The relationship between wellness and support staff performance at the University of KwaZulu-Natal.

Abstract

This study explores how various dimensions of well-being influence the performance of support staff at the University of KwaZulu-Natal (UKZN). This well-being amongst organisation's staff can have a significant effect on the functioning of that business as well as the output and perception of the business or institution. It is for this very reason that the study undertaken navigated how a business or institution can consider its staff and its personnel’s state of mind when it comes to their overall well-being. The research was guided by five objectives that examined physical, mental, psychological, and social well-being, as well as the effectiveness of institutional well-being programmes. As such, the study looked to scrutinise the relationship between support staff employed within UKZN and their well-being, and in turn how this may have an impact on their work performance. The study applied a qualitative research approach, using a structured face-to-face interview schedule comprising twelve participants who were selected from three support divisions within the institution, namely the Human Resources department, the Finance department and lastly the Information and Communication Services department. From the sample of twelve participants, all twelve participants agreed to participate in the interview schedule. The findings revealed that overall well-being significantly affects job performance, with mental and psychological factors being most influential. Clearly, from the findings recorded in the qualitative data, it was evident that the support staff placed a huge emphasis on their overall well-being and how this affected their work performance as a result. A key criticism was the fact that the institution is not doing enough to either promote the initiatives on offer as well as advertise all the wellness offerings that are available to staff. The study recommends that UKZN enhance its wellness initiatives and provide greater managerial support to sustain staff well-being. However, the qualitative design and small sample size limit the generalisation of findings to broader populations.