<![CDATA[Employee well-being has become a critical concern for organizations aiming to sustain productivity, reduce turnover, and enhance overall performance in increasingly demanding work environments. This study examines the effect of workload, emotional intelligence, and work–life balance on employee well-being, integrating both organizational and individual perspectives. Drawing on contemporary theoretical frameworks such as the Job Demands–Resources (JD-R) model and emotional intelligence theory, the research investigates how job demands (workload) and personal and contextual resources (emotional intelligence and work–life balance) interact to influence employees’ psychological and emotional states. A quantitative research design was employed, utilizing survey data collected from employees across various sectors. Statistical analyses, including multiple regression, were conducted to assess the relationships among variables. The results reveal that workload has a significant negative effect on employee well-being, indicating that excessive job demands can lead to stress, fatigue, and reduced life satisfaction. In contrast, emotional intelligence shows a positive and significant influence, suggesting that individuals with higher emotional awareness and regulation skills are better equipped to cope with workplace pressures and maintain well-being. Similarly, work–life balance demonstrates a strong positive relationship with employee well-being, emphasizing the importance of maintaining equilibrium between professional responsibilities and personal life. Among the predictors, work–life balance emerges as the most influential factor, followed by emotional intelligence, while workload remains a critical risk factor. These findings contribute to the existing literature by highlighting the combined impact of job demands and personal resources on well-being in a modern organizational context. Practically, the study suggests that organizations should implement strategies to manage workload, foster emotional intelligence through training and development programs, and promote policies that support work–life balance. Such integrated efforts can enhance employee well-being, leading to improved organizational outcomes. Future research is recommended to explore longitudinal effects and potential mediating or moderating variables to deepen understanding of these relationships.]]>
