The Measurement of Employee Well-being: Development and Validation of a Scale

Abstract

Employee well-being is always found to be strategically relevant to organizations and individuals and has developed into one of the focal areas of research in the study of organizations. However, researchers have shown lots of interest in this field due to the lack of a proper theoretical model and comprehensive scientific tools to measure employee well-being at work. The present study aims at developing and validating a multidimensional scale of employee well-being through exploratory and confirmatory factor analysis (CFA). Based on literature and feedback received from academicians and HR practitioners, a 62-item questionnaire of employee well-being was developed for empirical validation. The samples consist of academicians and HR professionals, and they were interviewed to gauge their understanding of employee well-being. Initially, opinions from various experts were obtained regarding the instrument and its proposed dimensions. Forty-nine items were generated from the initial study for further validation through field surveys. Exploratory factor analysis (EFA) was carried out on the data collected from 316 employees of the Indian service industry to examine the factor structure of the scale. It was revealed through the use of EFA that the new instrument of employee well-being is formed by four discreet factors: social well-being, psychological well-being, subjective well-being and workplace well-being. Finally, CFA was carried out using AMOS 20, 31 items were retained for the new scale of employee well-being. The theoretical and practical applications of the study are discussed in the context of employee well-being.

The Effect of Remote Working on Employees Wellbeing and Work-Life Integration during Pandemic in Egypt

“…Then a correlation and regression analysis were conducted to test the research hypotheses. It can be concluded that employees' perception of remote working positively affects employees' psychological wellbeing (β=0.497, ≤0.05), which means that respondents feel a high sense of accomplishment and good psychological health while working remotely, which contradicts the findings of Pradhan and Hati (2019); Prasad et al (2020), who explained that psychological wellbeing is negatively affected due to the absence of social exchange and feeling of isolation that remote workers usually experience. Consequently, Hypothesis 1 is not supported.…”

“…But now, with the new working norm (working from home policy), lines between personal and work life will blur even for professionals that are used to working from home as an increasing number of schools close, meaning children will be at home and working parents might struggle to separate responsibilities, which might affect the worker's overall wellbeing (Staglin, 2020). Hence, Pradhan and Hati (2019) defined employee wellbeing as the quality of work-life; it is the employee's wellbeing that is affected by workplace interventions; it is all about the psychological, physical, and emotional health of employees (Juniper, Bellamy & White, 2011). WHO (2020) provided a comprehensive definition for employee well-being and described it as a state of every individual employee to understand his capability, manage the normal stresses of life, work productively, and contribute to her/his community.…”

“…Free communication and access to technology can avoid the risk of being isolated (Greer & Payne, 2014). As a result, workers' psychological well-being depends on the social aspect and human interaction that is considered a missing element in remote working (Pradhan & Hati, 2019). Therefore, the psychological wellbeing variable is the primary concern in this research.…”

“…Psychological wellbeing, a ten-item scale, developed by Pradhan and Hati (2019), was used with a reliability value of α = .95, but three items were dropped owing to overlap, redundancy, the least factor loading in the interest of scale length; sample items included, "I feel I am capable of decision-making" and "I feel depressed from the stress and demands of day-to-day life." Work-Life Integration, a seven-item scale developed by Grant et al (2019), was used to assess employees' work-life integration with a reliability value of α = .93.…”

Transformational and Devious Leadership and How it Predicts Stress and Workplace Wellbeing

“…The concept of wellbeing is used differently, sometimes broadly involving health and stress and sometimes specific and then often limited to positive and/or negative effect. One large instrument of employee well-being developed by Pradhan and Hati, (2019) is formed by four discreet factors: social well-being, psychological well-being, subjective well-being and workplace well-being. The present study made use of workplace wellbeing instrument similar to the mental health continuum developed by Corey Keyes (Keyes, 2002;Reinhardt, Horváth, Morgan, & Kökönyei, 2020) that is built upon emotional wellbeing, psychological wellbeing and social wellbeing.…”