The global shift triggered by the COVID-19 pandemic permanently altered the organizational landscape, elevating employee well-being from a secondary human resource perk to a core strategic imperative. As hybrid and remote work models become institutionalized, organizations face unprecedented challenges in maintaining employee mental health, physical vitality, and work-life balance while striving for sustainable organizational performance. Objective: This study empirically examines the relationship between employee well-being—encompassing psychological, physical, and digital/social dimensions—and multidimensional organizational performance in the post-pandemic workplace. Additionally, it evaluates the mediating role of work engagement and the moderating influence of psychological safety. Methods: A cross-sectional quantitative research design was executed across IT, financial services, and healthcare sectors (N = 384). Primary data was collected via structured Likert-scale questionnaires and analyzed using Descriptive Statistics, Pearson Correlation, and Multiple Linear Regression modeling. Results: Regression analysis revealed that psychological well-being (? = 0.382, p < 0.001), work-life flexibility (? = 0.294, p < 0.001), and physical health resources (? = 0.186, p = 0.002) serve as significant positive predictors of organizational performance (R² = 0.548, F(3, 380) = 153.42, p < 0.001). Work engagement partially mediated the relationship between well-being initiatives and overall productivity. Conclusion: Investing in holistic well-being frameworks directly correlates with enhanced organizational agility, reduced turnover intentions, and higher operational efficiency. Organizations must transition from reactive wellness policies to structurally integrated, human-centric work designs.