of private sector employees aged 21 and above participated through standardized instruments, including the 18-

item Ryff’s Psychological Well-Being Scale (1995) and a validated Work Performance Questionnaire. Data were

analyzed using ANOVA and regression analysis. The findings indicate no statistically significant differences in

PWB and WP across demographic groups (p > 0.05). However, regression analysis reveals a significant

but negative relationship between PWB and WP (β = –0.232, p = 0.008), suggesting that higher PWB does not

necessarily correspond to higher work performance in this sample. The discussion highlights the complex nature

of this relationship, influenced by contextual factors such as stress levels, leadership support, and organizational

culture. The study underscores the need for organizations to implement holistic mental health initiatives that

balance emotional well-being with performance expectations. In conclusion, fostering psychological well-being

remains essential for enhancing motivation, engagement, and long-term productivity among employees in

and overall company success. An employee's ability to manage stress, work cooperatively with others, and

provide exceptional performance is based upon their emotional, social, and psychological elements of

psychological well-being (Danna & Griffin, 2021). This growing attention can be attributed, in part, to a better

knowledge of the detrimental effects that workplace stress, burnout, and mental health conditions have on

organisational performance.

Despite the growing awareness of mental health's importance, many organisations still fail to adequately address

the factors that influence psychological wellbeing, such as work stress, burnout, and poor work-life balance.

This gap presents a significant challenge, as research consistently shows that poor psychological wellbeing leads

to lower productivity, reduced job satisfaction, higher absenteeism, and increased turnover (Hakanen &

is a strong predictor of organizational citizenship behavior (OCB), which contributes to a cooperative and

productive work environment (Johnson & Smith, 2022).

In summary, psychological well-being plays a critical role in enhancing work performance. Employees who

experience positive mental health are more engaged, motivated, and capable of managing stress, leading to

increased efficiency and creativity in their work. Organisations that prioritise psychological well-being foster a

supportive environment that not only boosts individual performance but also enhances overall team dynamics

and workplace morale.

a person is able to reach their full potential, perform well, and manage everyday challenges. Psychological well-

being has been connected to greater physical and mental health as well as a longer life expectancy. It is thought

to be essential for overall health and happiness.

Work performance is a measure of how well employees fulfil their job duties, accomplish their goals, and

accomplish the results that they want. It shows that an employee's work performance is determined by how

successfully they execute their duties in terms of quantity, quality, and amount of time spent on them (Mihaleche,

2022). A mix of productivity, quality of job, career involvement, and job satisfaction measures are examples of

objective and subjective characteristics that may be used to quantify work performance (Darvishmotevali and

Ali 2020).

The main component of PERMA is introduced by Seligman (2008) and it consist of Positive Emotion,

Engagement, Relationship, Meaning, and Accomplishment. However, Slavin et. Al. (2012) suggested that

PERMA can potentially viewed for developing a healthy organisational culture setting. Donaldson et al. (2022)

carried out a thorough systematic literature review, meta-analysis, and a variety of qualitative assessments based

on Seligman's (2008) fourth criterion. The four additional building blocks are Physical Health, Mindset, Work

Environment, and Economic Security.

analysing data should be organised to reduce the consequences of the researcher's own beliefs and assumptions

(Hasan, 2024). According to Hasan (2024) also added, using sampling techniques, online questionnaires, online

polls, and surveys are sent to respondents as part of quantitative research to gather data. The target respondents

of this research are private sector employees from Klang. Other than that, Klang is one of the developing districts

in Selangor and consists of 1,088,942 residents (DOSM, 2024). 67.8% (738,303) of the residents are employed

Purposive sampling is a non-probability sampling technique commonly used in research to select a subset of the

population based on specific criteria relevant to the research objectives. The specific groups chosen from the

population to be included in the research are referred to as the sample elements. Employees in the private sector

who are at least 21 years old and who are part of the Klang population of interest are the sampling elements for

this study. This method is particularly useful when researchers aim to gain in-depth insights from individuals

research concludes with the final submission. This prepared timeline is to make sure that the process of the

research will be systematic that covers all stages from the beginning to final report.

To measure the impact of

psychological well-being toward work performance among private sector employee in Klang, the researcher

will be using the standardised questionnaire. The questionnaire will be included with validated scales such as

18-item Ryff’s Psychological Wellbeing Scale and Work Performance Survey Questionnaire. Demographic data

of the respondent will be included as well such as gender, age, type of work, and year of experience.

exceed the .05 significance threshold, the results suggest that group membership does not have a meaningful

impact on employees’ psychological well-being or their work performance. In other words, variations in these

variables cannot be attributed to differences between the groups. These findings imply that other factors—such

as individual psychological resources, leadership environment, or workplace culture—may play a more

substantial role in influencing both psychological well-being and performance outcomes.

Table 2 Analysis of Regression

performance (WP). The model was statistically significant, F(1,127) = 7.21, p = .008, indicating that PWB

significantly predicted WP. The regression coefficient for PWB was negative and significant (B = –0.303, t = –

2.69, p = .008), suggesting that higher psychological well-being was associated with a slight decrease in work

performance. The standardized coefficient (β = –0.232) indicates a moderate negative relationship. The intercept

(B = 27.736, p < .001) represents the expected level of work performance when PWB is zero. These findings

suggest that psychological well-being exerts a significant but negative influence on work performance within this

sample of private-sector employees.

The non-significant ANOVA results indicate that there were no meaningful differences in psychological well-

being or work performance across the different groups examined. This implies that employees, regardless of

how well-being influences performance outcomes across different workplace contexts. Regarding gender,

contemporary findings are nuanced. A 2024 multi-group SEM study using the HERO model reports that, while

women perceived more resources (and consequently greater well-being and job performance), core resource–

well-being–performance relationships held across genders, suggesting generalizability of the well-being–

performance mechanism. This aligns with longitudinal and review evidence indicating that well-being–

performance links are broadly consistent, even as contextual factors (e.g., resources, trust, leadership) shape

magnitudes. At the organizational level, leaders and climates that promote health and trust can amplify the well-

being performance pathway. Recent reviews and empirical work highlight that supportive leadership and trust

in supervisors strengthen satisfaction and performance outcomes associated with PWB again pointing to

11. Hasan, K. (2024). Quantitative Methods in Social Science Research: Systematic Review of Content

12. Johnson, R., & Smith, P. (2022). Psychological well-being as a predictor of organizational citizenship

13. Leka, S., & Nicholson, P. (2021). Promoting mental health at work: New developments and challenges.

14. Mihalache, Mashiho, a Oli R. Mihalache. (2022). “How Workplace Support for the COVID ‐ 19

16. Ryff, C. D., & Keyes, C. L. M. (1995). The structure of psychological well-being revisited. Journal of

17. Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of