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This research is grounded in the understanding that employees are the core of organizational sustainability, and their job satisfaction is shaped not only by daily tasks but also by the organization’s ability to manage workload and support balance between work demands and personal life. This study aims to analyze the effect of workload and work-life balance on employee job satisfaction at the Class I Correctional Center (Bapas) Makassar. Using a quantitative approach, data were collected through questionnaires distributed to 54 employees and analyzed using multiple linear regression assisted by SPSS Statistics 25. The research variables consist of workload and work-life balance as independent variables, and job satisfaction as the dependent variable. The findings indicate that workload has a positive and significant effect on job satisfaction, suggesting that employees’ perception of being able to complete tasks effectively can increase their comfort and confidence at work. Work-life balance also shows a positive and significant influence, indicating that the ability to manage both work responsibilities and personal life contributes directly to greater feelings of satisfaction, stability, and motivation in performing duties. Simultaneously, both variables significantly affect job satisfaction, emphasizing the importance for organizations to regulate workload proportionally while providing space for employees to maintain a healthy life balance. These findings highlight that effective workload management and support for work-life balance are crucial organizational investments to foster a healthy, productive, and employee-centered work environment.

The rapid development of technology accompanied by increasing industrial competition makes human resources a determining factor for organizational success. In this context, job satisfaction is an important indicator because it is closely related to individual welfare and employee productivity. This study aims to analyze the influence of work life balance, burnout, and motivation on the job satisfaction of employees in the production department of PG Kedawoeng PT Sinergi Gula Nusantara, Pasuruan Regency. This study uses a quantitative approach. The study population includes all permanent employees of the production department as many as 64 people, with census sampling techniques so that the entire population is used as respondents. Data analysis was carried out using multiple linear regression. The results showed that simultaneously work life balance, burnout, and motivation had a significant effect on job satisfaction (p=0.000; Adjusted R²=81.1%). Partially, work-life balance had no significant effect (p=0.386), burnout had a negative but insignificant effect (p=0.082), while motivation had a significant positive effect on job satisfaction (p=0.000). The motivation variable was the most dominant factor with a contribution of 76.1%, followed by burnout at 6.0% and work life balance at 0.6%.

This study aims to analyze the comparison of the impact of financial and non-financial compensation effectiveness on turnover intention among Generation Z employees. The high turnover rates within Generation Z, despite receiving adequate financial compensation, indicate a shift in their preferences regarding the workforce. Generation Z tends to seek more than just financial compensation, such as flexibility, a supportive work environment, and opportunities for growth. The method used in this study is a literature review, analyzing various relevant scholarly journals related to strategic compensation, Generation Z characteristics, and turnover intention. The research findings show that non-financial compensation has a more significant impact in reducing turnover intention among Generation Z compared to financial compensation. Therefore, companies need to focus on aspects such as work-life balance, career development opportunities, and an inclusive and supportive work culture. These findings provide valuable insights that companies should adopt a more holistic reward approach through the total rewards concept, which includes both financial and non-financial compensation, in order to enhance loyalty and retention of Generation Z employees in the long term.

This study aims to analyze the effect of employer branding on the job interest of Generation Z in digital companies. The background of this research is based on the increasing competition among companies in attracting young talents, especially Generation Z, who have unique characteristics such as being highly adaptive to technology, prioritizing work-life balance, and having high expectations toward the workplace environment. Employer branding has become an essential strategy for companies to build an attractive and competitive image as an employer. This study employs a quantitative approach using a survey method. Data were collected through an online questionnaire distributed to 100 respondents from Generation Z who are seeking jobs or interested in working in digital companies. The sampling technique used was purposive sampling. Data analysis techniques include validity testing, reliability testing, simple linear regression analysis, and t-test. The results indicate that employer branding has a positive and significant effect on Generation Z’s job interest. This implies that the better the company’s image as an employer, the higher the interest of Generation Z to work in the company. This study suggests that digital companies need to strengthen their employer branding strategies to attract and retain young talents.

