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This article analyzes the role of Work-Life Balance, Motivation, and Work Environment on Employee Performance in the manufacturing industry. Work-Life Balance (WLB) can be measured on time management, mental health, job satisfaction, and overall performance. Work Motivation is seen from intrinsic and extrinsic factors, while the Work Environment is seen from a conducive, safe, and comfortable atmosphere. This study uses a quantitative approach using SmartPLS. This method was chosen because of its effectiveness in testing complex causal models with many variables and its flexibility assuming data distribution. Primary data was collected from 98 employees via Google from Likert scale, using the seneus technique. Analysis includes evaluating measurement models for validity and reliability and testing hypotheses. The SEM-PLS analysis confirms that Work-Life Balance, Motivation, and Work Environment all have a positive and significant impact on employee performance. WLB showed the most dominant influence among the three factors. This research is an important factor that significantly affects employee performance. Maintaining and improving these factors, especially WLB, is essential for fostering employee motivation, a sense of security, and maximizing work output, thereby contributing to the overall success of the organization.

This study aims to analyze the influence of the physical work environment (X1), work-life balance (X2), and job satisfaction (X3) on employee performance (Y) at Grand Serela Hotel Bandung. The method used in this study is a non-probability technique with saturated sampling, with a population of 56 hotel employees. Data analysis was carried out using multiple linear regression, assisted by SPSS version 25 and Microsoft Excel 2019. The results showed that the physical work environment (X1) has a significant influence on employee performance (Y), which indicates that the physical condition of the workplace can increase employee productivity and performance. However, work-life balance (X2) does not have a significant effect on employee performance, which may indicate that other factors outside of work-life balance affect employee performance. Job satisfaction (X3) also has a significant effect on employee performance, indicating that a high level of job satisfaction can improve overall employee performance. This study provides insights for hotel management to improve employee performance through improving the work environment and increasing job satisfaction.

Flexible work arrangements (FWAs) have gained increasing attention in contemporary organizations as a strategy to enhance employee-related outcomes in dynamic work environments. This study aims to synthesize empirical evidence on the relationship between flexible work arrangements and employee outcomes through a Systematic Literature Review (SLR) guided by the PRISMA framework. A structured literature search initially identified 200 records, of which 117 peer-reviewed journal articles were retained after excluding non-journal publications. Following full-text screening and eligibility assessment, 45 empirical studies were included in the final analysis. The review reveals that flexible work arrangements are generally associated with positive employee outcomes, particularly job satisfaction, employee well-being, work–life balance, engagement, and performance, although the strength and direction of these relationships vary across organizational contexts and implementation practices. The findings highlight key research trends and methodological gaps, offering valuable insights for future research and practical implications for organizations seeking to effectively implement flexible work arrangements.A

This study investigates the effects of transformational leadership and work-life balance on job satisfaction, with employee engagement as a mediating variable, within the context of modern organizational work environments. Increasing job demands and performance pressures have raised concerns regarding employee psychological well-being, yet previous empirical findings on how leadership and work-life balance influence job satisfaction remain inconsistent. Therefore, this research aims to examine whether employee engagement serves as a psychological mechanism that explains the relationship between transformational leadership, work-life balance, and job satisfaction. A quantitative research approach was employed, with data collected through structured questionnaires using a Likert scale. The data were analyzed using Partial Least Squares–Structural Equation Modeling (PLS-SEM) to test both direct and indirect relationships among variables. The results indicate that transformational leadership has a significant positive effect on employee engagement, which subsequently has a strong positive influence on job satisfaction. However, work-life balance does not demonstrate a significant direct or indirect effect on job satisfaction in this research context. Furthermore, employee engagement is proven to fully mediate the relationship between transformational leadership and job satisfaction. In conclusion, this study highlights employee engagement as a key psychological pathway through which transformational leadership enhances job satisfaction and provides practical implications for organizations to prioritize leadership development aimed at strengthening employee engagement.

