The Role of the Workplace Environment in Shaping Employees’ Well-Being

Abstract

In recent years, researchers and organizations have increasingly focused on understanding how various aspects of the work environment affect employees’ well-being, acknowledging its critical influence on organizational performance and employee satisfaction. This study aims to evaluate the effects of the work environment on employees’ well-being, paying attention to the physical and social dimensions, organizational job characteristics, intrinsic job factors, and employees’ perspectives on their roles. The research used a survey to collect data from Romanian employees across diverse sectors. Structural equation modeling enabled analysis of the relationships between these variables and their direct or indirect influence on well-being. The results demonstrate that the work environment’s physical and social aspects, intrinsic job characteristics, and future perspectives significantly contribute to employees’ well-being. Key organizational factors, such as job autonomy and managerial support, enhance work experience. The findings indicate that enhancing workplace conditions and relationships can positively affect employees’ well-being, with broader implications for organizational productivity and employee retention. This study emphasizes the need for a comprehensive approach to workplace design, integrating physical and social elements to promote higher levels of employee engagement.

1. Introduction

In today’s rapidly transforming organizational landscape, workplaces are profoundly impacted by economic, social, and technological shifts, including digitization, remote work, automation, and evolving labor laws. These changes redefine traditional work environments, influencing employee satisfaction, health, and well-being. While research has acknowledged the critical role of workplace conditions in shaping individuals’ experiences, a more integrated understanding of how workplace demands and resources interact to affect well-being remains limited.

A healthy work environment enhances employee engagement and psychological well-being, central to personal and professional fulfillment [1]. Zhenjing et al. [2] demonstrated that positive work conditions enhance commitment and goal achievement, while Bellini et al. [3] underscored the restorative effects of stress-reducing elements, such as natural environments and relaxation opportunities. Collaborative workplaces characterized by trust and open communication, as highlighted by Kossek et al. [1], further contribute to sustaining employee well-being.

Despite the growing body of research, many studies address workplace conditions in isolation, focusing narrowly on individual aspects, such as physical conditions, managerial support, or work climate [4,5,6]. This fragmented perspective often overlooks the complex interplay between these elements, collectively influencing employees’ well-being. Existing research using the Job Demands–Resources (JD-R) model has emphasized the mitigating effects of job resources, such as supportive management and autonomy, on stress and burnout [1]. However, these studies rarely explore how job resources combine with other workplace dimensions, leaving a critical gap in understanding their integrated impact on well-being.

The current study adopts the JD-R model as its theoretical foundation to address this limitation. This approach enables a systematic exploration of how workplace demands (e.g., physical challenges and organizational pressures) and resources (e.g., social support and intrinsic job features) collectively shape employee experiences. Specifically, this research seeks to bridge the gap by examining the combined effects of physical, social, and organizational workplace dimensions on employee well-being, providing actionable insights for creating supportive work environments.

This study offers an integrated view of the work environment by analyzing five inter-related variables: the physical and social work environment, organizational characteristics, intrinsic job aspects, employee perspectives, and well-being in the Romanian context. While prior research has often examined workplace conditions in isolation, this study addresses a critical gap by exploring the complex interplay between these factors and their combined impact on employee well-being. Using structural equation modeling, it investigates both direct and indirect relationships, providing a nuanced understanding of the mechanisms underlying workplace well-being. The research question guiding this study is as follows: How do the physical and social work environment, organizational characteristics, intrinsic job aspects, and employee perspectives influence well-being in the Romanian context, and what mediating role do intrinsic job aspects and perspectives play in these relationships?

The originality of this study lies in its integrative approach, grounded in the Job Demands–Resources (JD-R) model, which captures the complex interaction between physical, social, and organizational factors affecting employee well-being. While the JD-R model has been widely applied in international research, this study makes a unique contribution by applying it to the Romanian context, a setting characterized by significant socio-economic and cultural transitions. This localized perspective offers valuable insights into how workplace factors influence employee health and performance within Romania’s distinct organizational landscape. By contrasting its findings with prior studies that often focus on isolated aspects of the work environment, this research highlights the importance of an integrated approach to understanding well-being, particularly in transitional economies.

While the existing literature has explored the individual components of workplace environments, a gap exists in understanding how physical, social, and organizational dimensions collectively affect employees in real-world settings. This study addresses this gap by providing a comprehensive framework that informs organizational strategies for promoting employee well-being. Moreover, while the JD-R model is not new, its application in this context provides a fresh perspective that contributes to global discussions on employee well-being. This study bridges the gap between theory and practice by offering actionable recommendations for organizations to create work environments that nurture individual health and drive organizational performance.

The structure of this paper is as follows: It begins with a literature review and hypothesis development, providing a theoretical basis for the research. The Methodology Section outlines the research design and analytical methods, followed by a presentation of the results. The paper concludes by discussing the findings and providing practical and theoretical implications.

2. Literature Review and Hypothesis Development

2.1. Direct Influences of Work Environment and Organizational Characteristics on Employee Well-Being

The physical workspace is a cornerstone in shaping employee performance and overall well-being. Numerous studies highlight how lighting, temperature, air quality, and noise levels can directly affect productivity and mental health [4,5,6]. Poor lighting, for instance, may lead to eye strain and difficulty concentrating, while excessive noise often increases stress and disrupts teamwork [4,5]. Thoughtfully optimizing these factors through adequate lighting, comfortable temperatures, and effective noise management has consistently enhanced employees’ well-being and organizational efficiency [7].

However, despite these findings, much of the existing research provides only descriptive insights, leaving a gap in understanding how these physical factors interact with social and organizational elements to influence well-being. While Van Duijnhoven et al. [8] and Andrejiová et al. [9] demonstrate the benefits of flexible office designs and ergonomic features, they do not explore how these physical aspects integrate with broader workplace dynamics [10]. Addressing this limitation, our study investigates the combined effects of physical, social, and organizational factors to provide a more integrative understanding of employee well-being.

Recent research has shifted focus toward dynamic lighting systems. Zhang et al. [11] found that circadian-aligned lighting improves sleep quality and boosts energy, while De Kort and Smolders [12] demonstrated its stress-reducing effects. Similarly, Fukumura et al. [13] showed that adaptive lighting alleviates mental fatigue and enhances focus. Supporting these insights, Sunde et al. [14] reported higher energy and concentration levels in workspaces featuring well-designed, flexible lighting. While these studies underscore the benefits of specific physical improvements, they often fail to consider how these innovations interact with employees’ social and organizational contexts. This study seeks to fill a critical gap by examining how physical factors and organizational characteristics comprehensively affect well-being.

However, the social environment at work is equally critical. Positive interpersonal relationships and supportive organizational cultures strengthen engagement, foster belonging, and enhance team cohesion [15,16]. For example, investments in collaborative spaces and relaxation areas can significantly boost morale and satisfaction [17]. Nevertheless, as Kossek et al. [1] point out, the long-term impact of social support on employee well-being remains underexplored, particularly in conjunction with physical and organizational factors. By integrating these dimensions, our study addresses this oversight, providing a more comprehensive perspective on workplace well-being. The social environment also contributes to mitigating workplace bullying and stress, influencing employee well-being.

