Abstract:

This study examines well-being as a multidimensional construct encompassing psychological, physical, social, and environmental factors within enterprises. Three hypotheses were formulated: that structured well-being programs enhance employee satisfaction; that engagement components mediate the relationship between wellbeing and job satisfaction; and that organizational culture elements positively affect mental health outcomes. Employing a desk research methodology, ten empirically grounded reports were analyzed for methodological rigor and relevance. Findings confirm that formalized well-being initiatives enhance higher satisfaction and improved productivity, while engagement serves as a key intermediary linking workplace conditions to satisfaction levels. Cultural factors contribute to mental health improvements, particularly in environments emphasizing psychological safety and transparent communication, though resource limitations and authenticity perceptions influence effectiveness. The results underscore the necessity of embedding well-being into organizational strategy through sustained programs, genuine employee involvement, and supportive culture to enhance both employee health and organizational performance.