This study explores the impact of work–life balance on job performance among Generation Z employees in Jakarta, with job satisfaction as a mediating variable and family-supportive supervisor behavior as a moderating variable. Generation Z, the largest segment of Indonesia's workforce, values flexibility and supportive leadership, but their job performance often shows inconsistency. Previous studies have yielded mixed results on the relationships between work–life balance, job satisfaction, and job performance, with limited empirical evidence on the role of family-supportive supervisor behavior, particularly in Indonesia. Using a quantitative approach, data were collected from 385 Generation Z employees in Jakarta through purposive sampling. Structural Equation Modeling (SEM) with SmartPLS 4.0 was used for data analysis. Results indicate that work–life balance positively influences both job satisfaction and job performance. Additionally, job satisfaction partially mediates the relationship between work–life balance and job performance, suggesting that a better work–life balance enhances job satisfaction, which in turn improves performance. The study also shows that family-supportive supervisor behavior significantly strengthens the positive effect of work–life balance on job performance. These findings contribute to the literature by clarifying how work–life balance affects job performance among Generation Z employees and highlighting the importance of supportive leadership.

This study aims to systematically analyze the influence of Work Family Conflict (WFC) and Work Life Balance (WLB) on employee performance through a Systematic Literature Review (SLR) approach. The increasing demands of work and family roles in modern organizational settings make these variables highly relevant in organizational behavior research. The SLR procedure was conducted based on guidelines by Kitchenham and Wahono, consisting of planning, conducting, and reporting stages. Literature searches were performed across several academic databases, including Google Scholar, Garuda Ristek, ResearchGate, and university journal portals, covering publications from 2020 to 2025. From a total of 5,992 identified articles, 28 studies met all inclusion and quality criteria and were reviewed in depth. The findings indicate that Work Family Conflict consistently exerts a negative effect on employee performance by increasing stress, reducing concentration, and impairing psychological well-being. Conversely, Work Life Balance demonstrates a significant positive influence on performance, as employees who successfully balance their professional and personal responsibilities tend to exhibit higher productivity, job satisfaction, and engagement. Furthermore, factors such as organizational support, flexible working arrangements, and job satisfaction are shown to mediate or moderate the relationship between WFC, WLB, and employee performance. This study contributes by mapping the latest empirical patterns and providing recommendations for organizations to develop supportive work policies that enhance employee well-being and sustainable performance.

This study aims to provide a comprehensive understanding of how psychological well-being (PWB) influences employee performance through a Systematic Literature Review approach. By analyzing a range of relevant and open-access studies, this review synthesizes key findings to identify patterns that explain the relationship between psychological well-being and work outcomes. The analysis reveals that PWB is a crucial internal factor shaping productive, stable, and consistent employee behavior. Individuals with higher levels of psychological well-being tend to demonstrate stronger motivation, higher discipline, and better adaptability when facing pressure or organizational changes. Beyond its direct influence, PWB also acts as a connecting variable between other determinants such as job satisfaction, work-life balance, and organizational support and improved performance. Overall, the review highlights that psychological well-being is not merely a personal condition but a strategic resource that significantly contributes to long term organizational productivity. Therefore, enhancing employee well-being should be integrated into human resource management practices as both a preventive measure and a long term capacity building strategy.  

The company must be able to make the right policies so that the company can maintain its survival, so that the company can compete with competing companies and gain the trust of consumers. One of the important factors in achieving goals is HR (Human Resources) which has a very important role in determining the success of a company. This research aims to analyze the effect of work-life balance on job satisfaction and employee performance. This type of research uses quantitative research with a questionnaire instrument. The results of descriptive analysis show that all indicators of work-life balance, job satisfaction, and employee performance are in the “Good Enough” category, indicating that respondents' perceptions of work-life balance, job satisfaction, and employee performance still need to be improved. Validity and reliability tests show that the instruments used are valid and reliable. The results of structural model testing show that work-life balance has a significant and strong effect on employee performance (O=0.822; p<0.001) and job satisfaction (O=0.677; p<0.001), while job satisfaction also affects performance (O=0.367; p=0.006). In addition to the direct effect, there is also a significant indirect effect of work-life balance on performance through job satisfaction (O=0.249; p=0.011). Work-life balance improves employee performance, both directly and through increased job satisfaction, so companies are advised to create policies that support work-life balance in order to create a productive and sustainable work environment.

