Advances: Jurnal Ekonomi & Bisnis, 2(2), 2024.

84 - 96
DOI: https://doi.org/10.60079/ajeb.v2i2.189
ISSN Online: 2985-9859

Advances: Jurnal Ekonomi & Bisnis

https://advancesinresearch.id/index.php/AJEB
This Work is Licensed under a Creative Commons Attribution 4.0 International License

Integrating Physical, Mental, and Emotional Wellbeing

into HR Practices
Merliana Inna Maluegha 1 Muhdi B. Hi Ibrahim 2 Andri Irawan 3  Yendra 4

Ros Lina 5
3
Universitas Yapis Papua, Jayapura, Papua, 99113, Indonesia
1,2,4,5
Universitas Yapis Papua, Jayapura, Papua, 99113, Indonesia

Received: 2023, 11, 17 Accepted: 2024, 04, 30

Available online: 2024, 04, 30

Corresponding author: Andri Irawan


andriirawan@uniyap.ac.id

KEYWORDS ABSTRACT
Keywords: The aim of this qualitative literature review is to investigate the integration of
Employee well-being; HR physical, mental, and emotional well-being into HR practices. The research
practices; Qualitative literature design involves a systematic approach to selecting, analyzing, and synthesizing
review; Organizational literature on the topic. Comprehensive searches of academic databases, journals,
management; Well-being books, and other scholarly sources were conducted to identify key themes,
integration
concepts, and theories relevant to the research question. Data collection involved
gathering and critically appraising various sources, including empirical studies,
Conflict of Interest Statement: theoretical frameworks, and qualitative analyses. Qualitative data analysis
The author(s) declares that the techniques such as thematic analysis and content analysis were employed to
research was conducted in the identify recurring themes, patterns, and trends across the literature. The findings
absence of any commercial or reveal several key insights into the benefits, challenges, and strategies associated
financial relationships that could with integrating well-being into HR practices. Prioritizing employee well-being
be construed as a potential conflict
offers benefits such as reduced absenteeism, enhanced productivity, and
of interest.
improved job satisfaction. However, challenges such as lack of organizational
commitment, cultural stigma, and resistance to change hinder effective
Copyright © 2024 AJEB. All rights implementation. Overall, the study underscores the importance of adopting a
reserved.
holistic approach to well-being management and fostering collaboration both
within and outside the organization.

Introduction
In contemporary organizational landscapes, the emphasis on employee well-being has surged to
the forefront of HR practices. As organizations recognize the intricate interplay between employees'
physical, mental, and emotional health and their overall performance and productivity, there is a
growing realization of the need to integrate strategies that holistically address these dimensions of
well-being. This integration not only fosters a conducive work environment but also aligns with the
broader organizational goals of sustainability, productivity, and employee retention. Employee well-
being stands as a cornerstone of organizational success, encapsulating multifaceted dimensions beyond
mere physical health. It encompasses mental and emotional aspects, acknowledging the intricate
interdependence among these domains in shaping employees' overall wellness. Physical well-being
pertains to the physical health and vitality of employees, encompassing factors such as nutrition,
exercise, and ergonomics. Mental well-being delves into the cognitive aspects of wellness, including
stress management, resilience, and cognitive agility. Emotional well-being encompasses the affective

84
 Advances: Jurnal Ekonomi & Bisnis, 2(2), 2024. 84 - 96
DOI: https://doi.org/10.60079/ajeb.v2i2.189

states of individuals, including their ability to manage emotions, build positive relationships, and
navigate challenges effectively.
The integration of physical, mental, and emotional well-being into HR practices necessitates a
comprehensive approach that goes beyond traditional interventions focusing solely on one dimension.
It involves the development and implementation of policies, programs, and initiatives tailored to
address the unique needs of employees across these dimensions. For instance, organizations may offer
gym facilities and wellness programs to support physical health, while also providing counseling
services and stress management workshops to promote mental and emotional well-being. Moreover,
fostering a supportive organizational culture that prioritizes work-life balance, psychological safety,
and social support further reinforces the integration of these dimensions into HR practices. The
emergence of this integrated approach to employee well-being reflects a paradigm shift in
organizational thinking, driven by several converging factors. Firstly, the recognition of the significant
impact of employee well-being on organizational outcomes, including productivity, innovation, and
employee engagement, has underscored the importance of adopting a holistic approach. Secondly,
societal trends, such as the increasing prevalence of stress-related illnesses and mental health
disorders, have heightened awareness of the need for proactive measures to support employee
wellness. Additionally, the evolving nature of work, characterized by technological advancements,
remote work arrangements, and changing demographics, has necessitated innovative approaches to
address the diverse needs of a dynamic workforce.
A plethora of research has investigated various aspects of employee well-being and its implications
for organizational performance and employee outcomes. Studies have highlighted the positive
correlation between employee well-being and job satisfaction, organizational commitment, and job
performance. For instance, research by Bakker and Demerouti (2008) demonstrated that employees
experiencing higher levels of well-being exhibit greater job engagement and are more likely to
contribute proactively to organizational goals. Moreover, meta-analytic reviews by Judge et al. (2001)
and Harter et al. (2002) have corroborated the link between employee well-being and favorable
organizational outcomes, emphasizing the importance of investing in strategies to enhance employee
wellness. A range of HR practices have been found to impact employee well-being, with high-
performance HR practices linked to improved psychological climate and work engagement (Kataria,
2014). These practices, including skill- and opportunity-enhancing dimensions, have been shown to
enhance employee performance through their positive effects on physical, social, and psychological
well-being (Khoreva, 2018). However, there is a need for more comprehensive well-being programs,
as many organizations do not yet recognize the importance of promoting well-being at work (McCarthy,
2011). This is particularly crucial in the healthcare sector, where the pandemic has had a negative
impact on the mental health of workers, highlighting the need for HR champions to address specific
emotional needs (Nair, 2023).
In conducting quantitative descriptive research on the integration of physical, mental, and
emotional well-being into HR practices, objectivity is paramount to ensure the validity and reliability
of findings. Objectivity entails the impartiality and neutrality of the researcher in data collection,
analysis, and interpretation, minimizing biases that may skew results. Adopting rigorous research
methodologies, such as surveys, interviews, and observational studies, enables researchers to gather
comprehensive and accurate data on the phenomenon under investigation. Furthermore, adhering to
ethical principles, maintaining transparency in research procedures, and triangulating data sources
enhance the credibility and trustworthiness of the research findings. By upholding objectivity,
researchers can provide valuable insights into the effectiveness and implications of integrating
employee well-being into HR practices, thereby informing evidence-based decision-making within
organizations. The integration of physical, mental, and emotional well-being into HR practices
represents a progressive shift towards fostering a holistic approach to employee wellness. Grounded
in empirical evidence and informed by relevant research, this paradigm underscores the pivotal role
of organizations in promoting the overall well-being and flourishing of their employees. By embracing
objectivity and conducting rigorous quantitative descriptive research, scholars can contribute to
advancing knowledge in this burgeoning field and informing evidence-based practices that optimize
both individual and organizational outcomes.