This study aims to examine the simultaneous and partial effects of the work environment and work-life balance on employee work stress at Hotel X. The research design is causal quantitative, with multiple linear regression analysis using SPSS 26.0 for Windows. The sample was obtained through purposive sampling (non-probability) of 120 respondents. The research subjects were employees working in shifts. The analysis results show that, (1) both variables simultaneously have a negative and significant effect on work stress, (2) the work environment has a negative and significant effect (sig. 0.002), and (3) work-life balance has a negative and significant effect (sig. 0.000). The work-life balance variable dominates its influence compared to the work environment, as seen from the lower significance value. These findings confirm that improving work-life balance and the work environment effectively reduces stress, especially for shift workers who are vulnerable to time imbalance. Based on the results, organizations are advised to optimize human resource management by maintaining a balance between job demands and employee conditions, as well as ensuring a proportional workload. Improvement in work-life balance can be achieved through flexible leave policies, adequate breaks between shifts, no overtime days except in emergencies, and minimizing personal time interruptions. These steps are expected to enhance employee well-being, retention, and productivity in the hospitality sector. Further research is recommended to explore different variables and methods, including comparing non-shift employees with the same variables, for more comprehensive insights.

This study seeks to investigate the direct impact of digital transformational leadership on employee engagement and to analyze the mediating function of work-life balance within higher education institutions in Medan. A quantitative methodology was utilized, employing a survey technique with a structured questionnaire disseminated to professors at higher education institutions in North Sumatra Province. The study's population and sample consisted of 120 permanent academics in North Sumatra Province. We utilized a questionnaire to collect data and Structural Equation Modeling (SEM) to analyze it. The findings indicated that digital transformative leadership exerted a favorable and significant impact on lecturer engagement. Nonetheless, work-life balance was not demonstrated to be a significant mediator or moderator in this relationship. This study demonstrates that within the framework of digital transformation, professor engagement is more significantly affected by leadership practices than by perceptions of work-life balance. Digital leadership that works can give teachers more power and make them more interested, but problems that come with the digital invasion need to be handled carefully. This study suggests that companies, particularly higher education institutions, should prioritize the enhancement of digital leadership capacity to sustain and elevate employee engagement in the digital age.

This study aims to analyze the employee turnover rate experienced by CV Premium Indonesia employees through the influence of workload and job stress. As a company engaged in the retail and distribution of mobile phone accessories from leading brands, the desire to leave the company often arises due to high workload and feelings of work stress because of the many demands within the company. The methodology used in this study is quantitative, employing SEM model data analysis with the help of SmartPLS software. The sampling technique used is saturated sampling, with a total sample of 127 respondents. The results of this study indicate that high levels of workload can increase employee turnover rates. Meanwhile, high levels of job stress experienced by employees can also increase employee turnover rates. These findings suggest that CV Premium Indonesia should address the issues of workload and job stress in order to retain employees. Effective strategies such as work-life balance, stress management programs, and workload adjustments could help reduce employee turnover and improve overall organizational performance.

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.

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 research focuses on the strategic role of the people's market as a driver of the regional economy and a source of Regional Original Income (PAD), by taking a case study of the arrangement of the people's market by the Ciamis Regency MSME Office. Using a qualitative approach, data was collected through observation, interviews, and documentation studies. The results of the study show that the Regional Government of Ciamis Regency implements five main strategies in structuring the people's market, including optimizing development and revitalization with ease of access, market development based on potential and local characteristics, cooperation with investors, facilitation and guaranteeing the ease of capital lending through banking, and market promotion using digital technology. This strategy has a significant impact on the achievement of PAD. The achievement of PAD from the people's market sector of Ciamis Regency was recorded to exceed the target in the period of 2015 to 2017, reaching 113.4%, 128.0%, and 121.9%, respectively, although it decreased in 2018 to 87.2%. To optimize regional levy revenue, these findings conclude the need to improve and improve the regional levy management system to support the performance of the apparatus, the implementation of routine activities such as coordination between agencies and socialization to business actors, as well as increasing the discipline, dedication, and honesty of fiscal officials in carrying out their main duties and functions proportionately.

This study aims to explore employees’ work experiences related to work-life balance and compensation in shaping employee performance at CV. Sepanjang Masa (Masa Kreatif), a social media agency located in Makassar. A qualitative approach with a descriptive-analytical field design was employed. Data were collected through in-depth interviews, passive participant observation, and documentation involving 11 informants from both management and creative teams. Data analysis followed processes of data reduction, data display, and conclusion drawing, with trustworthiness ensured through triangulation techniques. The findings reveal that employees’ work-life balance experiences are dynamic and heterogeneous. Work flexibility provides opportunities for personal time management; however, rapid response demands and intensive content production blur the boundaries between work and personal life. A supportive, communicative, and collaborative work environment acts as a protective factor that mitigates work pressure and fosters creativity. Compensation is perceived not only as financial remuneration but also as a symbol of recognition, professional development opportunities, and organizational appreciation, although gaps remain between employee expectations and organizational capacity. Integratively, work-life balance, work environment, and compensation constitute interconnected work experiences influencing employee engagement and performance within the digital creative industry.

