Impact of Employee Engagement on Workplace Well-Being Among Middle-Level Managers in the Private Sector

Abstract

Employee engagement is widely regarded as an important influence on how employees experience their work and organisation. This review examines the literature on employee engagement and workplace well-being, with particular attention to middle-level managers in the private sector. The literature addresses engagement alongside job satisfaction, organisational commitment, employee retention, leadership, organisational support, job characteristics, work-life balance, flexible work arrangements, and workplace performance. Across the reviewed studies, higher engagement is generally associated with favorable employee and organisational outcomes. Supportive organisational practices, recognition, development opportunities, fair appraisal, meaningful work, positive workplace relationships and effective leadership are repeatedly linked with engagement or job satisfaction, whereas work demands, role overload, work-family conflict, poorly managed technological change and excessive emphasis on work may complicate employees’ workplace experiences. The studies draw on private sector, public-sector, banking, hospitality, healthcare, education and cross-sector samples, and only a few focus specifically on middle-level managers. The findings are synthesized under five themes: employee engagement and positive work outcomes; organisational support and leadership; job satisfaction and working conditions; work-life balance and well-being; and human resource practices and organisational context. The review highlights the need for further research focused on engagement and well-being among middle-level managers in the private sector.