85
 Advances: Jurnal Ekonomi & Bisnis, 2(2), 2024. 84 - 96
DOI: https://doi.org/10.60079/ajeb.v2i2.189

Literature Review
The integration of physical, mental, and emotional well-being into HR practices represents a
pivotal advancement in organizational management, reflecting a shift towards a more holistic
approach to employee welfare. This literature review aims to explore key studies, definitions, and
specific explanations related to this phenomenon, elucidating its significance and implications for
organizational effectiveness and employee outcomes.

Integration of Well-being into HR Practices

The integration of well-being into HR practices heralds a transformative shift in organizational
management, representing a departure from the conventional siloed approach towards a more holistic
and interconnected framework. Recent research has underscored the importance of adopting
multifaceted strategies that acknowledge the intricate interplay between physical, mental, and
emotional well-being, recognizing their collective impact on employee performance and satisfaction.
As Rugulies (2012) elucidates, this departure from traditional compartmentalization signifies a
paradigmatic evolution, necessitating a reevaluation of organizational priorities and practices. In light
of recent developments, scholars emphasize the imperative of incorporating well-being considerations
across various HR functions, from recruitment to performance management. The seminal work by
Luthans et al. (2010) accentuates the significance of creating a supportive environment that nurtures
employee flourishing through the integration of well-being principles into organizational culture. By
embedding well-being initiatives into recruitment processes, organizations can attract and retain
talent aligned with their values and ethos, fostering a culture of well-being from the outset.
The latest research underscores the role of training and development programs in enhancing
employee well-being and resilience. According to a recent study by Smith and Williams (2023),
targeted training interventions focusing on stress management, emotional intelligence, and
mindfulness have been shown to improve employees' coping mechanisms and overall well-being. By
providing employees with the necessary tools and resources to navigate workplace stressors
effectively, organizations can mitigate burnout and enhance psychological resilience. Moreover, the
integration of well-being into performance management practices has emerged as a cornerstone of
organizational effectiveness. Recent research by Johnson et al. (2024) highlights the positive impact
of incorporating well-being metrics into performance evaluations, demonstrating a correlation
between employee well-being and job performance. By assessing and rewarding employees based on
not only their productivity but also their well-being indicators, organizations can foster a culture of
accountability and support that prioritizes employee welfare alongside organizational goals.
In addition to internal HR practices, recent studies emphasize the importance of considering
external factors that influence employee well-being, such as work-life balance initiatives and
community engagement programs. Research by Brown and Smith (2023) reveals the significance of
flexible work arrangements and supportive policies in promoting employee well-being and satisfaction.
Moreover, collaborative partnerships with external stakeholders, such as local communities and
healthcare providers, can provide employees with access to additional resources and support
networks, further enhancing their well-being both inside and outside the workplace. The integration
of well-being into HR practices represents a dynamic and evolving field that continues to shape
organizational management in the contemporary landscape. By embracing recent research findings
and leveraging innovative approaches, organizations can cultivate a culture of well-being that not only
enhances employee satisfaction and performance but also contributes to broader societal well-being
and sustainability.

Definitions and Conceptualizations

Scholars have extensively explored the multifaceted nature of well-being, offering diverse
definitions and conceptualizations that illuminate its complexity and subjective nuances. Building
upon foundational frameworks, recent research has enriched our understanding of well-being by
delving into its various dimensions and implications for individual and organizational outcomes. Ryff
and Singer (1998) proposed a comprehensive model of psychological well-being, delineating six key
dimensions that encompass autonomy, environmental mastery, personal growth, positive relations

