Exploring The Role of Corporate Wellness Programs in Improving Employee Job Satisfaction in Selected Automotive Companies in Kenya

Abstract

Corporate wellness programs have emerged as critical organizational strategies for enhancing employee well-being and job satisfaction in demanding work environments. This study aimed to examine the role of corporate wellness programs in improving employee job satisfaction in selected automotive companies in Kenya, guided by the Job Demands–Resources (JD-R) Model and self-determination theory. Specifically, the objectives were to analyze the types of wellness programs implemented, assess levels of job satisfaction among employees, examine the relationship between program participation and job satisfaction and identify organizational factors that facilitate or hinder program integration. The study focused on Peugeot Kenya, Oriel Limited, and Gota Limited (Subaru Kenya), targeting a population of 172 employees across the three companies. A convergent parallel mixed-methods design was adopted targeting 156 employees and 6 management representatives. Stratified random sampling was used for the employee survey, while purposive sampling selected management participants. Data were collected using structured questionnaires and semi-structured interviews. Quantitative data were analyzed in SPSS Version 28 using descriptive statistics and Chi-square tests per objective, while qualitative data were analyzed thematically. The findings revealed that health screenings dominated wellness offerings (91%), while psychological interventions were minimal (14.7–28.8%). Employees reported moderate-to-high satisfaction driven by intrinsic factors such as teamwork and purpose, but dissatisfaction with extrinsic factors including compensation (43%) and career growth (50.7%). Chi-square results confirmed significant associations between wellness program types (χ²=187.342, p=0.000), organizational factors (χ²=245.678, p=0.000), and participation levels (χ²=156.894, p=0.000) with job satisfaction, with organizational factors showing the strongest influence. Leadership commitment was high (80.7%), while resource inadequacy and accessibility barriers remained major challenges. The study concludes that although automotive companies demonstrate commitment to employee wellness, implementation remains incomplete due to limited resources, accessibility challenges, and structural gaps. It recommends that organizations expand wellness portfolios to include mental health and stress management interventions, increase budget allocations, enhance participation accessibility, and establish monitoring systems. Policymakers should develop workplace wellness standards, tax incentives, and evaluation frameworks to promote employee well-being and sustainability within Kenya’s automotive sector.