The objective of the present study was to examine the perceptions of employees who have participated in workplace health promotion (WHP) initiatives, more specifically, whether the employees perceived the WHP initiatives to have an impact on their well-being, general health or work. Furthermore, the effect of WHP initiatives on the relationship between job demands-resources and positive work outcomes, namely employee resilience, engagement, well-being and affective organisational commitment, was investigated. This study collected perceptions from 107 employees, all of whom were employed in organisations which had engaged in WHP initiatives. MultipleThe objective of the present study was to examine the perceptions of employees who have participated in workplace health promotion (WHP) initiatives, more specifically, whether the employees perceived the WHP initiatives to have an impact on their well-being, general health or work. Furthermore, the effect of WHP initiatives on the relationship between job demands-resources and positive work outcomes, namely employee resilience, engagement, well-being and affective organisational commitment, was investigated. This study collected perceptions from 107 employees, all of whom were employed in organisations which had engaged in WHP initiatives. Multiple hierarchical regression analyses were performed. Two significant interactions were found – the perception the WHP initiative had an impact on well-being and work had a moderating effect on the relationship between work overload and employee resilience. These findings have implications for organisations developing WHP initiatives targeted at improving the health and well-being. Further investigation of a wider span of perceived impacts and a more targeted examination, such as the type of WHP initiative completed, or the time that the employee spent doing the initiative is warranted. hierarchical regression analyses were performed. Two significant interactions were found – the perception the WHP initiative had an impact on well-being and work had a moderating effect on the relationship between work overload and employee resilience. These findings have implications for organisations developing WHP initiatives targeted at improving the health and well-being. Further investigation of a wider span of perceived impacts and a more targeted examination, such as the type of WHP initiative completed, or the time that the employee spent doing the initiative is warranted.