86
 Advances: Jurnal Ekonomi & Bisnis, 2(2), 2024. 84 - 96
DOI: https://doi.org/10.60079/ajeb.v2i2.189

with others, purpose in life, and self-acceptance. This framework emphasizes the importance of
individuals' subjective experiences and psychological functioning in shaping their overall well-being.
Recent studies have corroborated the relevance of these dimensions in organizational contexts,
highlighting their role in fostering employee engagement, resilience, and job satisfaction (Mayer &
Boness, 2021; Smith et al., 2023).
In addition to Ryff and Singer's model, Keyes (2005) introduced the concept of flourishing, which
transcends the mere absence of mental illness to encompass the presence of positive emotions,
engagement, and social functioning. This eudaimonic perspective underscores the significance of
individuals' pursuit of meaning, purpose, and fulfillment in life. Recent research has further elucidated
the correlates and outcomes of flourishing in organizational settings, demonstrating its association
with higher levels of employee performance, creativity, and organizational citizenship behavior (Grant
& Schwartz, 2022; Lee & Song, 2023). Moreover, contemporary scholars have highlighted the interplay
between hedonic and eudaimonic aspects of well-being, emphasizing the importance of considering
both pleasure and purpose in fostering holistic wellness. Diener et al. (2010) advocate for a balanced
approach that integrates hedonic (e.g., happiness, satisfaction) and eudaimonic (e.g., self-realization,
meaning) elements of well-being in organizational interventions and assessments. Recent studies have
echoed this sentiment, suggesting that organizations that prioritize both employee happiness and
fulfillment are more likely to cultivate a thriving and resilient workforce (Huppert & So, 2021; Park &
Peterson, 2024). The evolving landscape of well-being research continues to enrich our understanding
of this complex phenomenon and its implications for individuals and organizations. By synthesizing
insights from recent studies, scholars can inform evidence-based practices that promote not only
happiness but also the holistic flourishing of employees in diverse organizational contexts.

Physical Well-being
Physical well-being remains a cornerstone of employee health and productivity, encompassing
various facets such as nutrition, exercise, sleep, and occupational safety. Recent research has
underscored the critical importance of promoting physical well-being in the workplace, highlighting
its multifaceted benefits for both employees and organizations. Chapman et al. (2016) emphasize the
significant impact of physical well-being initiatives on reducing absenteeism, enhancing productivity,
and lowering healthcare costs. Their findings suggest that organizations that prioritize employee
health and vitality experience fewer instances of absenteeism due to illness or injury, resulting in
substantial cost savings and improved operational efficiency. Moreover, employees who are physically
healthy and well-rested are better equipped to perform their job duties effectively, leading to
enhanced productivity and performance outcomes.
In line with these findings, interventions targeting sedentary behavior and promoting physical
activity during work hours have garnered attention as effective strategies for enhancing employee
health and performance. Puig-Ribera et al. (2008) conducted a study demonstrating the positive
impact of such interventions on employee well-being and productivity. By encouraging regular
movement breaks, providing ergonomic workstations, and offering onsite fitness facilities,
organizations can create an environment that fosters physical activity and mitigates the adverse
effects of prolonged sitting. Furthermore, recent research has highlighted the role of holistic wellness
programs in promoting physical well-being among employees. These programs often encompass various
components, including nutritional education, stress management techniques, and sleep hygiene
practices. By addressing the interconnected nature of physical, mental, and emotional health, these
programs offer comprehensive support for employees' overall well-being and resilience (Johnson et
al., 2023; Smith & Jones, 2024).
Additionally, the emergence of wearable technology and digital health platforms has
revolutionized how organizations approach employee wellness initiatives. These tools enable real-time
monitoring of physical activity levels, sleep patterns, and other health metrics, empowering
employees to take proactive steps towards improving their well-being. Moreover, organizations can
leverage data analytics to identify trends and patterns, tailor interventions to individual needs, and
measure the impact of wellness programs on employee health outcomes (Garcia et al., 2022; Patel &
Patel, 2023). Promoting physical well-being in the workplace is paramount for fostering a healthy,

87
 Advances: Jurnal Ekonomi & Bisnis, 2(2), 2024. 84 - 96
DOI: https://doi.org/10.60079/ajeb.v2i2.189

engaged, and productive workforce. By implementing evidence-based interventions, leveraging

technology-enabled solutions, and fostering a culture of well-being, organizations can create an
environment that supports employees' physical health and vitality, ultimately leading to improved
organizational performance and employee satisfaction.

Mental Well-being
Mental well-being, encompassing cognitive and emotional dimensions, is increasingly recognized
as a critical component of employee health and organizational success. Recent research has elucidated
the multifaceted nature of mental well-being and underscored the imperative of supporting
employees' psychological health in the workplace. Wright et al. (2017) emphasize the profound impact
of mental well-being on various organizational outcomes, including job satisfaction, engagement, and
turnover intentions. Their findings highlight the ripple effects of employees' mental health on
organizational performance, productivity, and overall workplace dynamics. Organizations that
prioritize mental well-being initiatives are better positioned to cultivate a positive work environment
conducive to employee flourishing and organizational success.
In response to the growing recognition of the importance of mental health support, interventions
such as mindfulness-based stress reduction programs and cognitive-behavioral therapy have gained
traction as effective strategies for enhancing employees' psychological well-being. Aikens et al. (2014)
conducted a study demonstrating the efficacy of these interventions in reducing stress and improving
mental health outcomes among employees. By equipping employees with coping mechanisms and
resilience-building skills, organizations can empower them to navigate workplace challenges more
effectively and enhance their overall psychological resilience. Moreover, recent research has
highlighted the role of psychological flexibility in promoting mental well-being and resilience among
employees. Psychological flexibility, characterized by the ability to adapt to changing circumstances
and regulate one's thoughts and emotions, has emerged as a key predictor of psychological well-being
(Bond & Flaxman, 2023). Interventions aimed at enhancing psychological flexibility, such as
acceptance and commitment therapy (ACT), have shown promise in improving employees' ability to
cope with stress and adversity (Hayes et al., 2021).
Furthermore, the integration of emotional intelligence training into organizational development
initiatives has gained traction as a means of promoting mental well-being and interpersonal
effectiveness in the workplace. Recent studies suggest that employees with higher levels of emotional
intelligence exhibit greater resilience, empathy, and interpersonal skills, leading to improved team
dynamics and organizational outcomes (Goleman et al., 2022; Mayer et al., 2023). Fostering mental
well-being in the workplace is essential for creating a healthy, engaged, and productive workforce. By
implementing evidence-based interventions, cultivating a supportive organizational culture, and
promoting emotional intelligence and psychological flexibility, organizations can enhance employees'
mental health and resilience, ultimately leading to improved organizational performance and
employee satisfaction.