The literature underscores the importance of strong team dynamics and a positive organizational climate, characterized by open communication, managerial support, and mutual trust, in reducing conflicts [18,19], preventing burnout, and enhancing employee engagement and productivity [20,21,22,23]. These findings align with the Job Demands–Resources (JD-R) model, emphasizing the balance between workplace demands and resources to promote well-being. Addressing employees’ physical, emotional, and psychological needs fulfills social responsibility and provides a strategic advantage by improving employer branding, financial performance, and talent retention [24,25]. Conversely, toxic workplaces, marked by harassment, bullying, or discrimination, erode morale and trigger stress, fostering feelings of insecurity and underappreciation [26,27]. Cultivating a culture of respect and openness, where employees feel safe voicing concerns without fear of reprisal, is essential to counteract these effects [28]. Research by Wech et al. [29], Zhou et al. [30], Bitencourt et al. [31], and Bhusal et al. [32] highlights the detrimental impact of workplace bullying on organizational climate and efficiency. However, there is a limited exploration of how addressing these issues synergizes with positive workplace interventions. This study integrates workplace bullying and stress into its conceptual model by examining how the social environment mediates its impact on well-being. Our paper expands on prior research by investigating the interplay between supportive cultures, respectful environments, and broader organizational strategies while also integrating the JD-R model to explore how flexible policies, particularly during crises like the COVID-19 pandemic, mitigate workplace stress and protect mental health [33,34,35,36].

Social support within the workplace contributes to promoting mental health and job satisfaction. Plaisier et al. [37] showed that having supportive colleagues can reduce the risk of anxiety and depression. Conversely, lacking social support leaves employees vulnerable to isolation, helplessness, and emotional fatigue [38,39]. Mo et al. [40] emphasized that strong workplace networks help employees manage stress and enhance emotional regulation.

Leadership also plays a central role in shaping workplace well-being. Leaders encourage open communication, provide constructive feedback, and empower employees to enhance job satisfaction and retention [41]. Leaders who address their employees’ needs and aspirations foster more substantial organizational commitment and reduce turnover rates [42,43,44,45,46]. While the literature establishes the importance of supportive leadership, it often does so in isolation, neglecting how leadership interacts with physical and social workplace conditions [19,47]. This study bridges this gap by analyzing leadership as part of a broader framework for workplace well-being.

Autonomy is another fundamental component of employee satisfaction. Marmot and Wilkinson [48] and Bourbonnais et al. [49] link decision-making freedom to improved mental and physical health, while Bodin Danielsson and Theorell [50] highlight its impact on organizational loyalty and job engagement. However, there is limited discussion on how autonomy interacts with other workplace resources, such as social support and physical conditions. Our study provides actionable insights for nurturing environments where employees can thrive, addressing this relationship.

In summary, while prior research has made significant strides in identifying factors that influence workplace well-being, it often treats these factors in isolation, leading to fragmented conclusions. This study aims to provide a more nuanced understanding of the mechanisms driving employee well-being, contributing to the academic literature and practical organizational strategies by adopting a comprehensive approach that integrates physical, social, and organizational dimensions.

Consequently, based on the assertions from previous research, this paper proposes its first hypothesis regarding the relationship between the work environment, organizational job characteristics, and employees’ well-being:

Hypothesis 1.

The physical and social work environment and organizational job characteristics significantly influence employees’ well-being.

2.2. Mediating Effects of Intrinsic Aspects and Perspectives of the Job

Employees’ well-being stands at the core of organizational success [51]. When individuals experience physical and psychological health, their productivity flourishes, and their alignment with organizational goals strengthens. This synergy forms the backbone of sustained performance and retention. Albrecht et al. [52] highlight how meaningful work engagement boosts individual achievements and organizational outcomes. Similarly, Shuck et al. [53] point out that purpose-driven work nurtures a stronger sense of commitment and satisfaction, creating a positive cycle reinforcing engagement and well-being.

However, while these studies emphasize the benefits of engagement and purpose-driven work, they often fail to explore the mechanisms through which intrinsic job aspects mediate these effects. Halliday et al. [54] critique this oversight, noting that workplace dissatisfaction and disengagement often stem from unaddressed emotional and psychological needs. By examining these intrinsic aspects in detail, our study provides a more nuanced understanding of how organizations can cultivate well-being and engagement simultaneously.

Psychosocial aspects of the job, where social dynamics intersect with personal perceptions, play an essential role in shaping occupational stress and overall well-being [50,55,56,57]. Adverse psychosocial environments, such as interpersonal conflict or inadequate support, exacerbate workplace stress. Rugulies et al. [57] underline that such environments lead to demotivation and negative attitudes toward work. While previous research has established the detrimental effects of these factors, it often neglects to consider how positive intrinsic job aspects, like autonomy and task significance, can counteract these challenges. Our study bridges this gap by integrating these dimensions into an integrated model of workplace well-being.

Workplaces prioritizing growth and development make a tangible difference in employees’ well-being. Swamy et al. [58] demonstrate how such environments reduce stress levels while nurturing personal and professional development. Wrzesniewski et al. [59] emphasize that perceiving work as impactful enhances engagement and satisfaction. Despite these findings, prior studies often fail to connect intrinsic job aspects with broader organizational strategies, such as leadership support and career development. Focusing on this interplay, our research offers actionable insights into fostering meaningful engagement.

Intrinsic job elements, autonomy, task significance, and skill variety drive satisfaction and engagement. These factors enhance job satisfaction and sustain long-term intrinsic motivation [43,60,61,62,63]. Bakker and Demerouti [61] stress the enduring value of these characteristics, particularly in fostering self-driven motivation. However, the literature lacks critical engagement with the contextual factors influencing how these intrinsic elements operate across diverse workplace settings. This study addresses this limitation by examining how these job characteristics interact with organizational conditions to influence well-being comprehensively.

When job demands grow overwhelmingly, or resources fall short, employees often experience adverse impacts on their well-being. Tims and Bakker [64] argue that balancing job demands with adequate support helps organizations retain their workforce and nurture commitment. Conversely, increased workloads without sufficient resources erode job satisfaction and overall well-being [65,66,67]. Bowling et al. [66] highlight the long-term effects of high-intensity work, including sleep disorders, anxiety, and reduced performance. Despite these insights, few studies critically evaluate the thresholds at which job demands outweigh the buffering effects of intrinsic job resources. Our research contributes to this discussion by analyzing the equilibrium between demands and resources.

Retention strategies succeed when they address the nuanced relationship between perspectives on the job and broader workplace dynamics. Tims and Bakker [64] highlight the need for organizations to create environments where employees feel empowered and supported. These efforts require carefully examining professional development opportunities, work–life balance, and alignment between job roles and career aspirations. Employees who see clear career advancement paths remain more committed and engaged, benefiting themselves and their organizations [67,68]. While existing studies focus on isolated factors, they often fail to consider the mediating role of intrinsic job aspects. Our study fills this gap by integrating these perspectives into a comprehensive model, building on empirical evidence that underscores the importance of intrinsic motivation and job design in shaping well-being [59,61].

The dynamic between intrinsic job elements and perspectives on the job serves as a critical mediating factor in the connection between work environments and employees’ well-being. A supportive workplace that nurtures intrinsic motivation helps employees develop a sense of purpose and autonomy, contributing to higher job satisfaction and lower turnover rates. Wrzesniewski et al. [59] observe that employees who perceive their work as meaningful are more likely to engage actively and drive organizational success. Bakker and Demerouti [61] further illustrate how intrinsic motivation propels individual and collective outcomes, emphasizing the value of job designs prioritizing empowerment and autonomy. These findings provide a strong empirical foundation for Hypothesis 2, which posits that intrinsic job aspects and perspectives mediate the relationship between workplace conditions and well-being.

