Workplace Wellbeing and Employee Engagement

Workplace wellbeing encompasses the physical, psychological and social conditions that enable employees to thrive, while employee engagement reflects the extent to which individuals are emotionally invested in their work and the organisation’s objectives. Contemporary research situates these concepts within intersecting theoretical frameworks such as the job demands–resources model, which delineates how job demands can exhaust energy and job resources can foster motivation; social exchange theory, which emphasises reciprocal relationships between employees and organisations; and conservation of resources theory, which views stress as the threat or loss of valued resources. A robust organisational culture, supportive leadership and line management practices, and proactive wellbeing interventions have been shown to enhance engagement, reduce absenteeism and turnover, and drive organisational citizenship behaviour. Global interest has surged in designing inclusive policies, flexible work arrangements and digital wellbeing platforms, reflecting a move from reactive to preventive approaches. Evidence points to the interdependence of individual mental health, team cohesion and broader performance outcomes, with implications for employee retention, innovation and sustainable productivity in an increasingly hybrid and diverse workforce.

Research from Nature Portfolio

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Workplace Wellbeing and Employee Engagement publication trend

The graph below shows the total number of articles in workplace wellbeing and employee engagement across all publications each year (not limited to Nature Index journals).

Technical terms

Employee engagement: The degree of emotional commitment and involvement an employee has towards their organisation and its values.

Organisational citizenship behaviour: Voluntary actions by an employee that exceed formal job requirements and contribute to organisational effectiveness.

Perceived organisational support: An individual’s belief that the organisation values their contributions and cares about their wellbeing.

Job demands–resources model: A framework categorising job characteristics into demands that deplete energy and resources that foster motivation and growth.

Conservation of resources theory: A model positing that individuals strive to obtain, retain and protect valued resources, with stress arising from potential or actual resource loss.

Affective commitment: The emotional attachment of an employee to their organisation, reflecting a desire to remain employed there.

Toxic workplace environment: A setting characterised by negative behaviours such as harassment, bullying and incivility that undermine wellbeing and engagement.

References

1. The relevance of nurses’ self-concept in the social exchange process: a serial mediation model. Management Decision (2023).
2. How Toxic Workplace Environment Effects the Employee Engagement: The Mediating Role of Organizational Support and Employee Wellbeing. International Journal of Environmental Research and Public Health (2021).
3. Impact of Employees' Workplace Environment on Employees' Performance: A Multi-Mediation Model. Frontiers in Public Health (2022).