EMPLOYEE WELLBEING, CUSTOMER SATISFACTION AND ORGANIZATIONAL PERFORMANCE: AN INTEGRATED MIXED-METHODS ANALYSIS

Abstract

Employee wellbeing has emerged as a critical factor linking internal organizational dynamics with external market outcomes, particularly in shaping customer satisfaction and loyalty in contemporary management contexts. This article examines the extent to which employee wellbeing functions as a strategic driver of customer-related outcomes, addressing the research problem of whether it can be considered a key determinant of customer trust and long-term loyalty. The main objective of the study is to analyse how employee wellbeing—as a multidimensional construct encompassing engagement, motivation, and work experience—translates into measurable customer satisfaction and loyalty within an integrated empirical framework. The study adopts a mixed-methods approach, combining qualitative analysis of international secondary datasets (Gallup, Deloitte, Eurofound, PwC) with quantitative primary data collected through a survey of 162 employees across different sectors. The findings indicate a strong positive association between employee wellbeing and customer satisfaction, suggesting that higher levels of engagement, organizational support, and work–life balance are associated with improved customer trust and loyalty. The results highlight the strategic importance of investing in employee wellbeing as a driver of both internal performance and external competitiveness, offering valuable implications for managers seeking to enhance organizational effectiveness and sustainable business success.