Neglecting these principles can have serious consequences. Poorly structured job roles, excessive workloads, and unclear expectations undermine well-being and reduce organizational effectiveness. Bowling et al. [66] warn that these issues elevate stress, decrease productivity, and drive higher employee turnover. Addressing such challenges demands an integrative approach that combines physical, social, and organizational factors [69]. This issue aligns with Hypothesis 1, which asserts that the physical and social work environment and organizational job characteristics significantly influence employees’ well-being. This study ensures a robust theoretical foundation by grounding these hypotheses in prior research.

Intrinsic job aspects and perspectives can mediate between workplace conditions and employees’ well-being. This study employs subjective well-being (SWB) and psychological well-being (PWB) to understand employees’ well-being comprehensively. While SWB focuses on individuals’ emotional and cognitive assessments of their lives, PWB emphasizes psychological functioning and personal growth. These dimensions are critical for capturing the full impact of workplace dynamics on employee well-being, as supported by prior studies [59,61,66].

SWB, as defined by Diener et al. [70], reflects an individual’s life satisfaction and the balance of positive and negative emotions they experience. It encompasses how people feel about their lives and how they experience positive emotions such as satisfaction and contentment. On the other hand, PWB, as expressed by Ryff and Keyes [71], considers the broader aspects of psychological functioning, including personal growth, purpose in life, and self-acceptance. Organizations can enhance satisfaction, provide a purpose in life, support individual growth, and strengthen self-acceptance by promoting meaningful engagement and offering opportunities for career growth. This conclusion underpins our second hypothesis:

Hypothesis 2.

Intrinsic job aspects and perspectives on the job mediate the relationships between the physical and social work environment, organizational job characteristics, and employees’ well-being. Figure 1 presents the conceptual model.

3. Materials and Methods

3.1. Research Design

The research design adopted a structured exploratory research approach with several stages, starting with defining the objectives and variables to be analyzed. The primary objective was to investigate the relationships among five main latent variables: the physical and social work environment, the organizational characteristics of the job, intrinsic aspects of the work, perspectives on the job, and employees’ well-being. The study aimed to assess how these variables contribute to enhancing or diminishing overall employee well-being.

A secondary objective focused on analyzing these variables’ direct and indirect effects on well-being, providing an integrated perspective. This approach enabled the identification of key mediators and mechanisms linking workplace characteristics to employees’ outcomes, ensuring a comprehensive understanding of the inter-relationships between these variables.

The next step was developing the conceptual framework. The conceptual model was then operationalized by identifying relevant questionnaire items that serve as observable indicators of the latent variables. These items were constructed based on previous studies [70,71,72,73,74,75,76,77,78,79].

The third stage of the research involved data collection through a questionnaire distributed to 383 Romanian employees from various sectors between January and July 2024. A stratified sampling technique was employed to ensure representativeness, targeting specific subgroups based on socio-demographic characteristics such as gender, age, educational background, and job position. The stratification process involved dividing the population into distinct layers according to these variables, ensuring proportional representation across industries. Participants were randomly selected within each layer to maintain diversity and balance in the sample. This approach allowed for a comprehensive analysis of how workplace dynamics influence well-being across different professional contexts, enhancing the generalizability of the findings.

The focus on Romanian employees can be explained by the unique socio-economic and cultural factors influencing their work environments. Romania’s transitional economy, characterized by rapid industrial and technological changes, provides a compelling context for examining employee well-being and workplace dynamics. Romanian managerial traditions often reflect a hybrid approach, combining hierarchical decision-making rooted in the communist era with emerging practices of participative management influenced by globalization and E.U. integration. These dynamics create a unique organizational culture where traditional and modern influences shape employees’ well-being and perceptions of autonomy.

Furthermore, this Romanian focus addresses a gap in the literature. Much of the existing research on organizational behavior is centered on Western contexts, limiting its applicability to Eastern European settings. By exploring these dynamics within Romania, this study aims to contribute valuable insights that may inform local and regional organizational practices.

The survey instrument was developed based on established scales in organizational research, ensuring content validity through a thorough review of the relevant literature. The questionnaire was also reviewed and validated by a group of 10 experts in the management field who assessed whether the items accurately reflected the theoretical constructs. Subsequently, the questionnaire was tested in a pilot study involving 40 respondents to ensure empirical validation. Internal consistency was evaluated using Cronbach’s Alpha, with all constructs meeting the acceptable threshold of 0.7 (ranging between 0.902 and 0.921) and the overall value for all questionnaire items.

The respondents were voluntary participants, with no incentives offered for their participation. The questionnaire was distributed via email, accompanied by detailed information about the study’s purpose, procedures, and assurances of confidentiality. Participants were informed about their right to withdraw from the study at any time without consequences. Informed consent was obtained from all participants before they completed the survey, ensuring they understood the research objectives, the voluntary nature of their participation, and how their data would be used. Additionally, the study adhered to ethical research standards by anonymizing all responses and storing data securely to protect participants’ privacy. These measures were implemented to uphold the principles of transparency, respect, and confidentiality in compliance with established ethical guidelines for social science research.

The sample size was calculated considering Romania’s active population, totaling 8.152 million, and an employment rate of 70.9%. This calculation resulted in a margin of error of 4.55% at a 95% confidence level, ensuring the reliability and generalizability of the findings.

The frequencies of the socio-demographic variables of the sample are presented in

Table 1. Frequencies of socio-demographic variables.

Gender	Frequency	Position held	Frequency
male	56.7%	managerial position	13.6%
female	43.3%	subordinate position	86.4
Age	Frequency	Work experience	Frequency
18–30 years old	14.1%	0–10 years	21.1%
31–40 years old	28.7%	11–20 years	33.2%
41–50 years old	30.8%	21–30 years	32.1%
51–60 years old	21.9%	31–40 years	11.5%
over 60 years old	4.4%	over 40 years	2.1%
Education	Frequency	Organization’s sector
high school	32.4%	agriculture	12.5%
bachelor’s degree	40.2%	industry	18.0%
master’s degree	22.5%	services	56.4%
doctoral degree	5.0%	technology and communications	13.1%

Source: developed by the authors based on the data collected.

.

The fourth stage of the research focused on data analysis and interpretation. Structural equation modeling was used to analyze the relationships between latent variables and their corresponding observable indicators. The research concluded with a discussion of the results and the preparation of conclusions. The analysis highlighted significant findings on the relationships between the work environment and well-being and the importance of different factors in shaping employees’ experiences. These findings were discussed concerning the existing literature, and conclusions were framed based on theoretical and practical implications.

3.2. Selected Variables

The research focused on five main latent variables: the physical and social work environment, organizational characteristics, intrinsic job aspects, employee perspectives, and well-being. Each latent variable was operationalized through several observable variables (questionnaire items). The selection and formulation of these items were guided by a thorough literature review of work environment and well-being studies, ensuring the inclusion of the most relevant and validated factors [71,72,73,74,75,76,77,78,79].

The first latent variable, the physical and social work environment, reflects employees’ perceptions of working conditions and interpersonal relationships. This variable was measured through two items assessing the quality of working conditions and the nature of working relationships. Specifically, the items investigated whether employees perceive the organization as providing adequate working conditions and whether their interpersonal relationships are positive and conducive to collaboration [72,73]. These questions directly link the constructs to employees’ day-to-day experiences, ensuring a clear connection between the items and the latent variable.

