The Role of Employee Well-Being and Job Performance on Organizational Success

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Date of Award

Summer 8-1-2025

Document Type

Applied Project

Degree Name

Master of Science in Research Psychology (MS)

Department

Psychology

Supervisor

Dr. Jessica Fossum, Ph.D.

Second Reader

Dr. Jenny Lee Vaydich, Ph.D.

Keywords

Employee Well-Being, Job Performance, Organizational Success, Work Location, JD-R Model

Abstract

This capstone proposal explores how individual employee well-being and job performance influence organizational success, controlling for work location (hybrid, in-person, remote). While flexible work models have been shown to shape employee experiences, this study positions work location as a control variable, suggesting that it is not where employees work, but rather how they are supported and how they perform that drives meaningful organizational outcomes. Guided by the Job Demands-Research (JD-R) model (Bakker & Demerouti, 2007), this proposal aims to examine the extent to which well-being and job performance predict success at the organizational level. Using validated self-report measures and a multiple linear regression, this proposed analysis evaluates the relative impact of these factors, with work location being held statistically constant. The findings from this proposal aim to reinforce the need for organizations to move beyond logistical work arrangements and instead invest in strategies that prioritize employee well-being and performance, regardless of where their work is conducted, in order to sustain long-term organizational success.

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