THE SUSTAINABILITY OF WORKERS' WELLBEING, ENVIRONMENTAL, AND ORGANIZATIONAL PERFORMANCE

Rotimi Owoade
University of Winnipeg
Victoria Grainger
Wellness Works Canada
Rudan Deng
University of Winnipeg
ABSTRACT
In the face of escalating global pressures—ranging from climate change to evolving
workforce expectations—organizations are increasingly called upon to reconcile profitability with
social and environmental responsibilities. This study explores the intersection of worker well-being,
environmental sustainability, and organizational performance, drawing from an “integrative review
“of 20 empirical and theoretical studies. Anchored in frameworks such as the Job Demands-
Resources (JD-R) model, Self-Determination Theory (SDT), Social Identity Theory (SIT), and the
Triple Bottom Line (TBL), the analysis revealed that employee-centered well-being initiatives and
sustainability-driven practices are not only complementary but also synergistic in enhancing
innovation, engagement, and retention.
The findings of this study indicated that enriched job design, psychological safety,
participatory green initiatives, and integrated environmental, social, and governance (ESG)
strategies contribute to resilient workplace cultures and measurable performance gains. Moreover,
the role of leadership, industry type, and organizational culture emerges as critical in shaping these
outcomes. This study proposed a systems-based approach to sustainable human resource
management (HRM), emphasizing context-specific, participatory, and value-aligned strategies that
position well-being and sustainability as dual pillars of organizational success.
Keywords: Environmental sustainability, organizational performance, sustainable model, Self-Determination Theory,
Psychological Safety, employee engagement, environmental social governance, Integration systems, approach, leadership