The second variable, organizational characteristics of the job, focuses on the degree of autonomy and influence employees have within the organization. This variable was operationalized through items exploring the extent to which managers provide support, feedback, and assistance in resolving challenges and whether employees can influence important decisions related to their work. These items are critical for understanding managerial support and employee participation in decision-making processes, highlighting how these factors shape perceptions of the workplace [74,75]. Each item was carefully designed to capture specific organizational characteristics, ensuring a robust representation of the construct.

Intrinsic aspects of work represent another essential dimension evaluated in this study. This variable captures employees’ motivation to perform at their best and their perceptions of recognition and respect for their efforts. The items assessed the extent to which the employer creates a motivating work environment and provides recognition for work done, emphasizing the role of intrinsic rewards in fostering job satisfaction and well-being [76,77]. These items were selected to reflect intrinsic motivation’s psychological and emotional dimensions, ensuring a comprehensive evaluation of the construct.

Perspectives on the job were investigated to evaluate employees’ perceptions of opportunities for advancement and professional development within the organization. This variable was measured by analyzing whether employees feel their efforts are rewarded with satisfactory promotion opportunities and whether they have access to professional development. Career opportunities and growth are key factors in workplace well-being, and the items were designed to capture these dimensions explicitly [78,79].

Finally, employees’ well-being, the main latent variable of this study, was analyzed in terms of physical and mental health, the significance of work, and satisfaction with professional achievements. The items employed both subjective and psychological well-being measures, providing a comprehensive view of how employees perceive their performance and the quality of their professional lives [71,72]. Each item was carefully aligned with the construct to ensure a full well-being assessment.

The measures for the investigated variables and the questionnaire items were adapted from established scales used in prior research (

Table 2. The foundations of variables in the scholarly literature.

Variables	References
Employees’ well-being	[70,71]
Physical and social work environment	[72,73]
Organizational characteristics of the job	[74,75]
Intrinsic aspects of the job	[76,77]
Perspectives of the job	[78,79]

Source: developed by the authors.

). These studies examined the impact of various work environment elements on employee well-being [1,21,27,36,50,54,65,69,70,71,72,73,74,75,76,77,78,79,80,81,82,83,84,85,86,87,88,89,90,91,92,93,94,95,96,97,98,99], providing a robust foundation for developing the survey instrument. This approach ensured the reliability and validity of the measures while aligning them with the study’s theoretical framework.

The questionnaire consisted of items that captured employees’ perceptions of the work environment and their well-being (Appendix A). Each item was evaluated on a five-point Likert scale, where 1 indicated strong disagreement, and 5 indicated strong agreement. This approach allowed the questionnaire to capture nuanced employee responses and ensured consistency across different questionnaire issues.

Multiple scales with additional items were introduced for each latent variable to ensure a comprehensive measurement of the constructs. However, several of these scales were eliminated during validation as the resulting models did not meet the validity, reliability, and model fit criteria. The final scales retained in the study are those that produced valid, reliable, and well-fitting measurement models while also aligning with the theoretical frameworks underpinning the research.

An exploratory factor analysis (EFA) was conducted to identify the latent structure of variables reflecting various aspects of the workplace and employee well-being. The dataset was analyzed using the principal axis factoring (PAF) method with Varimax rotation, which helped clarify the constructs’ underlying dimensions and validate the questionnaire’s factor structure.

The adequacy of the sample and Bartlett’s test of sphericity were assessed. The Kaiser–Meyer–Olkin (KMO) measure indicated excellent sampling adequacy (KMO = 0.893). Bartlett’s test was significant (χ²(55) = 2884.787, p < 0.001), confirming sufficient correlations among variables to justify the application of EFA.

Table 3. Communalities of variables.

Variable	Initial Communality	Extracted Communality
PSWE1	0.263	0.414
PSWE2	0.382	0.590
OCJ1	0.733	0.853
OCJ2	0.735	0.838
PoJ1	0.638	0.770
PoJ2	0.637	0.671
IAJ1	0.722	0.781
IAJ2	0.656	0.797
EWB1	0.671	0.727
EWB2	0.703	0.845
EWB3	0.618	0.667

Source: developed by the authors using SPSS v27 (IBM, Armonk, NY, USA).

displays the communalities of the variables.

The factor structure and Varimax rotation extracted five factors, explaining 72.30% of the total variance. Post-rotation, each variable had a predominant loading on its corresponding factor, facilitating interpretation.

The interpretation of the factors uncovered distinct thematic dimensions. Factor 1, labeled Job Prospects (PoJ), encompasses variables PoJ1 and PoJ2, which capture perceptions of job stability and future opportunities. Factor 2, called Employee Well-being (EWB), is defined by variables EWB1, EWB2, and EWB3, reflecting employee well-being’s physical and psychological aspects. Factor 3, Organizational Characteristics of the Job (OCJ), highlights variables OCJ1 and OCJ2, emphasizing structural and control-related elements within the workplace. Factor 4, identified as Physical and Social Work Environment (PSWE), includes variables PSWE1 and PSWE2, focusing on the physical conditions and social interactions that shape the work environment. Finally, Factor 5, called Intrinsic Aspects of the Job (IAJ), incorporates variables IAJ1 and IAJ2, which capture the motivation and satisfaction derived from the inherent nature of the work itself.

In conclusion, EFA confirmed a robust factor structure with excellent sampling adequacy and an explanation of the significant variance. These findings support using the five identified factors to further analyze the relationship between the work environment and employee well-being.

3.3. Research Methods

The primary analytical method used in this research was structural equation modeling (SEM), a statistical technique that allows for simultaneous estimation of multiple relationships between latent and observable variables. This model has successfully evaluated the relationships between the work environment and other variables [27,50]. The data were processed using specialized software SmartPLS v3.0 [80], which facilitated the calculation of path coefficients and other indicators for validating the model.

SEM provides a comprehensive framework for testing complex theoretical models and examining variables’ direct and indirect effects on each other. This method was particularly suited to this study because it allows for the modeling of relationships between unobservable (latent) constructs and their measurable (observable) indicators defined by the questionnaire items. After validating the data, SEM was used to test the hypotheses and to assess the statistical significance of the relationships between variables.

The SEM-PLS model is a flexible and robust statistical approach frequently used to assess complex relationships between latent variables in an exploratory research framework [81]. Each latent variable in the model was represented by observable variables based on the items included in the questionnaire. Observable variables are essential elements of the SEM-PLS model, as they contribute to estimating the latent constructs and establishing structural relationships between them [82].

In the empirical model, a bootstrapping procedure was applied to obtain the path coefficients. Bootstrapping is a resampling technique that involves generating multiple samples from the original dataset by sampling with replacement to estimate the distribution of path coefficients and allow for a more accurate evaluation of statistical significance [82]. The bootstrapping process involved extracting 10,000 samples.

The overall model fit was evaluated by analyzing the standardized root mean square residual (SRMR), a frequently used indicator to measure the fit of SEM models. The SRMR represents the difference between the observed and the modeled correlation matrix, allowing researchers to assess how well the empirical data match the proposed model [82]. Generally, an SRMR value below 0.08 is considered acceptable and indicates a good fit of the structural model to the data.

To evaluate the presence of common method bias (CMB), we used the Harman single-factor test in our analysis, using SPSS v.27 software. This test is often applied to detect potential problems caused by CMB in research based on self-reported questionnaires, where participant responses may be biased. The procedure involves conducting an exploratory factor analysis, where all items are constrained to a single factor to evaluate how much variation in the data is explained by this single factor.

