A Review of Workplace Well-Being and Employee Performance of Public Sector in Malaysia

This paper reviews the literature on employee performance in the public sector to understand leadership values, enhance workplace productivity, and reduce absenteeism. The study targets administrative public officials from the Managerial Level in Federal Ministries, excluding top management. Literature gaps are highlighted as the basis for the proposed framework and theories. This study evaluates the link between quality of working life, emotional demands, value-based leadership, and employee performance. This aligns with the Job Demands-Resource (JD-R) Theory, which highlights the impact of job demands and resources on workplace dynamics. By illustrating these links, the framework enhances understanding of how these elements affect employee performance. The constructs will be assessed using a seven-point Likert Scale, which ranges from “Strongly Disagree†to “Strongly Agree†, with data collection and response collection conducted online. The preliminary data will be analysed using SPSS 29.0 and PLS-SEM 4.0, with a basic random sample method. The literature review identifies research gaps in the JD-R theory, emphasising the significance of well-being and motivation as predictors of employee performance. It also highlights the scarcity of empirical studies on value-based leadership’s impact on Malaysian public sector employees. It was concluded that the literature review reveals the importance of studying employee performance in the public sector, representing a new context in Malaysian employee performance research.