article · Behavioral Sciences
This empirical investigation examines how psychological well-being, trust in supervisors, and job satisfaction influence overall job performance. Survey data collected from 277 company employees in Bahrain were evaluated using structural equation modelling. The findings reveal that psychological well-being exerts a positive influence on both job satisfaction and employee performance. Furthermore, job satisfaction serves as an important mediator linking psychological well-being directly to improved job outcomes. By integrating established models from organisational psychology, the research highlights how these workplace dynamics interact to foster sustainable working environments. The results demonstrate that organisational interventions targeting mental health, workplace culture, fair compensation, and professional advancement directly support higher levels of employee output and satisfaction.
Employee performance is central to organisational success, and this research confirms that mental well-being and job satisfaction are foundational drivers of workplace productivity. By demonstrating the direct and mediating effects of these factors, the findings guide managers and human resource leaders on practical actions, such as supportive environments and fair recognition, needed to cultivate productive and sustainable workplaces.
The findings can inform human resource strategies, workplace wellness programmes, and corporate management policies aimed at boosting workforce productivity. Target users include human resource managers, corporate leadership, and organisational development consultants. Because the research is an empirical survey of 277 employees rather than a packaged tool, it is early-stage research that requires translation into specific corporate interventions or human resource management frameworks.
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This empirical study investigated the associations between psychological well-being, job satisfaction, trust in supervisor, and job performance. Data were collected from 277 company employees in Bahrain through online questionnaires and analyzed using structural equation modeling (SEM). The purpose of the study is to examine the relationships between psychological well-being, job satisfaction, trust in supervisor, and job performance through the use of a theoretical framework that synthesizes prominent models in the field of organizational psychology. The research findings indicate a positive influence of psychological well-being on both job satisfaction and job performance. Notably, job satisfaction plays a mediating role in the relationship between psychological well-being and job performance. The study contributes to the existing body of knowledge by offering an integrated approach to examining the intricate connections between psychological well-being, job satisfaction, trust in supervisor, and job performance, which all are crucial for creating a sustainable workplace environment and outcomes. Practical implications highlight the need for organizations to prioritize employee psychological well-being through initiatives such as wellness programs and supportive work environments, as these initiatives directly influence job satisfaction and performance. Job satisfaction acts as a significant mediator, emphasizing the importance of fair compensation, recognition, and professional development in enhancing job satisfaction.
This page summarises published work. The authoritative version sits with the publisher.
DOI: 10.3390/bs14080688
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