Human Resource Management and Employee Well-being: The Role of HR Practices in Enhancing Employee Health, Satisfaction, and Performance

Employee well-being is increasingly recognized as a critical factor influencing both individual and organizational outcomes. Well-being is multifaceted, encompassing aspects such as physical and mental health, job satisfaction, work engagement, and life satisfaction. In recent years, there has been growing attention to how Human Resource Management (HRM) practices can impact employee well-being, especially as organizations realize that happy, healthy employees are more productive, engaged, and committed to their work (Harter, Schmidt, & Keyes, 2003).

Human Resource Management, traditionally focused on recruitment, training, and performance management, now plays an integral role in shaping employee well-being through various practices that contribute to job satisfaction, employee health, and work-life balance. As the global workforce evolves and workplace dynamics shift, the role of HR in fostering employee well-being has become even more essential, particularly with the increased prevalence of remote work, the growing focus on diversity and inclusion, and the challenges posed by the COVID-19 pandemic.

This paper examines the relationship between HRM practices and employee well-being by exploring theoretical frameworks, reviewing empirical studies, and analyzing the effects of HR practices on various dimensions of employee well-being. Additionally, it discusses the challenges HR professionals face in implementing well-being initiatives and provides recommendations for improving employee well-being in the modern workplace.