ABSTRACT
In this research, the impact of workplace well-being interventions on engagement and retention is evaluated on key physical, mental, emotional, and social well-being factors. Quantitative data were collected with standardized questionnaires and analyzed with regression analyses complemented with supporting qualitative data from staff feedback. There is a positive and moderate relationship between well-being activities and engagement and retention from the findings. Even though these types of programs are part of enhanced job satisfaction and turnover prevention, other drivers—leadership support, career opportunity, and appropriate work–life balance—seem to be of equal strength. The evidence confirms the relevance of a holistic, employee-centric approach to well-being with flexible work schedules, mental health interventions, and continuous professional learning. Importantly, the research suggests repeated program evaluation through feedback from employees to enhance responsiveness and ultimate effectiveness. Through strategic alignment of well-being as organizational culture, organizations can achieve a more resilient, engaged, and productive workforce. Strategic integration enhances not only employee outcomes but organizational performance and sustainability as well.
