The Effects of Wellbeing Oriented HRM, Workload, Job Satisfaction, Burnout on Employee Performance in State-Owned Banks
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The increasingly competitive nature of the banking industry compels companies to maintain high-quality employee performance amidst intense pressure to meet work targets and the dynamics of the modern workplace. This environment drives companies to look beyond corporate achievements and prioritize employee wellbeing, job satisfaction, and psychological health to ensure sustainable productivity. This study aims to analyze the impact of well-being-oriented HRM and workload on job satisfaction, burnout, and employee performance. A quantitative approach was employed, using purposive sampling to survey 115 permanent employees in the marketing division of a state-owned bank in Jakarta. The data were analyzed using multiple linear regression with the Statistical Package for the Social Sciences (SPSS) software. The results indicate that well-being-oriented HRM and job satisfaction have a positive and significant effect on employee performance. On the other hand, workload does not have a significant effect on employee performance. Meanwhile, burnout was found to have a positive and significant effect on employee performance. Collectively, the independent variables Wellbeing oriented HRM, workload, job satisfaction, and burnout) influence employee performance. The study demonstrates that employee performance is shaped not only by work demands but also by the company's ability to foster well-being and a supportive work environment. These findings offer practical implications for banking companies regarding the design of human resource management strategies that prioritize employee well-being and workload management to sustain performance quality. Future research is encouraged to expand the geographical and sectoral scope and incorporate additional variables to gain a more comprehensive understanding of the factors influencing employee performance.
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