ANALYSIS OF THE EFFECTIVENESS OF THE EMPLOYEE WELL-BEING PROGRAM ON EMPLOYEE PERFORMANCE AT MANADO STATE POLYTECHNIC
DOI:
https://doi.org/10.54314/jssr.v9i1.5743Keywords:
Employee Well-Being, Employee Performance, Workplace Welfare, Higher Education Institutions, Polytechnics.Abstract
Abstract: Background: The demands of the workplace in higher education institutions, including polytechnics, require optimal performance from their human resources. Stress, burnout, and work-life imbalance can reduce productivity. The Employee Well-Being (EWB) program is designed to improve the holistic well-being (physical, mental, social, and financial) of employees. However, the program's effectiveness in boosting performance in the context of Manado State Polytechnic requires empirical study. Objective: This study aims to analyze the relationship and influence of employee perceptions on the effectiveness of the Employee Well-Being Program on their performance.Method: The study used a quantitative approach with a survey method. A sample of 50 employees (lecturers and educational staff) at Manado State Polytechnic was selected using a purposive sampling technique. Data were collected through a closed questionnaire measuring two variables: (1) Perception of the Effectiveness of the EWB Program (24 indicators including physical health, mental support, social relationships, and financial well-being) and (2) Employee Performance (10 task-based and contextual indicators). Data were analyzed statistically using the Pearson Product Moment correlation test and simple linear regression analysis.Results: The analysis results show a correlation coefficient (r) of 0.712, which indicates a strong positive relationship between the perception of the effectiveness of the EWB Program and employee performance. The R Square value (coefficient of determination) is 0.507, meaning that approximately 50.7% of the variation in employee performance can be explained by variations in their perceptions of the effectiveness of the EWB Program. The results of the regression test show the equation Y = 15.245 + 0.789X, with a significance value (p) <0.001, which means the effect is statistically significant.Conclusion: Employee perceptions of the effectiveness of the Employee Well-Being Program have a positive and significant impact on their performance at Manado State Polytechnic. The program, which focuses on holistic well-being, has proven to be not only a social initiative but also a strategic investment to increase institutional productivity. It is recommended that management develop and maintain a more comprehensive, participatory, and sustainable EWB program. Keywords: Employee Well-Being, Employee Performance, Workplace Welfare, Higher Education Institutions, Polytechnics.Downloads
References
Bakker, A. B., & Demerouti, E. (2017).Job demands-resources theory: Taking stock and looking forward. Journal of Occupational Health Psychology, 22(3), 273-285.https://doi.org/10.1037/ocp0000056
(Major theories supporting the relationship between organizational resources and employee well-being)*
Borman, W. C., & Motowidlo, S. J. (1997).Task performance and contextual performance: The meaning for personnel selection research. Human Performance, 10(2), 99-109.https://doi.org/10.1207/s15327043hup1002_3
(Basis for measuring employee performance in research)*
Diener, E., & Seligman, M. E. P. (2004).Beyond money: Toward an economy of well-being. Psychological Science in the Public Interest, 5(1), 1-31.https://doi.org/10.1111/j.0963-7214.2004.00501001.x
Hobfoll, SE (1989).Conservation of resources: A new attempt at conceptualizing stress. American Psychologist, 44(3), 513-524.https://doi.org/10.1037/0003-066X.44.3.513
(COR theory underlying the EWB-performance relationship)*
Page, K. M., & Vella-Brodrick, D. A. (2009).The 'what', 'why' and 'how' of employee well-being: A new model. Social Indicators Research, 90(3), 441-458.https://doi.org/10.1007/s11205-008-9270-3
Wright, T. A., & Cropanzano, R. (2000).Psychological well-being and job satisfaction as predictors of job performance. Journal of Occupational Health Psychology, 5(1), 84-94.https://doi.org/10.1037/1076-8998.5.1.84
Akanni, AA, Kareem, DB, & Oduaran, CA (2020).Work-life balance and job performance among academics in Nigerian public universities. Journal of Psychology in Africa, 30(6), 487-492.https://doi.org/10.1080/14330237.2020.1842570
Garg, N., & Singh, P. (2020).Employee well-being and job performance: The mediating role of employee engagement. Journal of Management Development, 39(4), 553-571.https://doi.org/10.1108/JMD-09-2019-0404
Krekel, C., Ward, G., & De Neve, J. E. (2019).Employee wellbeing, productivity, and firm performance. Saïd Business School WP 2019-04. University of Oxford.
Salanova, M., Llorens, S., & MartÃnez, I.M. (2012).Contributions from positive organizational psychology to developing healthy and resilient organizations. Papeles del Psicólogo, 33(2), 129-137.
Setyaningrum, RP, & Setiawan, M. (2021).Employee well-being programs in Indonesian higher education institutions: Challenges and opportunities. Journal of Indonesian Economy and Business, 36(1), 45-60.
Zheng, X., Zhu, W., Zhao, H., & Zhang, C. (2015).Employee well-being in organizations: Theoretical model, scale development, and cross-cultural validation. Journal of Organizational Behavior, 36(5), 621-644.https://doi.org/10.1002/job.1990
Van De Voorde, K., Paauwe, J., & Van Veldhoven, M. (2012).Employee well-being and the HRM-organizational performance relationship: A review of quantitative studies. International Journal of Management Reviews, 14(4), 391-407.https://doi.org/10.1111/j.1468-2370.2011.00322.x
Warr, P. (2013).How to think about and measure psychological well-being. In RR Sinclair, M. Wang, & LE Tetrick (Eds.), Research methods in occupational health psychology (pp. 76-90). Routledge.
