Handbook of Organization Measurement
Employee Well-Being
construct.employee_well_being
How it’s measured operationally
Beyond survey measurement, this construct is also tracked as an operational metric from records:
A survey-based composite of wellness items capturing employee well-being, including burnout and work-life balance.
Survey-based composite of well-being items · index§3The math on what we know
Synthesized priors from the live registry: pooled r, studies (k), total N, top study grade, and heterogeneity. Rows flagged for heterogeneity or single-study evidence are directional, not settled — read them as a central tendency.
What drives employee well-being
| Predictor | r | k | N | Grade | Confidence |
|---|---|---|---|---|---|
| Job Satisfaction | +0.40 | 2 | 268,045 | A | — |
What employee well-being predicts
| Outcome | r | k | N | Grade | Confidence |
|---|---|---|---|---|---|
| Work Engagement | +0.45 | 1 | 21,927 | C | single study |
| Burnout | −0.45 | 1 | 50 | C | single study |
| Job Satisfaction | +0.44 | 1 | 50 | B | single study |
| Task Performance | +0.36 | 2 | 8,371 | A | coherent |
| Turnover Intention | −0.25 | 1 | 35,587 | B | single study |
§4As a model node
Where employee well-being sits when you drop it into a model — what feeds it, what it moves. Read left to right as a small, actionable causal claim.
Inputs (drivers)
- Job Satisfaction+0.40
→
Employee Well-Being
→
Outputs (outcomes)
- Work Engagement+0.45
- Burnout−0.45
- Job Satisfaction+0.44
- Task Performance+0.36