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Advances in Social Sciences Research Journal – Vol. 8, No. 9
Publication Date: September 25, 2021
DOI:10.14738/assrj.89.10873. Alghamdi, M. A. A., Ng, S., Ho, J. A., Ramachandran, S., & Abdulsamad A. (2021). Antecedents and Consequences of Employee Well- Being: Empirical Study on Saudi Aramco. Advances in Social Sciences Research Journal, 8(9). 256-277.
Services for Science and Education – United Kingdom
Antecedents and Consequences of Employee Well-Being:
Empirical Study on Saudi Aramco
Mansour Ali A. Alghamdi
Ph.D. Candidate; School of Business and Economics
UPM, Malaysia
Siew-Imm Ng
Ph. D, School of Business and Economics
UPM, Malaysia
Jo Ann Ho
Ph. D, School of Business and Economics
UPM, Malaysia
Sridar Ramachandran
Ph. D, School of Business and Economics
UPM, Malaysia
Akram Abdulsamad
Ph.D. Candidate; School of Business and Economics
UPM, Malaysia
Lecturer; Faculty of Economics
Political of science, University of Aden, Yemen
ABSTRACT
This study addresses how employee well-being and knowledge sharing behavior
can be managed within challenging work factors in the workplace environment.
Besides identifying antecedents to well-being, it also seeks to examine the impact
of well-being (psychological, physical, and social) on knowledge sharing behavior
(tacit and explicit). The methodology of research in the present study is
quantitative. The survey technique was used in data collection, it was conducted
among 362 Saudi Aramco employees using the judgmental sampling method. Smart
PLS was used for analyzing data. The findings illustrated that 1. Job hazards were
found to affect the physical well-being of employees significantly. 2. As a result of
improvement in physical and social well-being, better knowledge-sharing behavior
in both tacit and explicit dimensions was demonstrated. In specific, tacit
knowledge-sharing behavior is motivated more by physical well-being while
explicit knowledge-sharing behavior is by social well-being. 3. Workplace conflict
is found positively related to social well-being, contradicting hypothesized
relationship. This seems to indicate Saudi Aramco employees embrace differences
in view, beliefs, and feelings at work, and open discussion of conflicts enhances their
social well-being. This study provides ideas to human resource management on
strategies to enhance employee well-being for improved knowledge sharing
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Alghamdi, M. A. A., Ng, S., Ho, J. A., Ramachandran, S., & Abdulsamad A. (2021). Antecedents and Consequences of Employee Well-Being: Empirical
Study on Saudi Aramco. Advances in Social Sciences Research Journal, 8(9). 256-277.
URL: http://dx.doi.org/10.14738/assrj.89.10873
behavior. Also, managers are encouraged to use open debates of differing views to
resolve work matters professionally. This study deviates from current employee
well-being studies by recognizing three different types of employees well beings
(psychological, physical, and social) that contribute differently to knowledge
sharing behavior. Also, it identifies factors that determine employee well beings.
Keywords: Saudi Aramco, Employee well-being, Challenging work factors, Knowledge
sharing behavior
INTRODUCTION
Owing to changes in the domestic and global economy, increased competition, and the rapid
rate of technological change, more organizations in the 21st century, are giving employee well- being more prominence. Many research studies on employee well-being have been explored in
recent decades by multiple researchers based on their various motives, recognitions, and points
of view. Maslow's hierarchy of needs (1970)[See. 1], DeNeve and Cooper's goal-directed
behavior (1998)[See. 2], and Heady and Wearing's dynamic equilibrium model are among them
(1989)[See. 3]. Several researchers attempted to clarify the concepts behind employees' well- being and its outcomes [4-9]. Moreover, many concepts suggested by experts were different,
and all of them appear to conceptualize and understand employees' well-being and the
challenging work factors. According to the concept of organizational behavior, this research
reinforces Maslow's theoretical concept, organizational culture, and well-being to create an
integrative understanding of the challenging work factors that could affect individuals'
information sharing behavior in the sophisticated organizational environment like Aramco.
Maslow’s hierarchy suggests that employees’ well-being is ensured if their needs are satisfied
[10]. This model involves a set of needs in the form of a pyramid with the simplest requirements
at the base, while demands concerning self-actualization are placed at the peak. Maslow said
that every level in the pyramid is of great significance, and one would move to the next level
when the needs in the past level were satisfied. The levels are five in number, along with the
needs that are at the base [11]. Primary needs are the basic demands of life, for instance, water
and shelter. These needs determine the state of a person concerning their health and ability to
work in an organization. The next level involves safety needs which generally guarantee the
serenity of an employee. This level includes things such as job security that guarantee a long- term advantage from their respective workplaces.
Additional, employees want to be connected to maintain a sense of belonging. This involves the
sensation of focus, love, and familiarity with members of the organization in their daily
interactions in the workplace [11]. After this level is achieved, one elevates to the level of self- esteem. Employees tend to possess a need to be noticed and appreciated for their efforts and
contribution to the organization [12]. This involves gaining respect from the rest of the
employees in the organization. The elite level within this pyramid is the self-actualization level.
Within this level, employees tend to focus on perfecting their crafts and abilities. This can
involve an employee venturing to enhance their skills or perhaps learning a new set of skills
that they feel is important for their lives and well-being [13]. Aramco is the leading oil and gas
company in Saudi Arabia; it has many employees from different fields, including the area of
energy, who aspire to make a transition in their lives at one point in their careers. Satisfying
their requirements and seeking methods to go up in the job level is a huge requirement. Because