Implementation of Occupational Health Management to Improve Employee Well-Being and Productivity

Abstract

Occupational Health Management (OHM) has become an essential organizational strategy for ensuring employee well-being while simultaneously improving productivity. In many workplaces, employees face physical, mental, and psychosocial risks that negatively affect performance outcomes. This study aims to explore the role of OHM in enhancing employee well-being and productivity, with particular attention to the Indonesian context where cultural, structural, and economic challenges often limit the adoption of comprehensive health programs. Using a qualitative literature review method, this study synthesizes findings from national and international journals, official reports from the World Health Organization (WHO) and International Labour Organization (ILO), and other relevant sources. Data were collected systematically through academic databases and analyzed using content analysis to identify recurring patterns, conceptual linkages, and research gaps. The results reveal that OHM has a direct impact on physical health through ergonomics and preventive screenings, on mental health through stress management and counseling programs, and on psychosocial well-being through supportive leadership and fair treatment. These dimensions of well-being, in turn, function as mediating factors that reduce absenteeism, presenteeism, and turnover, thereby strengthening productivity. Evidence from Indonesian companies shows that structured OHM practices—such as workplace safety programs, periodic health checks, and peer-support systems—can reduce health-related productivity losses and improve task performance. However, barriers such as resource limitations, lack of managerial awareness, and stigma around mental health remain significant. Overall, OHM represents not only a compliance requirement but also a strategic framework for aligning worker welfare with organizational performance.