Our analysis showed that the total variance extracted by the single factor was less than 50%, with a value of 46.565%. This value indicates that significant bias effects are absent in our data, suggesting that common method bias does not significantly influence the results. This absence of considerable bias in our data supports the validity of the conclusions and results obtained, confirming that the data accurately reflect the relationships between the studied variables without alterations [83].

4. Results

The investigation involved the use of the SEM-PLS (Structural Equation Modeling–Partial Least Squares) model to explore the relationships between the main latent variables, which include the physical and social work environment, organizational characteristics of the workplace, intrinsic aspects of the job, perspectives on the job, and employees’ well-being. Our analysis confirmed the model’s robustness using procedures suggested by [84,85], as no significant nonlinear effects or endogeneity issues were detected, and finite mixture modeling (FIMIX-PLS) ruled out unobserved heterogeneity, ensuring the model’s stability and generalizability.

Outer loadings indicated how well a particular observable variable reflected its latent construct. In SEM-PLS analysis, outer loadings are expected to be significant and generally exceed the value of 0.7 to indicate a good correlation between the indicator and the latent variable. Lower values suggest that the respective indicator does not adequately represent its latent construct, which can affect the model’s validity. Applying the conceptual model to the collected dataset showed outer loadings higher than 0.8 for all observable variables in the model (Figure 2).

The model’s reliability was evaluated by analyzing Cronbach’s Alpha and Average Variance Extracted (AVE) coefficients. Cronbach’s Alpha measures the internal consistency of the items that make up each latent variable, indicating how well the items correlate with each other. A Cronbach’s Alpha value of at least 0.7 is adequate to demonstrate acceptable internal consistency [86]. On the other hand, AVE measures the amount of variance captured by a construct concerning the total variance due to error. An AVE value above 0.5 indicates that most of a construct’s variance is explained by its indicators, ensuring good convergence of the latent variables [82]. In the empirical model, all Cronbach’s Alpha values exceeded 0.7, indicating high reliability for all five latent variables (

Table 4. Model reliability.

	Alpha Cronbach				AVE
	Original Sample	Standard Deviation	T Statistics	p Values	Original Sample	Standard Deviation	T Statistics	p Values
Employees’ well-being	0.881	0.017	51.079	0.000	0.809	0.022	36.309	0.000
Intrinsic aspects of the job	0.849	0.023	37.050	0.000	0.869	0.017	50.508	0.000
Organizational characteristics of the job	0.802	0.027	29.185	0.000	0.834	0.019	43.784	0.000
Perspectives on the job	0.83	0.026	32.383	0.000	0.854	0.019	46.137	0.000
Physical and social work environment	0.796	0.027	29.312	0.000	0.830	0.019	44.280	0.000

Source: developed by the authors based on data using SmartPLS v3.0 (SmartPLS GmbH, Bönningstedt, Germany).

).

Cronbach’s Alpha coefficients for employees’ well-being (0.881), intrinsic aspects of the job (0.849), organizational characteristics of the workplace (0.802), perspectives on the job (0.83), and the physical and social work environment (0.796) all exceeded the minimum threshold of 0.7, signaling that the items associated with each variable consistently measured the corresponding construct. The T Statistics values (>1.6) and p values (<0.05) indicated that these Cronbach’s Alpha values were statistically significant. The AVE values ranged between 0.809 and 0.869, meaning the latent variables captured a high proportion of the variance in their items. These values emphasized the model’s quality and the accurate measurement of the theoretical constructs.

Discriminant validity was used to establish whether each latent construct was distinct from the other latent variables in the model. One of the criteria used to assess discriminant validity is the Fornell–Larcker criterion, which compares the AVE of each construct with its correlations with other constructs. To ensure discriminant validity, the AVE needs to be greater than the square of its correlations with other constructs [86].

Table 5. Fornell–Larcker criterion.

	Employees’ Well-Being	Intrinsic Aspects of the Job	Organizational Characteristics of the Job	Perspectives on the Job	Physical and Social Work Environment
Employees’ well-being	0.899
Intrinsic aspects of the job	0.776	0.932
Organizational characteristics of the job	0.550	0.561	0.913
Perspectives on the job	0.718	0.786	0.544	0.924
Physical and social work environment	0.607	0.596	0.525	0.570	0.911

Source: developed by the authors based on data using SmartPLS v3.0 (SmartPLS GmbH, Bönningstedt, Germany).

shows the model’s discriminant validity matrix using the Fornell–Larcker criterion.

The matrix values confirmed the existence of discriminant validity between the latent variables, ensuring that each construct measured a distinct concept.

We also used the Heterotrait–Monotrait Ratio (HTMT) to assess discriminant validity in our model (

Table 6. Heterotrait–Monotrait ratio.

	Employees’ Well-Being	Intrinsic Aspects of the Job	Organizational Characteristics of the Job	Perspectives on the Job	Physical and Social Work Environment
Employees’ well-being
Intrinsic aspects of the job	0.847
Organizational characteristics of the job	0.655	0.679
Perspectives on the job	0.839	0.835	0.667
Physical and social work environment	0.723	0.721	0.655	0.697

Source: developed by the authors based on data using SmartPLS v3.0 (SmartPLS GmbH, Bönningstedt, Germany).

). A value of HTMT below 0.85 typically indicates that the constructs have adequate discriminant validity, meaning they are sufficiently different from each other [87]. Values higher than 0.90 may indicate potential issues with discriminant validity, suggesting that the constructs might not be sufficiently distinct.

The HTMT values presented in Table 6 offer insights into the relationships between the study’s latent variables. The values range from 0.655 to 0.847, all below the critical threshold of 0.85, suggesting that the constructs in this study have adequate discriminant validity.

Multicollinearity within the model was checked by calculating each indicator’s Variance Inflation Factor (VIF). High multicollinearity between the indicators of a latent variable could have led to problems in correctly estimating the structural relationships. A VIF below six generally indicates no problematic collinearity between the model’s indicators [82]. In the model, all VIF coefficients were below 3, suggesting no significant multicollinearity issues between items (

Table 7. Variance inflation factor.

	VIF
EWB1	2.575
EWB2	2.930
EWB3	2.176
IAJ1	2.199
IAJ2	2.199
OCJ1	1.809
OCJ2	1.809
PSWE1	1.775
PSWE2	1.775
PoJ1	2.009
PoJ2	2.009

Source: developed by the authors based on data using SmartPLS v3.0 (SmartPLS GmbH, Bönningstedt, Germany).

).

Based on the VIF data, it was concluded that the observed variables were sufficiently independent, ensuring the high stability of the estimates.

Outer weights were essential for evaluating the relative contribution of each indicator to its latent construct. They allowed the relative importance of each indicator to be determined in measuring the latent variable, providing a more detailed view of how each item influenced the estimation of its construct.

Table 8. Outer weights.

