Journal Press India^®

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This study aimed to investigate the impact of employee well-being on organizational performance at Benjamin Mkapa Hospital in Dodoma, Tanzania, guided by three specific objectives: (1) identifying the effectiveness of well-being initiatives on performance across industries, (2) evaluating employees' opinions on initiative relevance, and (3) ascertaining HR managers' views on strategic alignment. A positivist quantitative approach employed a descriptive cross-sectional design, surveying 292 staff (from 1,200 population via Yamane's formula) using stratified sampling and Likert-scale questionnaires analyzed via SPSS for descriptives, correlations, and multiple regression. Findings revealed moderate-high well-being (mean=3.85) and performance (4.12), with regression confirming significant predictions (R²=0.624, p<0.001): initiatives (β=0.42), opinions (β=0.31), HR relevance (β=0.28), supporting all hypotheses per JD-R theory. The study concluded proactive initiatives yield 15-25% gains amid 62% burnout risks. Recommendations urged training, flexibility policies, and OPRAS integration; future longitudinal multi-hospital research was suggested. 

Keywords

Employee well-being, organizational performance, Job Demands-Resources theory, well-being initiatives, healthcare productivity

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