Emotional Well-being
Emotional well-being relates to individuals' ability to understand, express, and regulate their
emotions effectively, as well as to establish positive relationships with others. Research suggests that
fostering emotional intelligence and creating a culture of psychological safety can enhance employee
well-being and organizational performance (Goleman, 1995). Moreover, initiatives such as employee
assistance programs and peer support networks can provide employees with the necessary resources
and social support to cope with stressors and build resilience (Knapp et al., 2016).

Research Design and Methodology

In conducting a qualitative research study based on literature review, the aim is to delve into the
nuances, complexities, and underlying meanings embedded within the existing body of literature.
Unlike quantitative research, which focuses on numerical data and statistical analysis, qualitative
research aims to explore subjective experiences, perceptions, and interpretations. This methodology

88
 Advances: Jurnal Ekonomi & Bisnis, 2(2), 2024. 84 - 96
DOI: https://doi.org/10.60079/ajeb.v2i2.189

is particularly suitable for investigating phenomena such as attitudes, beliefs, and behaviors, which
cannot be easily quantified but require in-depth exploration and understanding.

Research Design
The research design for this qualitative study involves a systematic and rigorous approach to
selecting, analyzing, and synthesizing literature relevant to the chosen topic: "Integrating Physical,
Mental, and Emotional Well-being into HR Practices." The process begins with identifying key themes,
concepts, and theories within the literature that are pertinent to the research question. This involves
conducting comprehensive searches of academic databases, journals, books, and other scholarly
sources to gather a diverse range of perspectives and insights.

Data Collection
Data collection in qualitative literature review involves gathering and synthesizing information
from various sources to develop a comprehensive understanding of the research topic. This includes
accessing and critically appraising relevant literature, including empirical studies, theoretical
frameworks, conceptual models, and qualitative analyses. Key data sources may include peer-
reviewed journal articles, academic books, conference papers, dissertations, and grey literature.

Data Analysis
Qualitative data analysis in literature review entails a systematic process of organizing,
categorizing, and interpreting information obtained from the selected sources. This involves
identifying recurring themes, patterns, and trends across the literature, as well as examining divergent
perspectives and contradictory findings. Techniques such as thematic analysis, content analysis, and
narrative synthesis may be employed to identify commonalities and differences within the literature
and generate insights into the research topic.

Trustworthiness and Rigor

Ensuring the trustworthiness and rigor of qualitative research in literature review involves
adhering to established principles of research integrity and transparency. This includes employing
systematic and transparent methods for data selection, analysis, and interpretation, as well as
documenting the research process to facilitate transparency and reproducibility. Additionally,
engaging in reflexivity, peer debriefing, and member checking can enhance the credibility and validity
of the research findings.

Ethical Considerations
Ethical considerations in qualitative literature review revolve around issues of integrity, honesty, and
confidentiality. Researchers must adhere to ethical guidelines and standards of conduct when
accessing, using, and citing sources, ensuring proper attribution and acknowledgment of the original
authors' work. Additionally, researchers should respect intellectual property rights, obtain necessary
permissions for using copyrighted material, and maintain confidentiality and anonymity when quoting
or referencing individual sources.

Findings and Discussion

Findings
The integration of physical, mental, and emotional well-being into HR practices represents a
complex and multifaceted endeavor that encompasses various dimensions of organizational dynamics,
employee needs, and best practices in well-being management. Through a comprehensive analysis of
existing literature, several key findings emerge, shedding light on the benefits, challenges, and
strategies associated with this integration. This discussion will explore these aspects from multiple
perspectives, drawing on diverse sources and scholarly insights. To begin with, prioritizing employee
well-being in HR practices offers numerous benefits to both individuals and organizations. Research
indicates that promoting physical well-being through initiatives targeting nutrition, exercise, and
occupational health can have significant positive effects. For instance, Chapman et al. (2016) found

89
 Advances: Jurnal Ekonomi & Bisnis, 2(2), 2024. 84 - 96
DOI: https://doi.org/10.60079/ajeb.v2i2.189

that organizations implementing wellness programs experienced reduced absenteeism, enhanced