	Original Sample	Standard Deviation	T Statistics	p Values
Employees’ well-being → EWB1	0.381	0.013	28.694	0.000
Employees’ well-being → EWB2	0.370	0.012	32.021	0.000
Employees’ well-being → EWB3	0.361	0.010	34.904	0.000
Intrinsic aspects of the job → IAJ1	0.545	0.012	43.699	0.000
Intrinsic aspects of the job → IAJ2	0.528	0.010	52.977	0.000
Organizational characteristics of the job → OCJ1	0.535	0.021	25.417	0.000
Organizational characteristics of the job → OCJ2	0.560	0.023	24.042	0.000
Physical and social work environment → PSWE1	0.509	0.018	27.565	0.000
Physical and social work environment → PSWE2	0.588	0.020	29.260	0.000
Perspectives on the job → PoJ1	0.537	0.012	42.958	0.000
Perspectives on the job → PoJ2	0.545	0.013	43.384	0.000

Source: developed by the authors based on data using SmartPLS v3.0 (SmartPLS GmbH, Bönningstedt, Germany).

provides the outer weights within the model, indicating that the outer weights of each observable variable were significant concerning the latent variable, offering additional proof for model validation.

The standardized root mean square residual (SRMR) value of 0.053 indicates that the model adequately reflected the relationships between the latent and observed variables, as it demonstrates minimal differences between the actual data and the model’s estimates. Additionally, the normed fit index (NFI) value of 0.914 further supports the model’s robustness, confirming its strong alignment with the data. These fit indices collectively contribute to the model’s overall validity, ensuring its reliability for analyzing the complex relationships between the latent variables.

In this study, the path coefficients found through bootstrapping indicate the extent to which the independent variables (physical and social work environment, organizational job characteristics) influenced the dependent variable (employees’ well-being), both directly and indirectly. The T-statistic derived from bootstrapping was used to check the significance of the coefficients, and the associated p-value was essential for determining statistical significance [85]. For the path coefficients in the empirical model, the p-values were less than 0.05, with results significant at a confidence level of over 95% (

Table 9. Path coefficients.

	Original Sample	Standard Deviation	T Statistics	p Values
Intrinsic aspects of the job → Employees’ well-being	0.461	0.065	7.135	0.000
Organizational characteristics of the job → Employees’ well-being	0.089	0.042	2.152	0.032
Organizational characteristics of the job → Intrinsic aspects of the job	0.342	0.058	5.878	0.000
Organizational characteristics of the job → Perspectives on the job	0.338	0.051	6.580	0.000
Perspectives on the job → Employees’ well-being	0.214	0.057	3.775	0.000
Physical and social work environment → Employees’ well-being	0.163	0.055	2.962	0.003
Physical and social work environment → Intrinsic aspects of the job	0.417	0.063	6.612	0.000
Physical and social work environment → Perspectives on the job	0.392	0.062	6.378	0.000

Source: developed by the authors based on data using SmartPLS v3.0 (SmartPLS GmbH, Bönningstedt, Germany).

).

The results indicate that the intrinsic aspects of the job have the most substantial influence on employees’ well-being, with a path coefficient of 0.461 (p < 0.000), suggesting that job characteristics related to intrinsic satisfaction, such as recognition and autonomy, are central to enhancing well-being. In contrast, organizational characteristics of the job, such as decision-making freedom and development opportunities, have a moderate influence, with a path coefficient of 0.089 (p = 0.032), indicating that while they contribute to well-being, their impact is not as pronounced as that of the intrinsic job aspects. However, these characteristics are still important and contribute indirectly to well-being by influencing other factors such as employees’ perspectives on the job and intrinsic satisfaction.

Employees’ perspectives on the job, with a path coefficient of 0.214 (p < 0.000), and the physical and social work environment, with a path coefficient of 0.163 (p = 0.003), are also significant contributors to employees’ well-being, although their influence is somewhat smaller compared to the intrinsic aspects of the job. The physical and social environment has an indirect influence on employees’ intrinsic aspects and perspectives on the job, with path coefficients of 0.417 (p < 0.000) and 0.392 (p < 0.000), respectively. These findings suggest that a favorable work environment, characterized by physical conditions (such as ergonomic features and environmental comfort) and positive social interactions, facilitates intrinsic satisfaction and contributes to positive perceptions of the job.

The data in Table 6 emphasize the importance of factors such as organizational characteristics, the physical and social work environment, and, particularly, intrinsic aspects of the job and perspectives on the job in influencing employees’ well-being. The significant relationships validate Hypothesis 1, according to which the work environment and organizational characteristics directly influence employees’ well-being.

Table 10. Specific indirect effects.

	Original Sample	Standard Deviation	T Statistics	p Values
Organizational characteristics of the job → Perspectives on the job → Employees’ well-being	0.072	0.023	3.155	0.002
Organizational characteristics of the job → Intrinsic aspects of the job → Employees’ well-being	0.158	0.035	4.500	0.000
Physical and social work environment → Perspectives on the job → Employees’ well-being	0.084	0.026	3.272	0.001
Physical and social work environment → Intrinsic aspects of the job → Employees’ well-being	0.192	0.038	4.994	0.000

Source: developed by the authors based on data using SmartPLS v3.0 (SmartPLS GmbH, Bönningstedt, Germany).

presents the specific indirect effects recorded within the empirical model, where intrinsic job aspects and job prospects act as mediating variables.

The analysis presented in Table 10 confirms the validity of Hypothesis 2, which posits that intrinsic aspects and perspectives on the job mediate the relationships between the organizational characteristics of the job and the physical and social work environment, as well as employees’ well-being.

The results indicate that organizational characteristics and the physical and social work environment significantly indirectly affect employees’ well-being. Specifically, organizational characteristics influence employees’ well-being by enhancing their intrinsic aspects of the job, with a path coefficient of 0.158 (p < 0.000). Furthermore, organizational characteristics indirectly influence employees’ well-being through job perspectives, with a path coefficient of 0.072 (p = 0.002).

Similarly, the physical and social work environment notably impacts employees’ well-being through intrinsic aspects and job perspectives. The path coefficient for the influence of the physical and social work environment on intrinsic aspects of the job is 0.192 (p < 0.000), while the indirect effect via perspectives on the job is 0.084 (p = 0.001).

All p values in these indirect paths are well below the 0.05 threshold, confirming that the indirect effects are statistically significant. Therefore, Hypothesis 2 is validated, supporting the conclusion that intrinsic aspects and perspectives on the job are effective mediators in the relationship between the work environment and organizational characteristics on the one hand and employees’ well-being on the other.

Table 11. Total effects.

	Original Sample	Standard Deviation	T Statistics	p Values
Organizational characteristics of the job → Employees’ well-being	0.319	0.051	6.235	0.000
Organizational characteristics of the job → Intrinsic aspects of the job	0.342	0.058	5.878	0.000
Organizational characteristics of the job → Perspectives on the job	0.338	0.051	6.580	0.000
Physical and social work environment → Employees’ well-being	0.439	0.064	6.865	0.000
Physical and social work environment → Intrinsic aspects of the job	0.417	0.063	6.612	0.000
Physical and social work environment → Perspectives on the job	0.392	0.062	6.378	0.000
Perspectives on the job → Employees’ well-being	0.214	0.057	3.775	0.000
Intrinsic aspects of the job → Employees’ well-being	0.461	0.065	7.135	0.000

Source: developed by the authors based on data using SmartPLS v3.0 (SmartPLS GmbH, Bönningstedt, Germany).

presents the total effects recorded within the empirical model.

The analysis of the total effects validated both hypotheses. The most significant influences on employees’ well-being stem from the physical and social work environment and intrinsic job aspects. The physical and social environment substantially impact employees’ well-being, while intrinsic job characteristics also influence employees’ well-being. Organizational job characteristics, such as job autonomy and managerial support, further contribute to a positive work environment and well-being, although to a lesser extent. Employees’ perspectives on their jobs also influence well-being, but their effect is comparatively moderate. Overall, the model underscores the importance of physical and social factors and intrinsic job features in nurturing employees’ well-being, while organizational characteristics and perspectives on the job provide supplementary but meaningful influences.

