Employee Well-Being and Job Performance among Remote Workers in Kigali City, Rwanda
DOI:
https://doi.org/10.31305/rrijm.2025.v10.n9.026Keywords:
Employee Well-Being, Job Performance, Remote WorkersAbstract
This study investigated the relationship between employee well-being and job performance, with a particular focus on remote workers from selected organizations in Kigali City, Rwanda. The primary objective of the study was to assess the influence of psychological well-being, physical health, social well-being, and work-life balance on job performance. In addition, the study examined the moderating role of motivation, job satisfaction, and employee engagement in this relationship. A cross-sectional descriptive research design was adopted, using a predominantly quantitative approach. The target population consisted of 472 remote employees. A representative sample of 217 respondents was determined using Yamane’s formula and selected through stratified, random, and purposive sampling techniques. Data were collected using structured questionnaires and semi-structured interviews and analyzed through descriptive and inferential statistical methods, including multiple linear regression. The findings revealed that psychological well-being was the strongest predictor of job performance (β = 0.368, p < 0.01; Mean = 4.40; SD = 1.08), followed by physical health (β = 0.291, p < 0.05; Mean = 4.41; SD = 1.14). Work-life balance also showed a positive and significant influence (β = 0.254, p < 0.05), as did social well-being (β = 0.239, p < 0.05). Collectively, the four dimensions of well-being accounted for 71.2% of the variance (R² = 0.712) in job performance among remote workers. Moreover, moderating factors such as motivation, job satisfaction, and engagement enhanced the strength of these relationships, with highly motivated employees reporting better adaptability and higher self-rated performance (Mean = 4.54; SD = 0.83). Overall, 84% of respondents rated their job performance as excellent, very good, or good, highlighting the potential of well-structured remote work arrangements to boost productivity. However, challenges such as work-life boundary blurring, occasional isolation, and limited access to wellness initiatives were also reported. These findings underscore the need for organizations to invest in robust employee well-being strategies, including mental health support, flexible scheduling, social connectivity initiatives, and physical wellness programs, in order to sustain productivity in remote work settings.
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