International Journal For Multidisciplinary Research

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High-Commitment Work Systems' Impact On Employee Well-Being: Analyzing Organizational Support's Mediating Roles And Work-Life Balance In Klang Valley-Based Companies

Author(s) Dr Thilageswary Arumugam, Nisa Ardina Nazari
Country Malaysia
Abstract This research explores the relationship between a high-commitment work system (HCWS) and employee well-being with the mediating roles of organisational support and work-life balance in companies in the Klang Valley, Malaysia. This study aims to examine the impact of a high-commitment work system on the well-being of the employees. Additionally, the researchers are examining two potential elements that may mediate the situation: organisational support and work-life balance. This study aims to clarify the indirect mechanisms through which HCWS impacts employee well-being, particularly regarding organisational support and work-life balance. A survey was conducted in the Klang Valley area, Kuala Lumpur, Selangor, and Putrajaya, and responses were collected from 100 participants. The data was then analysed using SPSS 27.0 software to determine the direct and indirect correlation between the variables. The findings indicate that there was evidence that HCWS impacts employee well-being, organisational support and work-life balance. This study emphasises the significance of HCWS as a valuable approach to enhancing employee performance across various industries. The implications of the results are analysed, and the potential areas for future research are suggested.
Keywords high-commitment work system, work life balance, organisational support
Field Business Administration
Published In Volume 6, Issue 5, September-October 2024
Published On 2024-09-21
Cite This High-Commitment Work Systems' Impact On Employee Well-Being: Analyzing Organizational Support's Mediating Roles And Work-Life Balance In Klang Valley-Based Companies - Dr Thilageswary Arumugam, Nisa Ardina Nazari - IJFMR Volume 6, Issue 5, September-October 2024. DOI 10.36948/ijfmr.2024.v06i05.27615
DOI https://doi.org/10.36948/ijfmr.2024.v06i05.27615
Short DOI https://doi.org/g4qmqw
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