Exploring well-being practices and needs in the Armed Forces of Malta

Abstract

The well-being of military personnel is fundamental to operational readiness, resilience, and long-term job satisfaction. This research examines how private sector practices can be adapted to improve whole-person well-being within the Armed Forces of Malta (AFM). To achieve the objective of this study, eight semi-structured interviews were conducted with various personnel from the Armed Forces of Malta and the collected data was analysed by means of Thematic Analysis (Braun & Clarke, 2006). Findings suggest that, whilst physical fitness is highly prioritised within the AFM, mental, emotional, and spiritual well-being remain underdeveloped. This gap is attributed to stigma, insufficient leadership education and a lack of wellbeing strategies in the workplace. Drawing from effective private sector models, the study highlights key approaches such as mental health support, resilience-building, flexible work arrangements, and family-based well-being strategies. Leadership development, stigma reduction and access to anonymous counselling emerge as essential drivers in fostering a supportive organisational culture. Additionally, the study underscores the importance of a proactive approach to well-being where preventive measures are integrated into training programs, leadership development and daily work routines. Organisational commitment to well-being is shown to be essential for reducing burnout, increasing retention and enhancing workplace morale. The research asserts that whole person well-being not only improves health but also enhances operational performance, personnel retention and overall mission success. By incorporating best practices from the private sector, the AFM can cultivate a more resilient, engaged and mission-ready workforce whilst also ensuring long-term job satisfaction and sustained preparedness to meet future challenges in an evolving operational landscape which requires adaptability and continuous improvement