This study examines the strategic role of job satisfaction in shaping organizational commitment in the context of companies by synthesizing empirical evidence published between 2016 and 2025. Although it has been extensively researched, findings related to the consistency and determinants of the relationship between job satisfaction and organizational commitment are still scattered and have not been integrated, thus requiring comprehensive mapping. Therefore, this study aims to identify empirical patterns, conceptual issues, and theoretical foundations that explain how job satisfaction contributes to the formation of organizational commitment. Using the PRISMA based Systematic Literature Review (SLR) method, 35 articles were selected through the stages of identification, screening, quality assessment, and thematic synthesis. The review results show that job satisfaction is consistently a major predictor of organizational commitment in various corporate sectors. These findings are consistent with theories such as Social Exchange Theory, Equity Theory, Herzberg's Two Factor Theory, and Job Demands Resources Model, which explain the cognitive and affective mechanisms of commitment formation. In addition, variables such as work environment, job involvement, work life balance, internal CSR, and HR practices were identified as mediators or moderators that strengthen this relationship. This study concludes that increasing job satisfaction is an important strategy for strengthening commitment, reducing turnover intentions, and improving organizational performance. This review contributes to an integrative understanding of empirical developments and theoretical perspectives, and provides recommendations for future research to expand the data base and consider cross-cultural dynamics in organizations.

This study aims to examine the influence of Work Life Balance (WLB) and Leadership Style on Employee Performance at the Directorate General of Military Courts and Administrative Courts of the Supreme Court of the Republic of Indonesia. The background of this research is based on the importance of balancing work and personal life, as well as the role of effective leadership in improving the performance of government agency employees. This research uses a quantitative method with an associative approach. The sample of this study consists of the entire population of 94 employees using saturated sampling technique. Data was collected through questionnaires and analyzed using SPSS, including validity and reliability tests, multiple linear regression, t-test, F-test, and coefficient of determination. The results show that Work Life Balance has a positive and significant impact on Employee Performance, indicating that a balance between work and personal life positively affects job productivity and satisfaction. Leadership Style also has a positive and significant impact on Employee Performance, where good leadership can motivate and facilitate employees in achieving organizational goals. Simultaneously, both variables significantly influence employee performance in the organization. This study provides important implications for organizational management, suggesting that implementing a good Work Life Balance and an appropriate leadership style can optimally improve employee performance.

This study explores the impact of emotional intelligence and work–life balance on organizational commitment, with job satisfaction serving as a mediating variable, in the context of couriers at JNE Denpasar. Utilizing a quantitative research design, the study applies Partial Least Square (PLS) Structural Equation Modeling (SEM) to analyze data collected from 56 participants through a census sampling method. The findings reveal that emotional intelligence has a direct and significant effect on organizational commitment, indicating that employees with higher emotional intelligence tend to demonstrate stronger loyalty and dedication to their organization. However, emotional intelligence does not show a significant influence on job satisfaction, suggesting that other factors may contribute to employees' overall contentment at work. Conversely, work–life balance significantly affects job satisfaction, highlighting the importance of maintaining a healthy equilibrium between professional and personal responsibilities. Despite this, work–life balance does not directly influence organizational commitment. Further analysis indicates that job satisfaction fully mediates the relationship between work–life balance and organizational commitment, demonstrating that employees who achieve a better work–life balance are more likely to be satisfied with their jobs, which in turn enhances their commitment to the organization. However, job satisfaction does not serve as a mediator between emotional intelligence and organizational commitment, implying a more direct pathway between these two variables. These results align with the Theory of Planned Behavior, emphasizing that positive attitudes, reflected through job satisfaction, play a critical role in fostering behaviors associated with organizational commitment. From a practical perspective, the study highlights the importance for companies, particularly in the logistics industry, to invest in initiatives that enhance emotional intelligence and promote effective work–life balance strategies. By doing so, organizations can cultivate stronger employee loyalty, improve engagement, and foster a more committed workforce, ultimately contributing to better organizational performance and stability.