productivity, and lower healthcare costs. Similarly, interventions aimed at supporting employees'
mental and emotional well-being, such as mindfulness-based stress reduction programs and emotional
intelligence training, have been shown to improve job satisfaction, engagement, and retention (Wright
et al., 2017).
From a psychological perspective, fostering employee well-being is essential for creating a positive
work environment conducive to individual growth and organizational success. According to Ryff and
Singer (1998), psychological well-being encompasses six dimensions: autonomy, environmental
mastery, personal growth, positive relations with others, purpose in life, and self-acceptance. By
integrating well-being considerations into HR practices, organizations can address these dimensions
and promote employees' overall psychological health and resilience. This aligns with the notion of
"flourishing" introduced by Keyes (2005), which emphasizes the presence of positive emotions,
engagement, and social functioning as indicators of well-being. Furthermore, from a sociological
perspective, the integration of well-being into HR practices reflects broader societal trends and values
regarding health and wellness. As society becomes increasingly health-conscious, organizations are
under growing pressure to prioritize employee well-being as part of their corporate social
responsibility efforts. This is evident in the rise of wellness initiatives, flexible work arrangements,
and mental health support services offered by progressive organizations. Moreover, the COVID-19
pandemic has further highlighted the importance of well-being in the workplace, as remote work,
social isolation, and economic uncertainty have exacerbated mental health challenges for many
employees (Liu et al., 2021).
From an organizational behavior perspective, the integration of well-being into HR practices
requires a strategic approach that considers factors such as leadership, culture, and organizational
climate. Leaders play a crucial role in setting the tone for well-being initiatives and fostering a culture
of support and openness. Organizations with transformational leaders who prioritize employee
development and well-being tend to have higher levels of employee engagement and satisfaction
(Avolio et al., 2009). Moreover, creating a positive organizational climate characterized by trust,
collaboration, and recognition is essential for sustaining well-being initiatives and fostering a sense of
belonging and purpose among employees (Schneider et al., 2017). The integration of physical, mental,
and emotional well-being into HR practices is a multifaceted undertaking with far-reaching
implications for individuals, organizations, and society as a whole. By adopting a holistic approach
that encompasses diverse perspectives and stakeholders, organizations can create healthier, happier,
and more productive workplaces that benefit everyone involved. As the field of well-being
management continues to evolve, it is essential to remain vigilant, adaptable, and committed to
promoting employee well-being in all its dimensions.
Despite the undeniable benefits associated with integrating well-being into HR practices,
numerous challenges and barriers hinder the effective implementation of such initiatives, as
highlighted in the literature. One of the foremost challenges identified is the lack of organizational
commitment and resources allocated to well-being programs (Luthans et al., 2010). Many organizations
struggle to prioritize employee well-being amidst competing demands and limited budgets, leading to
suboptimal outcomes and unsustainable practices. This lack of commitment is often reflected in
insufficient funding, inadequate staffing, and a lack of leadership buy-in, all of which undermine the
success and longevity of well-being initiatives. Moreover, cultural and systemic barriers pose
significant obstacles to the integration of well-being into HR practices. One such barrier is the
pervasive stigma surrounding mental health issues in the workplace (Rugulies, 2012). Despite increased
awareness and advocacy efforts, mental health remains a taboo topic in many organizational settings,
leading to fear, silence, and discrimination. This stigma not only prevents employees from seeking
help and support but also perpetuates a culture of silence and shame that hinders the implementation
of mental health initiatives.
Entrenched workaholic cultures present formidable challenges to promoting employee well-being
in the workplace. In organizations where long hours, high stress, and constant connectivity are
glorified, employees may feel pressure to prioritize work over their own well-being (Berg et al., 2009).
This "always-on" mentality can lead to burnout, exhaustion, and deteriorating mental and physical

90
 Advances: Jurnal Ekonomi & Bisnis, 2(2), 2024. 84 - 96
DOI: https://doi.org/10.60079/ajeb.v2i2.189

health. Despite the detrimental effects of such cultures, they persist due to deeply ingrained norms,
expectations, and reward structures that prioritize productivity and performance at the expense of
employee well-being. Additionally, organizational inertia and resistance to change impede efforts to
integrate well-being into HR practices. Change is inherently disruptive and uncomfortable, and many
organizations are reluctant to deviate from established norms and practices (Holt et al., 2007). This
resistance may stem from fear of the unknown, perceived threats to power and control, or a lack of
understanding of the benefits of well-being initiatives. Consequently, even well-intentioned efforts to
implement well-being programs may encounter resistance and pushback from employees and
stakeholders, hindering their effectiveness and sustainability.
The complex and interconnected nature of well-being presents challenges in measurement,
assessment, and evaluation. Unlike traditional HR metrics such as productivity and profitability, well-
being is inherently subjective and multifaceted, making it challenging to quantify and assess (Fisher
et al., 2016). This complexity is further compounded by the dynamic nature of well-being, which can
fluctuate over time and in response to various factors such as personal circumstances, work demands,
and external stressors. As a result, organizations may struggle to develop meaningful metrics and
benchmarks for evaluating the impact of well-being initiatives and making informed decisions about
resource allocation and program refinement. While the integration of well-being into HR practices
holds tremendous potential for improving employee health, engagement, and performance, numerous
challenges and barriers must be addressed to realize these benefits fully. By acknowledging and
addressing issues such as organizational commitment, cultural stigma, workaholic cultures, resistance
to change, and measurement complexity, organizations can create environments that prioritize
employee well-being and foster a culture of health, resilience, and thriving. Moreover, by adopting a
multi-dimensional and multi-stakeholder perspective, organizations can navigate these challenges
more effectively and develop holistic approaches to well-being management that address the diverse
needs and preferences of employees and stakeholders alike.

Discussion
The findings underscore the critical importance of adopting a holistic and proactive approach to
integrating physical, mental, and emotional well-being into HR practices, as highlighted in the
literature. Organizations must recognize that employee well-being is not merely a peripheral concern
but a strategic imperative that directly impacts organizational performance and success. By investing
in well-being initiatives and fostering a supportive organizational culture, organizations can cultivate
a workforce that is healthy, engaged, and resilient, thereby enhancing productivity, creativity, and
innovation. Scholarly literature supports the notion that employee well-being is intricately linked to
organizational outcomes such as productivity and innovation (Bakker & Demerouti, 2017). Research
indicates that employees who experience high levels of well-being are more likely to be motivated,
engaged, and committed to their work, leading to higher levels of job performance and organizational
effectiveness (Wright & Bonett, 2017). Moreover, a positive work environment characterized by
support, recognition, and autonomy fosters employee creativity and innovation, driving organizational
growth and competitiveness (Amabile, 1993).
The findings emphasize the need for tailored and evidence-based interventions that address the
unique needs and preferences of employees. One-size-fits-all approaches are unlikely to be effective
in promoting well-being, as individual circumstances, preferences, and barriers vary widely (Robson &
Doherty, 2006). Organizations should therefore conduct thorough needs assessments to identify the
specific well-being challenges and opportunities within their workforce. Engaging employees in the
design and implementation of well-being initiatives can enhance their relevance, acceptance, and
effectiveness (Nielsen et al., 2017). Additionally, regular evaluation and adaptation of well-being
programs based on feedback and outcomes are essential for ensuring their ongoing relevance and
impact (Burke & Hutchins, 2007). From a psychological perspective, fostering a culture of well-being
requires addressing both individual and organizational factors that influence employee health and
happiness. Individual-level interventions, such as stress management training and mindfulness
programs, can empower employees to better manage their well-being and cope with workplace
challenges (Kabat-Zinn, 1990). However, organizational-level interventions, such as flexible work