5. Discussion

Investing in a work environment that effectively integrates physical and social dimensions has proved essential for sustaining employees’ well-being. Organizations that strategically addressed these factors have substantially reduced stress levels, enhanced employee satisfaction, and nurtured engagement, ultimately driving superior organizational performance. Bellini et al. [1] emphasized that particular attention should be given to the physical work environment, as a well-structured workspace improves individual well-being and performance and contributes to long-term organizational success. However, the study revealed that the physical work environment had a smaller-than-expected direct impact on well-being (path coefficient = 0.163, p = 0.003). This finding may reflect the increasing importance of psychosocial factors, such as autonomy and recognition, in modern workplaces, where employees prioritize meaningful work and supportive relationships over purely physical conditions. Enhancing working conditions and relationships yielded significant advantages in employee retention and operational efficiency, but the indirect effects of the physical environment through intrinsic aspects (path coefficient = 0.417, p < 0.000) and job perspectives (path coefficient = 0.392, p < 0.000) were more pronounced.

Hypothesis 1, which posits that the physical and social work environment and job organizational characteristics substantially influence employees’ well-being, was validated by the results. These findings align with conclusions from the literature, which emphasize the importance of favorable working conditions in promoting employees’ well-being. Harrison et al. [88] demonstrated that a well-organized work environment, including ergonomics and appropriate lighting, improved employee engagement and motivation, thus contributing to their well-being. The results of this study confirm this relationship, highlighting the positive impact of organizational characteristics on employees’ well-being (path coefficient = 0.089, p = 0.032). However, the relatively moderate direct effect of organizational characteristics suggests that their influence is often mediated by intrinsic job aspects and employee perspectives, as supported by the indirect effects (path coefficient = 0.158, p < 0.000).

Furthermore, according to Andrejiová et al. [9], a healthy work environment facilitates task completion and maintains employees’ physical and mental health. In this context, this study revealed that an adequate physical and social work environment directly contributed to employees’ well-being, similar to the results reported by Juslén and Tenner [89]. Investments in improving the work environment reduced health-related risks, including for women [90,91], and created a positive work climate. However, this study also highlighted the critical mediating role of intrinsic job aspects and perspectives, which amplified the impact of the work environment on well-being.

This study underscored the role of organizational characteristics in determining employees’ well-being, reinforcing the conclusions of Gomes et al. [92], Singh [93], and Stazyk et al. [94], who emphasized that effective communication between employees and managers contributed to better cohesion and loyalty. This open and accessible communication, according to Janiukstis et al. [21], enhanced employee engagement and satisfaction, as also confirmed by ththise study, where the effects of the physical and social work environment served as effective mediators between organizational characteristics and well-being.

The model proposed by Morgeson and Humphrey [95] to analyze the impact of task and social characteristics of work design on employees’ well-being identifies two main dimensions: task characteristics (e.g., skill variety, autonomy, feedback) and social characteristics (e.g., social support, interaction). The current study’s findings align with this model, showing that intrinsic job aspects (path coefficient = 0.461, p < 0.000) and job perspectives (path coefficient = 0.214, p < 0.000) are critical mediators. De Kort and Smolders [11] underlined that a work environment promoting social interaction and collaboration positively impacted employees’ well-being. Organizations that invest in creating workspaces that encourage communication and collaboration boost productivity and build a solid organizational culture. Therefore, Hypothesis 1 is validated. Investments in favorable working conditions and improving organizational characteristics optimize employee performance and satisfaction and positively impact their well-being [96,97]. The work environment significantly contributed to attracting and retaining talent, essential to maintaining a stable and motivated workforce.

The research results confirm Hypothesis 2, which states that intrinsic aspects and perspectives on the job mediate the relationships between the physical and social work environment, organizational job characteristics, and employees’ well-being. The data highlight that the physical and social dimensions of the work environment influence employees’ well-being through perceptions of the job and its perspectives. Similar to the studies by Ayoko and Ashkanasy [98], this study demonstrates that a healthy psychosocial environment, characterized by open communication and mutual respect, positively impacts employees’ well-being. In particular, employees who perceived their workplace as favorable for personal and professional development exhibited lower stress levels and higher intrinsic motivation, as also observed by Spector et al. [99]. This finding supports the hypothesis that employees’ well-being is directly influenced by the physical and social environment and mediated by how they perceive and value their workplace.

The research findings align with the conclusions of Bodin Danielsson and Theorell [50], who emphasized that decision-making freedom and professional development opportunities provided employees with better management of professional challenges, increasing well-being and reducing intentions to leave the organization. Positive relationships between employees and superiors also played an essential role in maintaining emotional balance, similar to what Nyberg et al. [100], Baumann and Muijen [101], and Nyberg [102] observed in their studies, where emotional and professional support from superiors reduced stress and burnout.

The impact of negative behaviors in the workplace, mentioned by Diab et al. [103] and Ozsoy [104], affected employees’ perceptions of their workplace and well-being. These findings support the importance of promoting a positive work environment focused on recognizing constructive behaviors and open communication, as suggested by Abdullah and AL-Abrrow [105]. Van Wingerden et al. [62] and Dicke et al. [63] highlighted that intrinsic job aspects, such as autonomy and a sense of purpose, mitigated the harmful effects of excessive demands. The research confirmed this relationship, showing that employees with positive perspectives on their jobs are less prone to burnout and stress, thus helping maintain motivation and performance.

In conclusion, Hypothesis 2 is supported by the results, which indicates that employees’ well-being is influenced not only by the characteristics of the work environment but also by how employees perceive and interpret these characteristics. These findings highlight the importance of developing work environments that support employees’ physical and mental health and their intrinsic satisfaction and outlook on their professional future. The job’s intrinsic aspects positively influence performance and contribute to the overall well-being of employees. This conclusion underscores the importance of developing employee resources as an effective management strategy to improve organizational performance and job satisfaction [106,107].

5.1. Theoretical Implications

This study contributes to the growing literature on the psychosocial work environment and its role in enhancing employees’ well-being. This study extends the theoretical understanding of workplace dynamics by validating the hypothesis that employees’ perceptions of their jobs significantly mediate the relationship between the work environment and well-being. Specifically, it reinforces the Job Demands–Resources (JD-R) theory by identifying job-related organizational characteristics—decision-making freedom, recognition, and developmental opportunities—as critical resources that mitigate burnout, enhance motivation, and improve employee satisfaction.

Our findings challenge existing theoretical assumptions by highlighting the nuanced interplay between intrinsic job aspects and employees’ perceptions. While prior studies have acknowledged the importance of physical workplace conditions and social support, this study underscores the role of intrinsic elements, such as recognition and task significance, in shaping employees’ well-being experiences. By confirming that these factors act as buffers against excessive demands, the present study advances a more integrative understanding of well-being determinants within organizational contexts.

Furthermore, this study introduces a novel perspective on how employees’ perceptions mediate the relationship between their work environment and well-being. These insights suggest that perceptions of meaningful work and adequate supervisor support are not merely by-products of a positive work environment but are central to fostering resilience and sustained motivation. This contribution lays the groundwork for future research to explore these mechanisms in greater depth.

