Wellness Programs, Perceived Organizational Support, and Their Influence on Organizational Performance: An Analysis Within the Framework of Sustainable Human Resource Management

Abstract

The wellbeing of employee has become a challenge associated with working towards sustainable human resource management. This study, therefore, focuses on analyzing the role played by companies’ wellness practices as an important part of the social dimension of the “triple bottom line.” We hypothesize that these practices are linked to the employees’ perceived organizational support, and, simultaneously, to organizational performance, in addition to observing the mediating effects of job satisfaction and commitment. We tested the hypotheses by developing a questionnaire. The direct and mediating effects were analyzed using the Partial Least Square (PLS) structural equation technique. The results eventually obtained from 137 questionnaires provided evidence that wellness programs and perceived organizational support influence organizational performance, with mediating effects on job satisfaction and commitment. JEL Classification: L84, M12, M14