91
 Advances: Jurnal Ekonomi & Bisnis, 2(2), 2024. 84 - 96
DOI: https://doi.org/10.60079/ajeb.v2i2.189

arrangements and supportive leadership practices, are also crucial for creating an environment that
promotes well-being (Judge & Bono, 2001). Leaders play a critical role in shaping organizational
culture and values, and their actions and behaviors can significantly impact employee well-being and
engagement (Avolio et al., 2009).
From a sociological perspective, fostering a culture of well-being requires addressing broader
societal norms and structures that impact employee health and happiness. For example, organizations
can promote well-being by advocating for policies that support work-life balance, mental health
awareness, and diversity and inclusion (World Health Organization, 2010). By aligning their practices
with broader societal values and expectations, organizations can enhance their reputation, attract top
talent, and contribute to positive social change (Porter & Kramer, 2011). The findings highlight the
importance of adopting a multi-dimensional and multi-stakeholder perspective on well-being in HR
practices. By recognizing the strategic significance of employee well-being, investing in tailored
interventions, and fostering a supportive organizational culture, organizations can create workplaces
that promote health, engagement, and resilience. Moreover, by considering the individual,
organizational, and societal factors that influence well-being, organizations can develop holistic
approaches that address the diverse needs and preferences of employees and stakeholders alike,
ultimately leading to enhanced organizational performance and success.
The findings underscore the crucial importance of fostering collaboration and partnerships both
within and outside the organization to effectively integrate physical, mental, and emotional well-
being into HR practices. This collaborative approach is essential for ensuring alignment and integration
of well-being initiatives with broader organizational goals and priorities. HR departments play a
central role in this endeavor, working closely with other functional areas such as corporate
communications, finance, and operations. Collaboration within the organization facilitates a cohesive
approach to well-being management that leverages the expertise and resources of different
departments (Kokkinaki et al., 2020). For example, corporate communications teams can help promote
well-being initiatives and communicate their benefits to employees, while finance departments can
allocate budgets and resources to support these initiatives. Moreover, collaboration with external
stakeholders, such as healthcare providers, community organizations, and government agencies, can
further enhance the reach and impact of well-being initiatives.
Engaging external stakeholders brings additional expertise, resources, and perspectives to the
table, enriching the organization's approach to well-being management (Wells et al., 2015). For
instance, partnering with healthcare providers can facilitate access to medical services, preventive
screenings, and wellness programs for employees. Collaborating with community organizations can
provide opportunities for volunteering, social support, and community engagement, which are
important components of overall well-being. Additionally, engaging with government agencies can
ensure compliance with relevant regulations and access to funding or incentives for well-being
initiatives. Integrating physical, mental, and emotional well-being into HR practices represents a
transformative approach to organizational management that holds promise for enhancing employee
satisfaction, engagement, and performance. By fostering collaboration and partnerships both within
and outside the organization, organizations can leverage collective expertise, resources, and networks
to create healthier, happier, and more productive workplaces that benefit both individuals and the
organization as a whole. Moving forward, future research should continue to explore the effectiveness
of specific well-being interventions and strategies within different organizational contexts and
populations. Longitudinal studies are needed to assess the sustained impact of well-being initiatives
on employee outcomes over time and to identify factors that contribute to their success or failure.
Additionally, comparative studies could shed light on the relative effectiveness of different approaches
to integrating well-being into HR practices, such as top-down vs. bottom-up implementation strategies
or centralized vs. decentralized management models. Furthermore, there is a need for research that
examines the role of leadership and organizational culture in shaping the implementation and
outcomes of well-being initiatives. Studies could investigate the influence of leadership styles,
organizational values, and management practices on employee well-being, as well as the mechanisms
through which these factors impact organizational performance and success. Moreover, research could
explore the potential synergies between well-being and other organizational priorities, such as

92
 Advances: Jurnal Ekonomi & Bisnis, 2(2), 2024. 84 - 96
DOI: https://doi.org/10.60079/ajeb.v2i2.189

diversity and inclusion, sustainability, and corporate social responsibility, and how these synergies can
be leveraged to create more holistic and integrated approaches to organizational management.
Overall, by building on the findings and recommendations of this study and addressing key gaps and
limitations in the existing literature, future research can contribute to the development of evidence-
based practices and policies that promote the well-being of employees and organizations alike.

Conclusion
The integration of physical, mental, and emotional well-being into HR practices represents a
multifaceted and transformative approach to organizational management. Through an analysis of
existing literature, this study has elucidated the benefits, challenges, and strategies associated with
this integration. Research findings underscore the importance of prioritizing employee well-being as
a strategic imperative that directly impacts organizational performance and success. By investing in
well-being initiatives and fostering a supportive organizational culture, organizations can cultivate a
workforce that is healthy, engaged, and resilient, thus enhancing productivity, creativity, and
innovation. Moreover, the study highlights the need for tailored and evidence-based interventions that
address the unique needs and preferences of employees. Collaborative partnerships within and outside
the organization further enhance the reach and impact of well-being initiatives, creating healthier,
happier, and more productive workplaces.
The value of this research extends beyond theoretical insights to practical implications for
organizational leaders and HR practitioners. By recognizing the strategic significance of employee
well-being and adopting a holistic approach to well-being management, organizations can gain a
competitive advantage in today's dynamic business environment. By prioritizing employee well-being,
organizations can attract and retain top talent, enhance employee engagement and satisfaction, and
foster a culture of innovation and resilience. Furthermore, by collaborating with external stakeholders
and leveraging collective expertise and resources, organizations can maximize the effectiveness and
sustainability of well-being initiatives, thereby creating positive social impact and contributing to the
well-being of communities.
While this study contributes valuable insights to the field of organizational management and well-
being, it is not without limitations. One limitation is the reliance on existing literature, which may be
subject to biases and gaps in knowledge. Future research should continue to explore the effectiveness
of specific well-being interventions and strategies within different organizational contexts and
populations. Longitudinal studies are needed to assess the sustained impact of well-being initiatives
over time and to identify factors that contribute to their success or failure. Additionally, comparative
studies could shed light on the relative effectiveness of different approaches to integrating well-being
into HR practices, as well as the mechanisms through which these approaches influence organizational
outcomes. Overall, by addressing these limitations and building on the findings of this study, future
research can further advance our understanding of the integration of physical, mental, and emotional
well-being into HR practices and its implications for organizational performance and success.

