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The Influence of Work Life AA (Haditya Nugraha & Henda.
The Influence of Work Life Balance and Work Engagement on Employee Performance at PT Jasa Raharja with Job Satisfaction as an Intervening Variable Haditya Nugraha.
& Hendar.
Faculty of Economy.
Universitas Islam Sultan Agung (UNISSULA) Semarang.
Indonesia.
Email: hadityanugraha.
std@unissula.
Faculty of Economy.
Universitas Islam Sultan Agung (UNISSULA) Semarang.
Indonesia.
Email: hendar@unissula.
Abstract.
The phenomenon that occurs is that the performance assessment of PT.
Jasa Raharja from year to year has fluctuated.
Realizing this.
PT.
Jasa Raharja feels the need to improve performance by paying attention to employee job satisfaction, and trying to improve work-life balance and strengthen work engagement.
This study is an explanatory research study with a quantitative approach.
The research population of PT Jasa Raharja 2025 employees amounted to 1812 people.
The sample was taken using proportional random sampling technique obtained a sample size of 140 employees.
The data collection technique used a closed In this study, data analysis used the SEM-PLS method with SmartPLS (Partial Least Squar.
The results of the study: .
Work life balance has a positive and significant effect on job satisfaction, this means that when PT.
Jasa Raharja employees have a good balance between work and personal life, they will be more satisfied with their work.
Work engagement has a positive and significant effect on job satisfaction, this means that if PT.
Jasa Raharja employees feel involved and engaged with their work, they will give their best and achieve better results.
Work life balance has a positive and significant effect on performance, this means that if PT.
Jasa Raharja employees have enough time for life outside of work, and feel happy and not stressed, then their performance will .
Work engagement has a positive and significant effect on employee performance, this means that PT.
Jasa Raharja employees who are emotionally, cognitively, and physically involved tend to be more productive, innovative and will be able to improve their performance by providing better customer service.
Job satisfaction has a positive and significant effect on employee performance and this job satisfaction is able to mediate the influence of work life balance and work engagement on employee performance.
This means that PT.
Jasa Raharja employees who have a good work-life balance .
an divide time between work and family in a balanced manne.
and high work engagement .
ully involved, dedicated and enthusiastic in wor.
will feel more satisfied with their work.
This job satisfaction will encourage employees to work better and achieve better results.
Keywords: Dedicated.
Employees.
Encourage.
Satisfaction.
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The Influence of Work Life AA (Haditya Nugraha & Henda.
Introduction Human resources are the potential abilities possessed by humans, consisting of the ability to think, communicate, act and morally carry out activities.
(Nainggolan, 2.
In facing global competition and technological developments, companies are required to project the quality of their human resources according to current and future needs.
A good company must be able to manage human resources well.
Because human resources are a vital component that plays a role in achieving company goals.
If human resources in an organization are effective, the company will also run effectively.
The survival of a company depends on employee (Junaedi, 2.
Employee performance is an individual employee's ability to complete their tasks and responsibilities as determined and assigned by the company.
Companies always expect their employees to produce results and achieve results because having high-performing employees can improve their performance.
(Hitalessy et al, 2.
Performance is a crucial an organization expects employees to work diligently to the best of their abilities to achieve good results.
Employee performance influences how much they contribute to the A person's performance can be measured at the individual level, in relation to their work, and in relation to their primary responsibilities.
(Rolos.
Sambul and Rumawas.
In order to improve employee performance, several supporting factors are needed which must be considered by managers and leaders in order to achieve organizational (Irwandi & Sanjaya, 2.
According to Ismail in Marimin & Susanto.
In general, employee performance can be influenced by both external and internal factors.
An internal factor that can determine employee performance is job satisfaction.
Job satisfaction is a positive attitude that is formed from a person's evaluation of how happy they are about various situations in the workplace.
(Indrasari, 2.
For organizations, employee job satisfaction is a priority, and fulfilling this is primarily the responsibility of organizational leaders.
For employees, job satisfaction is both an individual factor and a means to achieve work productivity.
Therefore, within the scope of human resource management, job satisfaction provides benefits to the organization/company, employees, and even society.
A sense of job satisfaction can have a positive impact on behavior, such as a tendency to increase levels of discipline and work enthusiasm.
(Bahri & Nisa, 2.
In addition, work life balance is a balance between how someone can manage their time between the demands of work and the demands of personal life.
(Fenia Annamaria, 2.
Work-life balance has become an interesting topic in organizations.
Work-life balance is a person's ability to commit to and balance work and personal life.
Employees' balance between work and quality personal life can also be a focus of company attention, resulting in increased employee satisfaction.
When an individual fails to maintain a work-life balance and works too much in an organizational setting, this can lead to psychological distress.
This Vol.
