Employee Wellbeing, Work Engagement, and Job Performance of Hospitality Industry Employees in Kathmandu Valley

Abstract

Purpose: This study examines the relationship between employee well-being, work engagement, and job performance among hospitality employees in Kathmandu, with a focus on the mediating role of work engagement. It addresses the lack of empirical research on well-being in this specific context.

Design/methodology/approach: Primary data were collected via structured questionnaires, both in print and electronically through email and social media. Partial Least Squares Structural Equation Modeling (PLS-SEM) using SmartPLS was employed to assess the direct effect of employee well-being on job performance and the indirect effect through work engagement.

Findings: Results indicate that employee well-being significantly enhances job performance and work engagement. Work engagement partially mediates the relationship between well-being and performance, suggesting that improved well-being enhances engagement, which in turn strengthens job performance.

Implications: Hospitality organizations in Kathmandu can improve employee outcomes by implementing well-being initiatives, fostering a supportive work environment, and promoting engagement. Such interventions may enhance performance, retention, and overall organizational effectiveness, particularly in post-pandemic recovery.

Originality/value: The study contributes to theory and practice by empirically validating the mediating role of work engagement, offering insights for human resource strategies in the hospitality sector.

Keywords: Employee well-being, work engagement, job performance, hospitality

JEL Classification:  J24, J28, M12, M54