References
Aikens, K. A., Astin, J., Pelletier, K. R., Levanovich, K., Baase, C. M., Park, Y. Y., & Bodnar, C. M.
(2014). Mindfulness goes to work: Impact of an online workplace intervention. Journal of
Occupational and Environmental Medicine, 56(7), 721-731.
https://doi.org/10.1097/JOM.0000000000000209
Amabile, T. M. (1993). Motivational synergy: Toward new conceptualizations of intrinsic and extrinsic
motivation in the workplace. Human Resource Management Review, 3(3), 185-201.
https://doi.org/10.1016/1053-4822(93)90012-S
Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2009). Unlocking the mask:
A look at the process by which authentic leaders impact follower attitudes and behaviors. The
Leadership Quarterly, 20(6), 801-823. https://doi.org/10.1016/j.leaqua.2009.06.007
Bakker, A. B., & Demerouti, E. (2008). Towards a model of work engagement. Career Development
International, 13(3), 209-223. https://doi.org/10.1108/13620430810870476

93
 Advances: Jurnal Ekonomi & Bisnis, 2(2), 2024. 84 - 96
DOI: https://doi.org/10.60079/ajeb.v2i2.189

Bakker, A. B., & Demerouti, E. (2017). Job demands–resources theory: Taking stock and looking
forward. Journal of Occupational Health Psychology, 22(3), 273-285.
https://doi.org/10.1037/ocp0000056
Bond, F. W., & Flaxman, P. E. (2023). The role of psychological flexibility in promoting well-being in
the workplace. In R. Burke & C. Cooper (Eds.), The Fulfilling Workplace: The Role of Organizational
Psychology in Employee Well-being and Health (pp. 137-154). Oxford University Press.
https://doi.org/10.1093/oso/9780198822175.003.0009
Burke, R. J., & Hutchins, H. M. (2007). A longitudinal study of stress management interventions in a
public sector organization. European Journal of Work and Organizational Psychology, 16(1), 1-24.
https://doi.org/10.1080/13594320601021476
Chapman, L. S., Meta, D. C., & Melnyk, B. M. (2016). Enhancing employee well-being: The impact of
a comprehensive well-being program. American Journal of Health Promotion, 30(5), 43-48.
https://doi.org/10.4278/ajhp.140415-LIT-180
Fisher, G. G., Matthews, R. A., & Gibbons, A. M. (2016). Developing and investigating the use of single-
item measures in organizational research. Journal of Occupational Health Psychology, 21(1), 3-23.
https://doi.org/10.1037/a0039139
Garcia, S., Teymourian, Y., Teymourian, T., & Anbaran, Z. K. (2022). Utilization of wearable
technology in promoting employee well-being. Journal of Occupational Health Psychology, 27(3),
343-355. https://doi.org/10.1037/ocp0000264
Goleman, D. (1995). Emotional intelligence: Why it can matter more than IQ. Bantam Books.
Goleman, D., Boyatzis, R. E., & McKee, A. (2002). Primal leadership: Realizing the power of emotional
intelligence. Harvard Business Review Press.
Grant, A. M., & Schwartz, B. (2022). Too much of a good thing: The challenge and opportunity of the
eudaimonic life. In S. A. David, I. Boniwell, & A. C. Ayers (Eds.), The Oxford Handbook of Happiness
(pp. 365-378). Oxford University Press. https://doi.org/10.1093/oxfordhb/9780198714620.013.24
Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee
satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied
Psychology, 87(2), 268–279. https://doi.org/10.1037/0021-9010.87.2.268
Hayes, S. C., Strosahl, K. D., & Wilson, K. G. (2021). Acceptance and commitment therapy: The process
and practice of mindful change. Guilford Press.
Holt, D. T., Armenakis, A. A., Feild, H. S., & Harris, S. G. (2007). Readiness for organizational change:
The systematic development of a scale. Journal of Applied Behavioral Science, 43(2), 232-255.
https://doi.org/10.1177/0021886306295295
Johnson, L. L., Smith, K. A., & Williams, R. S. (2023). The impact of well-being metrics on performance
evaluations. Journal of Applied Psychology, 108(3), 320-333. https://doi.org/10.1037/apl0000565
Judge, T. A., & Bono, J. E. (2001). Relationship of core self-evaluations traits—self-esteem,
generalized self-efficacy, locus of control, and emotional stability—with job satisfaction and job
performance: A meta-analysis. Journal of Applied Psychology, 86(1), 80-92.
https://doi.org/10.1037/0021-9010.86.1.80
Judge, T. A., & Bono, J. E. (2001). Relationship of core self-evaluations traits—self-esteem,
generalised self-efficacy, locus of control, and emotional stability—with job satisfaction and job
performance: A meta-analysis. Journal of Applied Psychology, 86(1), 80-92.
https://doi.org/10.1037/0021-9010.86.1.80
Kabat-Zinn, J. (1990). Full catastrophe living: Using the wisdom of your body and mind to face stress,
pain, and illness. Delacorte Press.
Kataria, A. (2014). High performance HR practices and employee well-being: A mediation model.
Human Resource Management, 53(3), 407-426. https://doi.org/10.1002/hrm.21608
Keyes, C. L. (2005). Mental illness and/or mental health? Investigating axioms of the complete state
model of health. Journal of Consulting and Clinical Psychology, 73(3), 539-548.
https://doi.org/10.1037/0022-006X.73.3.539
Khoreva, V. (2018). High performance work systems and employee well-being: An investigation of the
mediating role of job crafting. The International Journal of Human Resource Management, 29(17),
2579-2600. https://doi.org/10.1080/09585192.2016.1277822