This study aims to analyze the impact of work discipline, work-life balance, and employee engagement on employee performance at PT Globalindo Intimates Klaten. The population for this research consisted of approximately 3,000 employees, with a sample of 97 respondents selected using purposive sampling. This sampling method was employed to target employees who met specific criteria relevant to the research objectives. The data for the study were collected through a questionnaire that utilized a Likert scale, and the analysis was conducted using SPSS software. The analytical process included validity and reliability tests, classical assumption tests, and hypothesis testing. The results of the study indicated that work discipline, work-life balance, and employee engagement had a positive and significant effect on employee performance, both independently and in combination. Specifically, work discipline plays a key role in ensuring that employees adhere to organizational rules and regulations, which contributes to improved performance. Work-life balance helps employees manage their personal and professional lives, reducing stress and improving overall job satisfaction, which in turn enhances performance. Employee engagement, which refers to the level of enthusiasm and commitment employees have toward their work, was found to significantly influence their performance as well. The study suggests that organizations should focus on fostering a strong work ethic, providing support for work-life balance, and increasing employee engagement in order to improve overall performance. The findings emphasize that when employees are disciplined, maintain a healthy work-life balance, and are engaged with their work, their productivity increases, leading to improved outcomes for the organization. This research highlights the importance of these factors in creating a motivated and high-performing workforce, and the results can be used to inform human resource strategies in other organizations aiming to improve employee performance and achieve organizational success.

This study aims to determine and analyze how Burnout, Intrinsic Motivation, Work Life Balance and Job Satisfaction influence the Performance of nurses at Petala Bumi Hospital, Pekanbaru. The population in this study was 105 nurses with a sample of 52 nurses using the Slovin formula. Data collection techniques used questionnaires and interviews. The data analysis technique used in the Slovin formula study with a purposive sampling method. The research data was analyzed using multiple linear regression analysis. The results of the study showed that Burnout, Intrinsic Motivation, Work Life Balance and Job Satisfaction influenced the Performance of nurses at Petala Bumi Hospital, Pekanbaru

This study seeks to identify and prioritize the factors influencing employee job satisfaction at PT. Tirta Perkasa Sejahtera using the Analytical Hierarchy Process (AHP). The research integrates both literature review and expert judgment to determine factors such as work environment, interpersonal relationships, compensation systems, career development, and work-life balance. AHP was used to analyze pairwise comparison matrices to establish the relative weight of each criterion. The results showed that compensation and career development were the most influential factors, followed by work-life balance, work environment, and interpersonal relationships. The study provides a quantitative basis for management to enhance employee satisfaction and improve organizational performance.

This study aims to examine the effect of Work Life Balance (WLB) and Job Satisfaction (JS) on employee performance at PT PLN ULP Banjarbaru, both jointly and individually, while also identifying the most dominant factor influencing performance. The research background is based on theoretical frameworks, expert opinions, and the researcher’s direct observations of workplace conditions. To achieve the research objectives, hypotheses were formulated and tested using empirical data. The study employed a quantitative approach with a saturated sampling technique, involving the entire employee population. A total of 37 respondents participated as the research sample. The collected data underwent validity and reliability testing to ensure the accuracy and consistency of the measurement instruments. Furthermore, classical assumption tests were performed to meet the requirements of multiple linear regression analysis. The results of the analysis demonstrate that both Work Life Balance and Job Satisfaction have a significant effect on employee performance, both simultaneously and partially. Among the two independent variables, Work Life Balance was identified as the most dominant factor influencing performance, indicating that employees who maintain a better balance between their personal and professional lives tend to perform better in their work. The adjusted R² value of 0.862 signifies that 86.2% of the variation in employee performance can be explained by the two independent variables studied, while the remaining 13.8% is influenced by other variables not included in this research model, such as leadership style, work motivation, or organizational culture. These findings highlight the importance of maintaining a healthy work-life balance and ensuring job satisfaction to optimize employee performance. The study suggests that organizations should implement policies and practices that promote flexibility, support employee well-being, and foster a positive work environment to enhance both individual and organizational outcomes.

This study analyze the role of job satisfaction in mediating the relationships between work-life balance (WLB), work stress, and employee performance among Generation Z employees in Semarang coffee shops. Using a quantitative survey approach, data were collected from 151 full-time employees aged 17-27 years across 20 coffee shops. The findings indicate that WLB positively and significantly influences both employee performance and job satisfaction. Additionally, job satisfaction has a direct positive impact on employee performance and mediates the relationship between WLB and performance. Conversely, work stress was found to have no significant direct or indirect effect on performance or satisfaction. These results highlight the critical role of WLB and job satisfaction in enhancing employee productivity, while the impact of work stress appears minimal in this context. Coffee shop management is encouraged to implement flexible policies supporting WLB and to foster job satisfaction.

