The Effect of Workload and Flexibility of Work Hours on Job Satisfaction With Work-Life Balance as Intervening Media
Author(s)
Nita Dwi Safitri , Maria Christiana Imam Kalis , Ilzar Daud , Irfani Hendri , Ana Fitriana ,
Download Full PDF Pages: 11-19 | Views: 214 | Downloads: 76 | DOI: 10.5281/zenodo.7660209
Abstract
Work-life balance is a significant concern for both employees and employers. The rapid growth of technology in today’s world is one factor that adds to the growing problem of excessively long working hours. The long hours at the office to meet targets are still prevalent in Indonesia. It illuminates that Indonesia still lacks a significant lack of work-life balance. This study employed a causal research design. Questionnaires with a Likert scale from 1 to 5 were disseminated (both online and offline) to collect the data. Since the population size could not be identified, non-probability sampling was utilized to determine samples for this study. For data analysis, the Structural Equation Modeling (SEM) technique was employed within AMOS 24. The findings revealed that flexible working arrangements and workloads affect employee job satisfaction variables associated with work-life balance intermediates in businesses or other types of organizations.
Keywords
Work-Life Balance, Job Satisfaction, Workload, Flexibility, Work Hours
References
i. Anik Herminingsih & Augustina Kurniasih (2018). The Influence of Workload Perceptions and Human Resource Management Practices on Employees’ Burnout (A Case Study on Mercu Buana University Administrative Staffs), European Joirnal of business & management, Vol 10, No 21
ii. Appiah-Mfodwa et al. (2000). Flexible work practices, productivity improvement and employment, South African Review of Sociology 31(2)
iii. Christina Maslach & Berkeley Michael P. Leiter (2008). Predictors of Job Burnout and Engagement, Journal of Applied Psychology Vol.93 no 3 498-512
iv. Christopher Galea, Inge Houkes & Angelique De Rijk (2014). An insider’s point of view: How a system of flexible working hours helps employees to strike a proper balance between work and personal life, The International Journal of Human Resource Management 25(8)
v. Clark, S. (2000) Work-Family Border Theory: A New Theory of Work-Life Balance. Human Relations, 53, 747-770. http://dx.doi.org/10.1177/0018726700536001
vi. Colette Darcy, Alma McCarthy, Jimmy Hill & Geraldine Grady (2012). Work–life balance: One size fits all? An exploratory Analysis of the differential effects of career stage, European Management Journal, 30, 111– 120
vii. Cooper and Schindler. (2014). Bussiners Research Method. New York: McGrawHill
viii.Costa, Sartori and Akerstedt (2006). Influence of Flexibility and Variability of Working Hours on Health and Well‐Being, Chronobiology International 23(6):1125-37
ix. David Cegarra-Leiva,Ma Eugenia Sánchez-Vidal & Juan Gabriel Cegarra-Navarro (2012). Work life balance and the retention of managers in Spanish SMEs, The International Journal of Human Resource Management, Volume 23
x. Djoko Soelistya, Tri Cicik Wijayanti & Sukaris (2022). The Mediating Role of the Work Environment Between Work Life Balance and Work Supervision in Improving Employee Performance, Journal of Positive School Psychology Vol. 6, No. 5, 2402 – 2417
xi. Erat et al, (2017). The effect of organisational loads on work Stress, emotional commitment, and turnover Intention, International Journal of Organizational Leadership 6(2017) 221-231
xii. Fransman (2015). Flexi work, financial well-being, work–life balance and their effects on subjective experiences of productivity and job satisfaction of females in an institution of higher learning, South African Journal of Economic and Management Sciences
xiii.Fuadiputra, I. R., & Novianti, K. R (2020). The effect of work autonomy and workload on job satisfaction Of female workers in the banking sector: Mediating the role of work life balance. The Winners, 21(2), 85-91. https://doi.org/10.21512/tw.v21i2.6908
xiv.Grobler & De Bruyn (2011). Flexible Work Practices (FWP) – An effective instrument in the retention of talent: A survey of selected JSE-listed companies , African Journal of Business Management 42(4)
xv. Hair et al, (2014). Partial Least Squares Structural Equation Modeling: Rigorous Applications, Better Results and Higher Acceptance, Long Range Planning, Volume 47
xvi.Hart, S. G., & Staveland, L. E. (1981). Development of NASA-TLX (Task Load Index Results of Empirical and Theoretical Research. In Human Mental Workload, 139-183
xvii. Helmle et al (2014). Factors that influence work-life balance in owners of copreneurial firms, Journal of Family Business Management 4(2):110
xviii. Henry Inegbediona & Lydia Harry (2020). Perception of workload balance and employee job satisfaction in work organisations
xix.Huang, X., & Van de Vliert, E. (2003). Where intrinsic job satisfaction fails to work: national moderators of intrinsic motivation. Journal of Organizational Behavior, 24(2), 159–179. https://doi.org/10.1002/job.186
xx. J. Kimani Gichuhi & J. Mueni Mbithuka (2018). Influence of Work Engagement on Millennial Employees Retention among Insurance Industry in Kenya, International Journal of Innovative Research and Development 7, no. 2
xxi.JEFFREY H. GREENHAUS & GARY N. POWEL (2006). WHEN WORK AND FAMILY ARE ALLIES: A THEORY OF WORK-FAMILY ENRICHMENT, The Academy of Management Review, Vol. 31, No. 1 (Jan., 2006), pp. 72-92
xxii. Kuei, C., Honey, C.N., Lin, C., Chow, W.S., 2002. Developing Supplychain strategies based on the surveyof supplychain Qualityand technologymanagement. The International Journal of Quality& ReliabilityManagement 19 (7), 889–901.