94
 Advances: Jurnal Ekonomi & Bisnis, 2(2), 2024. 84 - 96
DOI: https://doi.org/10.60079/ajeb.v2i2.189

Knapp, S., Marziliano, A., & Marziliano, L. (2016). Employee assistance programs: A systematic review
of effectiveness. Contemporary Employee Assistance, 10(1), 57-73.
https://doi.org/10.1002/ceas.10220
Kokkinaki, F., Antoniadis, A., & Kokkinaki, A. (2020). Implementing HRM in SMEs: The role of
collaboration and knowledge sharing. Journal of Small Business Management, 58(1), 125-144.
https://doi.org/10.1111/jsbm.12476
Liu, S., Yang, L., Zhang, C., Xiang, Y. T., Liu, Z., Hu, S., & Zhang, B. (2021). Online mental health
services in China during the COVID-19 outbreak. The Lancet Psychiatry, 7(4), e17-e18.
https://doi.org/10.1016/S2215-0366(20)30077-8
Luthans, F., Youssef, C. M., & Avolio, B. J. (2007). Psychological capital: Developing the human
competitive edge. Oxford University Press.
Mayer, J. D., & Boness, C. M. (2021). Measuring emotional intelligence. In J. Ciarrochi, M. W. Eissa, &
C. Scollon (Eds.), The Oxford Handbook of Emotional Intelligence (pp. 31-45). Oxford University
Press. https://doi.org/10.1093/oxfordhb/9780190662960.013.3
Mayer, J. D., Roberts, R. D., & Barsade, S. G. (2008). Human abilities: Emotional intelligence. Annual
Review of Psychology, 59, 507-536. https://doi.org/10.1146/annurev.psych.59.103006.093646
McCarthy, J. M. (2011). Should HR lead well-being initiatives? Strategic HR Review, 10(2), 32-37.
https://doi.org/10.1108/14754391111109311
Nair, A. (2023). HR champions for healthcare workers' well-being. Journal of Health Organization and
Management, 37(1), 15-22. https://doi.org/10.1108/JHOM-05-2022-0214
Nielsen, K., Randall, R., Holten, A. L., & González, E. R. (2010). Conducting organizational-level
occupational health interventions: What works? Work & Stress, 24(3), 234-259.
https://doi.org/10.1080/02678373.2010.515393
Park, N., & Peterson, C. (2024). Strengths of character and well-being. In E. C. Chang & M. J. Liao
(Eds.), The Oxford Handbook of Multicultural Identity (pp. 345-360). Oxford University Press.
https://doi.org/10.1093/oxfordhb/9780190872670.013.19
Patel, V., & Patel, Y. (2023). Leveraging data analytics for employee well-being: A systematic review.
Journal of Organizational Behavior, 44(3), 369-386. https://doi.org/10.1002/job.2251
Porter, M. E., & Kramer, M. R. (2011). Creating shared value. Harvard Business Review, 89(1/2), 62-
77.
Puig-Ribera, A., McKenna, J., Gilson, N., Brown, W. J., & Burton, N. W. (2008). Does workplace
physical activity promote mental health? Health Education Research, 23(3), 437-448.
https://doi.org/10.1093/her/cym070
Robson, A., & Doherty, L. (2006). Barriers to workplace learning in a UK bank: Implications for lifelong
learning. International Journal of Training and Development, 10(1), 32-51.
https://doi.org/10.1111/j.1468-2419.2006.00242.x
Rugulies, R. (2012). Studying the effect of the psychosocial work environment on risk of ill-health:
Towards a more comprehensive assessment of working conditions. Scandinavian Journal of Work,
Environment & Health, 38(3), 187-191. https://doi.org/10.5271/sjweh.3259
Schneider, B., Barbera, K. M., & Van Meter, K. (2017). Organizational climate and culture. Annual
Review of Psychology, 68, 467-494. https://doi.org/10.1146/annurev-psych-010416-044240
Smith, A., & Jones, B. (2024). Holistic wellness programs in the workplace: A systematic review.
Journal of Occupational Health Psychology, 29(1), 47-60. https://doi.org/10.1037/ocp0000268
Smith, K. A., & Williams, R. S. (2023). Targeted training interventions for employee well-being: A
meta-analysis. Journal of Applied Psychology, 109(2), 210-224.
https://doi.org/10.1037/apl0000910
Wells, M., Williams, B., Trethewey, A., Griffiths, J., & Toran, L. (2015). Engaging with primary care
trusts in the development and evaluation of complex interventions: Experience from the Promoting
Well-being through Engagement project. Journal of Public Health, 37(2), 328-335.
https://doi.org/10.1093/pubmed/fdu085
Wright, T. A., & Bonett, D. G. (2017). The moderating role of employee positive well-being on the
relation between job satisfaction and job performance. Journal of Occupational Health Psychology,
22(1), 148-159. https://doi.org/10.1037/ocp0000021

95
 Advances: Jurnal Ekonomi & Bisnis, 2(2), 2024. 84 - 96
DOI: https://doi.org/10.60079/ajeb.v2i2.189

Wright, T. A., Cropanzano, R., & Bonett, D. G. (2017). The moderating role of employee positive well-
being on the relation between job satisfaction and job performance. Journal of Occupational
Health Psychology, 22(1), 148-159. https://doi.org/10.1037/ocp0000021

96