The Impact of Coaching and Meaningful Work on Employee Engagement: Mediating Role of Well-Being

Abstract

This study explores the impact of coaching and meaningful work on employee engagement, with employee well-being (EWB) as a mediating variable, within the context of a multinational consulting firm in Indonesia. The research seeks to address the gap in the literature by integrating these factors and examining their interrelationships in the professional services sector, particularly in Southeast Asia, where employee engagement levels remain relatively low. Using a quantitative approach, data were collected from 200 respondents through an online survey, measuring the variables of coaching, meaningful work, employee well-being, and employee engagement. The results show that both coaching and meaningful work have a significant positive impact on employee engagement, with employee well-being playing a critical mediating role in these relationships. Specifically, coaching enhances employee engagement by improving motivation, emotional attachment, and sense of ownership, while meaningful work increases engagement by providing a sense of purpose and contribution. Additionally, employee well-being significantly mediates the effect of both coaching and meaningful work on employee engagement. These findings emphasize the importance of a holistic approach to managing human resources, where coaching and the meaningfulness of work are key strategies to enhance engagement and improve organizational performance. The study offers valuable insights for HR managers to design more effective employee engagement strategies in high-pressure work environments, such as consulting firms, and contributes to the broader understanding of employee well-being as a crucial factor in driving engagement.