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.

Employee retention is a crucial aspect in maintaining smooth operations and the quality of human resources within an organization. This study aims to analyze the influence of organizational support, career development, job satisfaction, organizational culture, and work-life balance on production employee retention at PT. Lucky Textile Semarang. The study employed a quantitative approach with a survey method, distributing questionnaires to 307 respondents, selected using the Slovin formula, from a population of 1,325 production employees. Data analysis was performed using multiple linear regression using IBM SPSS Statistics 27. The results indicate that organizational support has no effect on employee retention, career development has a positive and significant effect on employee retention, job satisfaction has a positive and significant effect on employee retention, organizational culture has a positive and significant effect on employee retention, and work-life balance has a positive and significant effect on employee retention. These findings confirm that internal factors related to personal development, job satisfaction, and a healthy work culture are the most important factors in employee retention decisions. Therefore, companies need to prioritize career advancement strategies, improve working conditions, and strengthen organizational culture to maintain a competent workforce in the long term.

The growth of coffee shop businesses in Semarang has accelerated in line with the rising coffee consumption trend among younger generations. In this context, employees play a crucial role in ensuring service quality. However, job dissatisfaction triggered by work-related stress and excessive service load remains a significant challenge. This study aims to examine the influence of occupational strain, service load, reward fairness, supervisory support, and work-life balance on job satisfaction among coffee shop employees in Semarang. A quantitative approach was used through a survey method, utilizing a questionnaire distributed via Google Form. A total of 100 respondents from various coffee shops in Semarang were selected using a census technique. The results revealed that occupational strain and service load have a negative and significant effect on job satisfaction. Meanwhile, reward fairness, supervisory support, and work-life balance have a positive and significant impact on job satisfaction. These findings offer valuable insights for coffee shop owners in developing effective human resource strategies that promote employee wellbeing and maintain high service quality.

This research is motivated by the existence of factors that influence employee performance in a company. The aim of this study is to determine the influence of extrinsic motivation, self-efficacy, and work-life balance on the performance in the 12-cigarette production employees at PT Praoe Lajar Semarang. The population in this study was 120 employees in the 12-cigarette production department at PT Praoe Lajar Semarang. The sample used was purposive sampling, with 60 respondents. The instrument used was a questionnaire and the measurement used a likert scale. The test tool used was SPSS Version 26. Data analysis methods included validity testing, reliability testing, respondent description analysis, multiple linear regression, classical assumption testing, t-test, and coefficient of determination testing. The results indicate that extrinsic motivation has a positive and significant effect on employee performance, indicating that employees are motivated by external influences to improve their performance. Self-efficacy has a positive and significant effect on employee performance, indicating that employees are satisfied with their ability to improve their performance. Work life balance has a positive and significant effect on employee performance, meaning that the higher the work life balance of employees, the better their performance will be.

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.

The COVID-19 pandemic has served as a major catalyst in transforming work patterns and organizational culture across various sectors. This study aims to provide an in-depth description of changes in work culture after the pandemic using a qualitative descriptive method. Data were collected through literature reviews from scientific journals, books, and relevant research reports. The results show that the pandemic triggered significant transformations in organizational work systems, particularly through the adoption of flexible work models such as work from home (WFH) and hybrid working. This shift was accompanied by an increased reliance on digital technology as the primary tool for coordination, communication, and performance evaluation. In addition to systemic changes, the pandemic fostered new organizational values such as flexibility, empathy, trust, and work-life balance. Human-centered leadership has become increasingly vital for maintaining employee motivation and psychological well-being. In the context of human resource management, recruitment, training, and performance evaluation have become more result-oriented, emphasizing actual contributions rather than physical presence.  

This study aims to analyze in more depth the influence of work-life balance and job stress on employee performance at PT Cipta Wahana Persada Surabaya. The study employed a quantitative method with a survey approach, enabling researchers to obtain objective data based on real-world conditions. The study sample consisted of 38 employees selected through a saturation sampling technique, as the entire population was used as respondents. Data processing was conducted using SPSS version 29.0, with a series of stages including instrument testing, classical assumption testing, multiple linear regression analysis, and hypothesis testing to determine the influence of each variable. The results indicate that work-life balance and job stress simultaneously have a significant effect on employee performance. Partially, work-life balance has been shown to have a positive and significant impact on performance, while job stress also has a significant effect, albeit with a negative effect on productivity. These findings emphasize the importance of maintaining a balance between work and personal life and managing stress effectively to enable employees to perform optimally. Therefore, companies need to pay attention to these two factors to improve organizational performance and productivity.