Employee well-being has emerged as one of the core areas of research because of its strategic importance for both organizational and individual outcomes. Despite its importance, it is not clearly explained the theoretical mechanisms that intervene and explain the link between job resources, work engagement, and employee well-being. Given the paucity of literature on this topic, this conceptual review demonstrates a model that indicates that a system of healthy workplace practices, namely employee involvement, health and safety, work-life balance, employee growth and development, employee recognition, along with self-efficacy on work engagement, which subsequently leads to improvement in employee well-being. Furthermore, workload, conceptualized as a demand, moderates the effect of healthy workplace practices and self-efficacy on work engagement. When workload is high, these resources have a stronger positive influence on engagement, whereas limited resources under high demand may lead to disengagement. Anchored in the Job Demands-Resources (JD-R) theory, this study offers actionable strategies for both researchers and practitioners to create a more conducive and balanced workplace, ultimately driving employee well-being and organizational performance.
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