xxiii. Laurent M. Lapierre and Tammy D. Allen (2006). Work-Supportive Family, Family-Supportive Supervision, Use of Organizational Benefits, and Problem-Focused Coping: Implications For Work–Family Conflict and Employee Well-Being, Journal of Occupational Health Psychology, Vol. 11, No. 2, 169 –181
xxiv. Lazăr, et al, (2010). The Role of Work-Life Balance Practices in Order to Improve Organisational Performance, European Research Studies, Volume XIII, Issue (1)
xxv. Leon T.B. Jackson & Edwina I. Fransman (2018). Flexi work, financial well-being, work–life balance and their Effects on subjective experiences of productivity and job Satisfaction of females in an institution of higher learning, South African Journal of Economic and Management Sciences 21(1), a1487
xxvi. Majella J. Albion (2004). A Measure of Attitudes Towards Flexible Work Options, Australian Journal of Management, Vol. 29, No. 2
xxvii. Mas-Machuca, Mirabent, & Alegre (2016). Work-life balance and its relationship with organisational pride and job satisfaction, Journal of Managerial Psychology 31(2)
xxviii. Marjan Fayyazi & Farshad Aslani (2015). The impact of work-life balance on employees’ job satisfaction and Turnover intention; the moderating role of continuance commitment, International Letters of Social and Humanistic Sciences Online: Vol. 51, pp 33-41
xxix. Moen et al. (2011). Does Enhancing Work-Time Control and Flexibility Reduce Turnover? A Naturally Occurring Experiment, Social Problems 58(1):69-98
xxx. Munsch, Ridgeway & Williams (2014). Pluralistic Ignorance and the Flexibility Bias: Understanding and Mitigating Flextime and Flexplace Bias at Work, Work and Occupations 41(1):40-62
xxxi. Parkes, L. P., & Langford, P. H. (2008). Work-life balance or work-life alignment? A test of the importance of work-life balance for employee engagement and intention to stay in organisations. Journal of Management & Organization, 14(3), 267–284. https://doi.org/10.5172/jmo.837.14.3.267
xxxii. Paul Jimenez, Bianca Winkler & Anita Bregenzer Dunkl (2017). Creating a healthy working environment with leadership: the concept of health-promoting leadership, The International Journal of Human Resource Management
xxxiii. Peters, P.; Dulk, L. den; Lippe, & T. van der (2009). The effects of time-spatial flexibility and new working conditions on employees’ worklife balance: the Dutch case, Community, Work & Family, Vol. 12, No. 3.
xxxiv. Philip Frame & Mary none Hartog (2003). From rhetoric to reality. Into the swamp of ethical practice: implementing work‐life balance, Business Ethics A European Review 12(4):358 – 368
xxxv. Portoghese et al (2014). Burnout and Workload Among Health Care Workers: The Moderating Role of Job Control, Safety and Health at Work 5:152-157
xxxvi. Qureshi et al., (2013). Relationship between job stress, workload, environment and employees turnover intentions: What we know, what should we know, World Applied Sciences Journal 23(6):764-770
xxxvii. Rahmatika Sari Amalia & Cholicul Hadi (2019). The Effect Of Work Design Characteristics, Career Growth, and Psychological Capital on The Work Engagement of Millennial Generation Employees at PT. XYZ, Journal of Psychology, vol.5 no.1. http://dx.doi.org/10.24014/jp.v14i2.7029
xxxviii. Rehman & Sidiqui (2020). Relationship Between Flexible Working Arrangements And Job Satisfaction Mediated by Work-Life Balance: Evidence From Public Sector Universities’ EmployeeInternational Journal of Human Resource Studies Vol. 10, No. 1
xxxix.Robert T. Blackburn, Stephen M. Horowitz, Dee Edington & Donald Klos (1986). University faculty and administrator responses to job strains, Research in Higher Education vol 25 no 1
xl. Sarah Holly & Alwine Mohnen (2012). Impact of Working Hours on Work-Life Balance, SSRN Electronic Journal
xli. Shobitha Poulose & l Sudarsan N (2014). Work Life Balance: A Conceptual Review, International Journal of Advances in Management and Economics, Vol.3 Issue 2, 01-17
xlii.Tentama, F., Rahmawati, P. A., and Muhopilah, P. 2019. The Effect and Implications of Work Stress and Workload on Job Satisfaction. International Journal of Scientific and Technology Research, 8(11), pp. 2498–2502
xliii. Yuswohady. (2016). Millennial Trends 2016. Retrieved June 17, 2019, from https://www.yuswohady.com/2016/01/17/millennial-trends-2016/2011).
Cite this Article: