This study investigated the relationships among employee well-being, absenteeism, and individual performance at a major South African financial services institution. Using quantitative analysis of survey data from 98 employees across three portfolios, the research revealed strong correlations between engagement and performance (r=0.824, p < .001), well-being and performance (r=0.653, p < .001), and engagement and well-being (r=0.712, p < .001). The study identified significant generational variations, with Millennials showing the strongest engagement-performance correlation (r=0.892) among all age cohorts. The study also revealed significant gender-based variations in these relationships, with female employees showing stronger correlations between wellbeing and performance (r=0.712) compared to male employees (r=0.594), and different patterns of engagement across organizational levels. Leadership effectiveness (r=0.687, p < .001) and organisational support (r=0.623, p < .001) emerged as critical factors facilitating alignment between these variables. Portfolio-specific analysis revealed that Finance & Value Management demonstrated the strongest overall alignment (η²=0.28), followed by Legal (η²=0.25) and People & Culture (η²=0.22). The findings extend the Job Demands-Resources model while providing practical implications for managing multigenerational workforces in the banking sector. The research contributes to both theoretical understanding and practical management of employee well-being and performance in financial institutions.

Keywords

Employee well-being, Absenteeism, Individual Performance 3, Job demand resources and Management.