The issue of employee loyalty has turned out to be a burning issue to organisations who want to achieve sustained performance in the ever competitive and dynamic working environment. In the face of the decline of conventional transactional employment associations, organisations are looking to workplace well-being as an organizational tactic to initiate long-term dedication among employees. The paper will identify the relationship between the well-being in the workplace and worker loyalty and the study will be based on the conceptualisation of job satisfaction as a mediating variable, and organisational culture as a moderating variable. A research design that was used was quantitative and cross-sectional research design; data were gathered on 250 full-time employees in medium and large organisations in different industries. The proposed hypotheses were tested with the help of the structural and regression-based analysis with SPSS. The results show that the dimensions of workplace well-being, which include work-life balance, reward and recognition, leadership support, and healthy work environment, have high positive impacts on employee loyalty. The connection between well-being at the workplace and employee loyalty is partially mediated by job satisfaction, which suggests that well-being programs increase direct and indirectly the levels of employee loyalty through job satisfaction. Moreover, the organisational culture has a strong moderating effect on the relationship between job satisfaction and employee loyalty, where it has a strengthening effect in favourable cultural environments. By providing an integrated model to explain the psychological and contextual processes in which the notion of well-being in the workplace promotes loyalty among the employees, the study contributes to the literature in organisational behaviour and human resources management. The implications in practical terms of designing culturally compatible well-being strategies are presented