This study makes a unique contribution by applying the JD-R model to the Romanian context, a setting characterized by significant socio-economic and cultural transitions. The findings reveal that intrinsic job aspects and employee perceptions are critical in mitigating workplace stress and enhancing well-being in such environments. This finding expands the JD-R model by demonstrating its applicability in non-Western, transitional economies, where workplace dynamics may differ due to cultural and economic factors. For instance, this study highlights how recognition and developmental opportunities are especially valued when employees face high uncertainty and rapid change.

The findings also hold potential relevance beyond the Romanian context. While this study focused on Romania, its results apply to other settings where organizations face similar challenges, such as rapidly changing workplace demands and evolving employee expectations. Future research could explore the generalizability of these findings to diverse cultural and organizational contexts, particularly in regions where economic and social dynamics differ markedly from those of Western economies.

Overall, this study enriches the theoretical discourse by confirming key aspects of the JD-R model while offering new insights into the mediating role of employees’ perceptions. It calls for further exploration of how intrinsic job aspects can be leveraged to enhance well-being across varying organizational and cultural landscapes.

5.2. Practical and Managerial Implications

This paper emphasizes the need to implement organizational strategies that nurture a positive work environment supporting employees’ well-being. Employees who enjoy a healthy work environment, both physically and psychosocially, exhibit higher levels of satisfaction, motivation, and engagement. Management should pay special attention to intrinsic job aspects, such as recognition, decision-making freedom, and personal and professional development opportunities. In this way, organizations can create a favorable climate, not only for individual well-being but also for collective performance.

Organizations should establish formal and informal systems to regularly recognize employee contributions, such as peer recognition programs or monthly awards, fostering a culture of appreciation. Managers should empower employees by involving them in decision-making processes, particularly in areas directly affecting their work, through participatory practices like regular team meetings or suggestion boxes. Furthermore, organizations should invest in professional development by providing access to training programs, workshops, and mentorship opportunities, such as tuition reimbursement or sponsored certifications, to enhance employee engagement and retention.

Another aspect of this study relates to the importance of emotional and professional support provided by superiors. Organizations can reduce stress and absenteeism by developing strong, open relationships between employees and managers while encouraging productivity and employee loyalty. The literature supports these conclusions, showing that superior support is critical in maintaining employees’ emotional health and motivation. Therefore, organizations should invest in training managers to develop practical interpersonal skills and create a work climate where employees feel valued and supported. Managers who provide constructive feedback and guidance for skill and career development will help employees achieve their professional goals, enhance their competencies, and contribute to their long-term personal and professional growth.

From a managerial perspective, it is essential to create a work environment that facilitates teamwork, encourages the exchange of ideas, and promotes a climate of respect among all team members regardless of their roles or positions. Managers should nurture an atmosphere where employees feel comfortable expressing their ideas, concerns, and feedback without fear of repercussions. For example, implementing regular one-on-one meetings or anonymous feedback systems can help achieve this goal.

Such an environment helps reduce negative behaviors, such as burnout and stress, and promotes active employee engagement, which leads to improved overall performance and the maintenance of a positive work atmosphere. This positive environment can help organizations reduce the costs associated with employee turnover and attract new talent, thus having a direct impact on organizational success.

This study also highlights the importance of flexible policies, particularly during crises like the COVID-19 pandemic. Organizations should adopt adaptive strategies, such as remote work options, mental health support programs, and clear communication channels, to help employees navigate challenging times. For instance, providing access to counseling services or organizing virtual team-building activities can mitigate stress and maintain morale.

5.3. Limitations and Further Research

This study has several significant limitations that should be addressed in future research to better understand the relationship between work environment and employees’ well-being. First, the data for this study were collected exclusively from Romanian employees. Romania’s distinct cultural, political, and economic context likely influenced the findings, inherently limiting their generalizability to other countries or settings. While the results align with some findings from international studies, further research is necessary to confirm their applicability in diverse cultural and organizational contexts.

Another limitation is related to the methodology used, as the data were collected through a self-reported questionnaire survey. While effectively capturing employees’ perceptions, this approach is susceptible to response bias and self-assessment distortions. Therefore, the results may reflect the participants’ preferences and perceptions more than the work environment’s objective reality. To evaluate this bias, we performed the Harman single-factor test in our analysis using SPSS v.27 software. In future research, self-reported questionnaire data could be complemented by objective measurements or direct observations of the work context. Another limitation of the study is its cross-sectional nature, which does not allow for the evaluation of dynamic relationships. Future research could investigate the evolution of employees’ perceptions over time in a longitudinal study.

One limitation of this study is the exclusion of socio-demographic variables from the analysis. While these variables were considered in the design of the sample, they were not used as control variables in the current study. Future research could explore how socio-demographic characteristics such as gender, age, education, and work experience influence employees’ well-being by incorporating them as control variables. This would provide a more nuanced understanding of the factors contributing to well-being across different subgroups. However, given the scope of the present study, incorporating these variables would have introduced complexity that may have distracted from the primary research focus.

This study focused on ergonomics, lighting, and temperature factors and did not consider other potential strategies like improving compensation, benefits, or healthcare services. Research has shown that salary satisfaction can influence well-being, although the effect may diminish after reaching a certain threshold. Similarly, investments in mental health support and healthcare can significantly improve employees’ well-being. Furthermore, our analysis excluded external factors such as organizational culture and the broader economic context, which could play a decisive role in shaping practitioners’ decisions regarding investment priorities.

A limitation concerns that this study is that we did not consider additional contextual variables influencing employees’ well-being, such as personal characteristics (e.g., resilience level, personality traits) or external factors (e.g., organizational culture, economic conditions). Therefore, future research should consider the complex mechanisms of employees’ well-being.

This study offers new research paths, extending beyond exploring the relationship between the work environment and well-being to examine contextual and social variables that may significantly influence the observed outcomes. Future research should explore these additional aspects using mixed methodologies and including longitudinal perspectives to examine how these relationships change over time. Integrating multiple data sources and considering multiple variables would provide a more comprehensive view of the phenomenon and could support the development of optimal strategies for improving employees’ well-being.

Moreover, considering the challenges posed by the digital era and the adoption of hybrid work models, future research could examine how digital work environments influence employee satisfaction compared to traditional work settings.

6. Conclusions

Employees’ well-being is a multidimensional construct shaped by physical, psychosocial, and organizational factors. This study addresses the research question by demonstrating how the physical and social work environment, organizational characteristics, intrinsic job aspects, and employee perspectives influence well-being in the Romanian context. It highlights the mediating role of intrinsic job aspects and perspectives, showing that perceptions of autonomy, recognition, and meaningful work are central to fostering resilience and sustainable engagement. These findings refine the Job Demands–Resources (JD-R) theory by emphasizing the importance of intrinsic resources in mitigating workplace stress and enhancing well-being.

By focusing on Romanian employees, this study offers a culturally specific perspective that enriches the discourse on workplace well-being. The findings reveal that intrinsic job aspects and employee perceptions play a particularly critical role in shaping well-being in contexts undergoing socio-economic transitions. This cross-contextual relevance invites further exploration of how local and global workplace practices can mutually inform strategies for enhancing well-being.

This study also carries important practical implications, underscoring the necessity of designing interventions that address physical infrastructure and psychosocial dynamics. Investments in favorable working conditions safeguard employees’ well-being and yield long-term organizational and societal benefits. These results call for a proactive approach, wherein organizations prioritize an integrative view of well-being as integral to sustainable performance.