Workplace Happiness and Fulfillment: The Interplay of Eudemonic and Hedonic Well-Being Among University Employees in Kenya

Workplace happiness and fulfillment are increasingly vital within higher education institutions, particularly in complex and demanding environments. This study explores the relationship between hedonic and eudaimonic well-being and their influence on workplace happiness and job satisfaction among university employees in Kenya. A cross-sectional survey targeting academic and administrative staff from the University of Nairobi, Moi University, and Maseno University was conducted. Using Hayes’ PROCESS Model 6, the study examined serial mediation and moderating effects of organizational factors.Findings indicate that hedonic well-being significantly predicts eudaimonic well-being (R² = 0.392, p < 0.001), and both dimensions influence workplace happiness (R² = 0.636, p < 0.001), with forward-looking attitudes being particularly impactful. Eudaimonic well-being partially mediates the relationship between hedonic well-being and workplace happiness (R² = 0.667, p < 0.001). Further, hedonic well-being predicts job satisfaction directly (R² = 0.469, p < 0.001), with the hedonic work environment contributing positively (p = 0.005). When eudaimonic well-being and workplace happiness are added to the model, predictive power improves (R² = 0.697, p < 0.001), with both emerging as significant predictors (p = 0.001). Interestingly, while the hedonic work environment remains significant (p = 0.013), forward-thinking attitudes show a negative effect (p = 0.042).Organizational factors such as leadership style, support, and development opportunities significantly moderate the relationship between well-being and job satisfaction. The results support the Job Demands-Resources Model and Self-Determination Theory. Institutions should integrate hedonic and eudaimonic strategies to enhance satisfaction, retention, and resilience among employees.