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The Influence of Work Life AA (Haditya Nugraha & Henda.
must also be considered by companies in developing policies to ensure employee commitment to achieving company goals.
(Zaleha, 2.
Another factor in improving employee performance is work engagement.
To improve employee performance, companies must be able to foster a sense of engagement between employees and their work.
(Octorini et al, 2.
Work engagement is the level of employee attachment to their work, which can be linked to high energy, dedication, and devotion while working.
Employee engagement is crucial to a company's business success.
(Pratiwi & Fatoni, 2.
Employees who are engaged in their work are likely to exhibit positive behavior and attitudes in the workplace.
This behavior significantly impacts the performance of each (Irwandi & Sanjaya, 2.
PT.
Jasa Raharja is a government-owned insurance company engaged in the business of organizing social insurance programs that carry out the mandate of Law No.
33 of 1964 in conjunction with Government Regulation No.
17 of 1965 concerning mandatory passenger accident insurance funds and Law No.
34 of 1964 in conjunction with Government Regulation No.
18 of 1965 concerning road traffic accident funds.
As the spearhead of the company, employees are required to work optimally so that excellent service can be achieved for the community.
Realizing this.
PT.
Jasa Raharja feels the need to improve performance by paying attention to employee job satisfaction, and striving to improve worklife balance and strengthen work engagement.
Based on the results of interviews with HRD PT Jasa Raharja West Sumatra Branch stated that what is currently happening is that there are employees who lack initiative in doing their work so that employees must be told first to start work.
When employees have finished their work instead of doing other work but instead playing with their cellphones, waiting to be told before doing work again.
In addition, high work pressure due to the work system that requires employees to work on national holidays causes employees to spend their time, energy and thoughts on work compared to other matters, which causes an imbalance between work life and life outside of work.
Based on previous studies on work life balance and work engagement on employee performance, the results showed inconsistent results, such as the research conducted by Arifin and Muharto.
that work-life balance has a positive and significant effect on employee performance, with higher work-life balance leading to higher employee This finding differs from research conducted by Saifullah.
that work-life balance does not significantly influence employee performance, where a higher work-life balance does not necessarily improve employee performance.
Furthermore, research conducted by Kustya and Nugraheni.
that work engagement has a positive and significant effect on employee performance.
This finding contradicts the research conducted by Yusuf.
that work engagement does not have a significant effect on employee Vol.
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Apart from the research gap, the gap phenomenon is also one of the reasons.
OneThe factors underlying this research include a decline in employee job satisfaction and The decline in employee performance will be very detrimental to the company, especially companies engaged in the service sector, this will affect the company's relationship with customers and will affect the company's development in the future.
Based on the existing phenomena and research gaps, this research is important to be carried out, so that researchers are interested in conducting research with the title "The Effect of Work Life Balance and Work Engagement on Employee Performance at PT Jasa Raharja with Job Satisfaction as an Intervening Variable".
Research Methods Based on the research objectives that have been set, this type of research is explanatory research, namely research that proves the existence of cause and effect and relationships that influence or are influenced by two or more variables being studied.
(Umar, 2.
The purpose of explanatory research is to test hypotheses and examine the influence of independent variables on dependent variables, namely the influence of work-life balance and work engagement on employee performance at PT Jasa Raharja with job satisfaction as an intervening variable.
Results and Discussion Respondent Overview The subjects of this study wereemployeePT Jasa Raharja.
Data collection using a questionnaire via Google Form distributed online via WhatsApp from July 18 to August 4, 2025, resulted in 140 respondents with the following characteristics:
Respondent Characteristics Table Characteristics Information Age 25 Ae 35 years old 36 Ae 45 years old >45 years Total Level of education Diploma Total Years of service 5 Ae 10 years 11 Ae 15 years 16 Ae 20 years >20 years Total Frequency Percentage Vol.
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Based on the number of samples obtained, namely 140employeePT Jasa Raharja reports 9% of its employees are aged 36Ae45, a mature and productive age group.
Mature and productive employees have more work experience, greater emotional maturity, and better concentration.
Characteristics of education level, known as 62.
1%is S1, this shows that employee PT Jasa Raharja has a high level of education.
Employees with higher education are better able to identify problems, analyze them, and find effective solutions, resulting in higher-quality Characteristics of work period show that as many as 29.
3% of employees PT Jasa Raharja has been operating for over 20 years.
Employees with over 20 years of service have a deep understanding of the company culture, extensive experience in problem-solving, and strong relationships with colleagues and management.
Furthermore, employees are more stable and reliable, and can provide guidance and training to new employees.
Descriptive analysis aims to determine respondents' responses to each question asked.
this case, descriptive analysis explains customers' responses to the questions asked for each work life balance, work engagement, job satisfaction and employee performance.
To determine the respondents' responses to each variable, in this study they were grouped into one score category using a scale range with the following formula (Umar, 2.