The COVID-19 pandemic accelerated the adoption of flexible work arrangements (FWAs), prompting a paradigm shift in the traditional work model. This study aims to systematically review the literature on the impact of FWAs and organizational culture on work productivity. A systematic literature review was conducted using a rigorous methodology, including database searches, screening, data extraction, and thematic analysis. The search focused on peer-reviewed articles published in reputable academic journals. The findings from the literature review indicate that FWAs and organizational culture have a significant impact on work productivity. FWAs can enhance work-life balance, job satisfaction, and employee motivation, leading to increased productivity. However, challenges such as social isolation, decreased collaboration, and difficulty in maintaining work-life boundaries may arise. Organizational culture plays a crucial role in shaping employee behaviour and performance. A positive organizational culture characterized by trust, respect, and open communication can foster employee engagement and productivity. However, negative organizational cultures can hinder employee performance and job satisfaction. This systematic literature review highlights the complex interplay between FWAs and organizational culture in influencing work productivity. Organizations should strive to create a positive organizational culture that supports employee well-being, provides opportunities for professional development, and facilitates effective collaboration. By carefully designing and implementing FWAs, organizations can harness the benefits of flexibility while mitigating potential challenges. Further research is needed to explore the long-term impact of FWAs and organizational culture on employee productivity and organizational performance.

Kesawa Citra Integra is a company engaged in the sale of electronic goods such as aviation equipment, CCTV cameras, solar PV systems and Minearc Safety Systems. Does not produce goods directly but is an official distributor in Indonesia. This research aims to investigate the influence of 1) Work life balance on employee performance, 2) Job satisfaction on employee performance, and 3) Work life balance and job satisfaction on employee performance. This research took place in South Jakarta City using employees as research respondents. Multiple regression analysis was used to analyze data and evaluate the relationship between the independent variables (work life balance and job satisfaction) and the dependent variable (employee performance). Proving the research hypothesis uses multiple regression analysis techniques. The results obtained in this research 1) The research results show that work life balance and job satisfaction have a significant positive effect on employee performance. Managerial implications and suggestions for further research are discussed based on the findings of this study.  

Hospitals are a health service industry which are now increasingly required to continue to adapt to developments and provide the best service for the community. Now, the current very tight competition requires hospitals to continue to improve the quality of their services. Lavalette Hospital is developing and continues to strive to provide the best service to the community by improving the performance of human resources. There are many factors that can influence employee performance, including employee engagement, work-life balance and job satisfaction as factors that can strengthen this influence. For this reason, this research aims to analyze the influence of employee engagement, work-life balance on employee performance with job satisfaction as a mediating variable at Lavalette Hospital Malang. The sample in this study was 167 respondents consisting of PWT and PWTT employees using a simple random sampling. The data collection technique uses a Google form which is distributed to respondents. Data analysis was carried out using SEM PLS analysis using SmartPLS 4.0. The research results showed that:1.Employee engagement has a significant effect on job satisfaction, 2.Work-life balance has a significant effect on job satisfaction,3.Employee engagement has a significant effect on employee performance,4.Work-life balance has a significant effect on employee performance,5.Job satisfaction has a significant effect on employee performance,6.Employee engagement has a significant effect on performance employees with job satisfaction as a mediating variable,7.Work-life balance does not have a significant effect on employee performance with job satisfaction as a mediating variable.

Work-life balance is one of the key factors in improving employee well-being and performance, especially for millennials who have high expectations of work flexibility. This study aims to analyze the effect of work-life balance on job satisfaction and productivity of millennial employees, with employee engagement as a mediating variable. The results show that work-life balance has a positive and significant effect on job satisfaction and employee productivity, with a stronger effect on productivity. In addition, work-life balance also has a very large influence on employee engagement, which means that employees with a good work-life balance will be more engaged in their work. Employee engagement itself was shown to have a positive and significant effect on job satisfaction and employee productivity, confirming that employees who feel emotionally and cognitively engaged in their work tend to be more satisfied and more productive. Furthermore, employee engagement was also shown to mediate the effect of work-life balance on job satisfaction and employee productivity, but this mediating effect was stronger on productivity than on job satisfaction. The findings of this study confirm that work-life balance plays an important role in improving millennial employees' satisfaction and productivity, with employee engagement as an intermediary factor that strengthens the relationship