedonic and eudaimonic wellbeing among employees, increasing their propensity to improve their engagement at work. This promotes an employer’s positive role and supporting behavior, which gives greater energy and improves employees’ hedonic and eudaimonic wellbeing, hence increasing employees’ drive to engage in positive work and personal growth (Cvenkel, 2020). Employers are hopeful about their employees’ personal progress when they create a nice office environment and focus on their well-being. They are happy with their jobs, which increases their motivation to work.