TT - TR
Scale Information RS: Scale Range TR: Lowest Score .
TT: Highest Score .
Based on the formula above, the scale range can be calculated:
: 1.
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Thus the interval value can be explained as follows:
Low: 1 Ae 2.
Medium: 2.
34 Ae 3.
Height: 3.
68 Ae 5.
Responses from 140 PT Jasa Raharja employees regarding work life balance, work engagement, employee job satisfaction and performance can be explained as follows:
Description Table Work Life Balance Code Indicator WLB1 Time balance WLB2 Involvement balance WLB3 Satisfaction Balance Average STS Mean Criteria Tall Tall Tall Tall Based on table show that respondents' responses regarding work life balance has an average value of 4.
which indicates that the average respondent gave an agreement response to the statement in the questionnaire, this shows that PT Jasa Raharja employees have work-life balance high.
Respondents' responses regarding time balance were the highest indicator, with a mean value of 4.
This indicates that PT Jasa Raharja employees can attend to their personal matters after work.
Furthermore, responses regarding involvement balance received an average value of 4.
18, making it the lowest indicator in this variable, but categorized as high.
This indicates that PT Jasa Raharja employees have an equally active role in managing both work and personal matters.
To determine convergent validity, the outer loading value is used as a measure.
An indicator is considered valid if its outer loading value is Ou 0.
7, indicating that the indicator has a strong correlation with the construct it measures and contributes significantly to explaining the Conversely, if the outer loading value is < 0.
7, the indicator is declared invalid, indicating that the indicator has a weak correlation with the construct and may need to be considered for removal.
Discriminant validity is a concept used to assess the extent to which a construct is truly different from other constructs.
Several methods used to evaluate discriminant variables include examining cross-loading values.
AVE (Average Variance Extracte.
, and the Fornelarkel Criterion.
Reliability testing in PLS uses Composite Reliability (CR) and Cronbach Alpha (CA).
Composite reliability aims to measure the internal consistency of a construct's indicators.
A CR value > 7 indicates that the construct's indicators have high internal consistency, meaning they consistently measure the same construct.
Cronbach Alpha also aims to measure internal Vol.
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consistency reliability.
A CA value > 0.
9 indicates very high reliability, indicating very good internal consistency.
A CA value between 0.
9 indicates high reliability.
A CA value 8 indicates acceptable reliability, generally considered the minimum acceptable limit in research.
The following are the results of the reliability test in this study:
Composite Reliability and Cronbach Alpha Table Composite Variables Reliability Job satisfaction Cronbach Alpha Information Reliable Employee performance Reliable Work Engagement Reliable Work Life Balance Reliable The results of the reliability analysis indicate that this research model has excellent internal This can be seen from the Composite Reliability (CR) and Cronbach's Alpha (CA) All latent variables in the model have CR values > 0.
7, indicating that each construct has high reliability.
In other words, the indicators used to measure each variable consistently represent the intended construct.
The CA valuejob satisfaction n.
CA employee performance.
CA work engagement.
, and CA work-life balance.
shows high reliability with a CA value of 0.
8 Ae 0.
9, this means that the indicators for this variable are very consistent in measuring the construct.
After conducting an evaluation of the outer model and finding that each construct has met the validity and reliability requirements, the next step is to evaluate the structural model .
nner mode.
with the following results:
Full Structural Model Partial Least Square (Inner Mode.
Image Vol.
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Based on the image above, it can be explained regarding the results of the path coefficient, indirect effect.
R-square (R.
, f-square (F.
, goodness of fit test.
Path Coefficient (Direct Impac.
Path The path coefficient in PLS-SEM is used to measure the strength and direction of the relationship between constructs .
atent variable.
in a structural model.
The path coefficient is evaluated based on the p-value and T-statistic generated from bootstrapping.
If the pvalue is less than or equal to 0.
05 and the T-statistic is greater than 1.
96, the direct effect is considered statistically significant.
Path Coefficient Table (Direct Effec.
Hypothesis Original Sample Sample (O) (M) Work Life 0.
Balance->Job Work Engagement->Job Work Life 0.
Balance>Employee Work Engagement>Employee Job satisfaction- 0.
>Employee Standard Deviation (STDEV) Statistics Decision H1 accepted 3,684 H2 accepted 2,272 2,335 H4 accepted 3,534 Based on the data presented in the table above, it can be seen that of the five hypotheses proposed in this study, they are explained as follows:
Influence Work Life Balance to Job satisfaction The results of the hypothesis test show that the P values that form the influence work-life balance to job satisfaction is 0.
000 < 0.
05 with a T statistics value .
> 1.
96 and an original sample value of 0.
These results support the first hypothesis, namely work-life balance has a positive and significant effect on job satisfaction, where the higher the work life balance felt by employees, the higher their job satisfaction.
Influence Work Engagement to Job satisfaction The results of the hypothesis test show that the P values that form the influence work engagemen tto job satisfaction is 0.
000 < 0.
05 with a T statistics value .
> 1.
96 and an Vol.
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original sample value of 0.
These results support the second hypothesis, namely work engagement has a positive and significant effect onjob satisfaction, where the stronger the work engagement felt by employees, the higher their job satisfaction.
Influence Work Life Balance to Employee performance The results of the hypothesis test show that the P values that form the influence work-life balance to employee performance is 0.
012 < 0.
05 with a T statistics value .
> 1.
96 and an original sample value of 0.
These results support the third hypothesis, namelywork-life balance has a positive and significant effect one mployee performance, where the higher the work life balance felt by employees, the higher the employee Influence Work Engagement to Employee performance The results of the hypothesis test show that the P-values that determine the influence of work engagement on employee performance are 0.
005 < 0.
05 with a T-statistics value .
> 1.
96 and an original sample value of 0.
These results support the fourth hypothesis, namely that work engagement has a positive and significant effect on employee performance, where the stronger the work engagement felt by employees, the better their performance.
Influence Job satisfaction to Employee performance The results of the hypothesis test show that the P-values that form the influence of job satisfaction on employee performance are 0.
000 < 0.
05 with a T-statistics value .
96 and an original sample value of 0.
These results support the fifth hypothesis, namely that job satisfaction has a positive and significant effect on employee performance, where the higher the level of job satisfaction felt by employees, the higher their performance.
Indirect Effect Test To see the effect of the mediating variable, we use the results of the Indirect Effect.
The following table shows the effect of the mediating variable.
Indirect Effect Table Hypothesis Original Sample (O) Work Life 0.
Balance->Job Satisfaction Employee Performance Work Engagement->Job Sample (M) Standard Deviation (STDEV) Statistics Decision 2,392 Able Mediate 2,736 Able Mediate Vol.
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Based on the data presented in the table above, it can be explained as follows:
The Role of Job Satisfaction in Mediating the Influence Work Life Balance to Employee The results of the hypothesis test show that the P-value of the indirect effect is 0.
008 < 0.
with a T-statistics value .
> 1.
96 and an original sample value of 0.
These results indicate that job satisfaction is able to mediate a positive and significant influence.
work-life balance to employee performance.
The Role of Job Satisfaction in Mediating the Influence Work Engagement to Employee The results of the hypothesis test show that the P-value of the indirect effect is 0.
003 < 0.
with a T-statistics value .
> 1.
96 and an original sample value of 0.
These results indicate that job satisfaction is able to mediate a positive and significant influence.
work engagement toemployee performance .
R-square The structural model is evaluated using R-square for the dependent construct.
The RA value can be used to assess the influence of certain endogenous variables and whether exogenous variables have a substantive influence.
R-Square Value Table Variables Job satisfaction Employee performance R-Squares R-Squares adjusted Based on the table it explains that the variables job satisfaction has an adjusted r-square value of 0.
785, this can be interpreted as meaning that 78.
5% of the variation or change job satisfaction influenced by work-life balance And work engagementwhile the remaining 5% is influenced by other variables not studied.
The adjusted r-square value for the variableemployee performance of 0.
717this means that 71.
7% of the variation or change employee performance influenced by work-life balance, work engagement and job satisfaction, while the remaining 28.
3% is influenced by other variables not studied.
F-square The F2 value criteria consist of three classifications: 0.
mall/poo.
oderate/sufficien.
arge/goo.
(Setiaman, 2.
The following are the results of the F-square test in this study:
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F-Square Value Table Variable Relationship f-Squares Job Satisfaction -> Employee Performance Work Engagement->Job satisfaction Work Engagement->Employee performance Work-Life Balance->Job satisfaction Work-Life Balance->Employee performance Substantive Enough Enough Small Enough Small Based on the table above, it can be seen that the relationship between variables that have a fairly large substantive influence occurs in the variables job satisfaction towards employee performance .
, work engagement on job satisfaction .
and work life balance on job satisfaction .
Meanwhile, the relationship between variables that has a small substantive influence occurs in the variable work engagement to employee performance .
and work-life balance to employee performance .
Model Fit Test In this study, the evaluation of model fit used SRMR, d_ULS, d_G.
Chi square and NFI, with the following results:
Table.
Goodness of Fit Model Test Results Structural Cut-Off Value Model
SRMR
< 0.
d_ULS > 0.
> 0.
>X2table Chi-Square .
f = 136.
X2table = 164.
NFI
Approaching 1
Estimated Information Fit
Fit
Fit
192,956
Fit Fit The analysis results show that the tested model exhibits an acceptable fit.
This result indicates that the model has a good level of fit with the data, meaning the proposed model accurately represents the relationships between variables in the data.
Discussion .