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Article history: Received: October 15 2019 Received in revised format: October 28 2019 Accepted: November 3, 2019 Available online: November 5, 2019 In the beginning of the fourth industrial revolution, competition in acquiring and retaining best talents in concert with talents’ unfamiliarity of what they will face and obtain in the course of working at a company are two major problems. It is essential for a company to make its employees satisfied and pleased with their jobs. These very satisfaction and pleasure are hoped to serve as a key for motivating employees to perform and contribute their best for the company. Numerous research studies have proven the positive effect of work well-being on job performance, but the findings came with inconsistencies and controversies. This fact has caused reluctance in a good many companies to invest in their employees’ work well-being. A survey of 509 millennial employees in the Indonesian startup digital industry was conducted in this research. The results show that employee’s work well-being had a significant, positive effect on job performance. Theoretically, this research has contributed in responding to inconsistencies in literature. It is hoped that this research will also offer practical contribution to individual employees as well as human resources department and increase company executives’ confidence in making organization-related strategic decisions to attain sustainable performance. Finally, we propose a number of intervention suggestions for performance improvement through work well-being. © 2020 by the authors; licensee Growing Science, Canada

Creating sustainable performance in the fourth industrial revolution era: The effect of employee’s work well-being on job performance