International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR

THE INFLUENCE OF WORK-LIFE BALANCE, ORGANIZATIONAL
CULTURE, AND EMOTIONAL INTELLIGENCE ON EMPLOYEE
PERFORMANCE WITH JOB SATISFACTION AS AN INTERVENING
VARIABLE
Aisah Nurfiani1, Akhmad Darmawan2, Suyoto3, Maulida Nurul Innayah4
Faculty of Economics and Business, Muhammadiyah University of Purwokerto1,2,3,4
E-mail: akhmaddarmawan@ump.ac.id2

Abstract:

This study aims to analyze the influence of work-life balance, organizational
culture, and emotional intelligence on employee performance, with job
satisfaction as an intervening variable. The study was conducted on employees
of the Department of Education and Culture of Cilacap Regency. A quantitative
approach was employed, using a survey method through the distribution of
questionnaires. The population consisted of 120 employees, all of whom were
selected as samples using a saturated sampling technique combined with
purposive sampling. The data were analyzed using Structural Equation
Modeling (SEM) based on Partial Least Squares (PLS). The results of the study
indicate that work-life balance, organizational culture, and emotional
intelligence have a positive and significant effect on job satisfaction. Job
satisfaction, in turn, has a significant positive effect on employee performance.
Moreover, job satisfaction is proven to significantly mediate the relationship
between the three independent variables and employee performance. Enhancing
work-life balance, strengthening a positive organizational culture, and
developing employees' emotional intelligence can improve job satisfaction,
ultimately leading to better employee performance. These findings highlight the
importance of creating a balanced work environment, fostering a supportive
organizational culture, and developing emotional intelligence to improve
employee performance at the Department of Education and Culture of Cilacap
Regency. This research is expected to contribute to the development of human
resource management in government institutions.

Keywords:

Work-Life Balance, Organizational Culture, Emotional Intelligence, Employee
Perfomance, Job Satisfaction

Submitted: 2025-07-10; Revised: 2025-07-15; Accepted: 2025-07-20

1. Introduction
The Sustainable Development Goals (SDGs) emphasize the importance of individual wellbeing in the context of work, including aspects such as work-life balance, organizational
culture, and emotional intelligence. This study aims to explore the influence of these three
factors on employee performance at the Department of Education and Culture of Cilacap
Regency, with job satisfaction as an intervening variable. A balance between personal and
professional life, along with a supportive work environment, is expected to enhance employee

International Journal of Economics, Business and Accounting Research (IJEBAR) Page 513

International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR
productivity and satisfaction, which in turn contributes to the achievement of sustainable
development goals.
In the Department of Education and Culture of Cilacap Regency, despite various efforts to
improve employee performance, challenges such as heavy workloads, suboptimal
organizational culture, and limited emotional management skills remain significant obstacles.
Excessive workload not only reduces the balance between work and personal life but also leads
to decreased employee satisfaction and high absenteeism rates. This directly affects employee
productivity and performance effectiveness. Although the organizational culture is generally
considered good, there is still a need to strengthen collaboration and innovation to create a
more dynamic and supportive work environment. Emotional intelligence is also a critical aspect
that needs attention, as employees’ difficulties in managing stress and emotions can lower work
quality and hinder target achievement. Therefore, training and development related to
emotional management, as well as strengthening a collaborative work culture, can serve as
strategic solutions to improve performance indicators at both the individual and organizational
levels. With a more structured approach to these issues, the Department of Education and
Culture of Cilacap Regency can foster a more effective work environment and support the
achievement of long-term goals.
Hence, this research is crucial to analyze the influence of work-life balance, organizational
culture, and emotional intelligence on employee performance, with job satisfaction as an
intervening variable in the Department of Education and Culture of Cilacap Regency. Given
the importance of these three factors, this study is expected to provide deeper insights into how
work-life balance, organizational culture, and emotional intelligence can influence employee
performance in the public sector. The research also aims to identify the role of job satisfaction
as an intervening variable that may strengthen or weaken the relationship between these three
factors and employee performance. The findings of this study are expected to offer practical
recommendations for the management of the Department of Education and Culture of Cilacap
Regency to enhance employee performance by improving work-life balance, developing a
positive organizational culture, and enhancing emotional intelligence among staff. Efforts to
build a more inclusive and supportive organizational culture—such as through training and
development programs focusing on values of collaboration and innovation—can help create a
more positive and productive work environment (Hartanto, 2024).
Work-life balance is becoming increasingly relevant, especially in the modern era where
job demands often interfere with personal life. Previous research by Savitri & Gunawan (2023)
shows that employees with a good balance between work and personal life tend to be more
satisfied and productive. However, there is still a research gap linking work-life balance with
employee performance in the public sector, particularly at the Department of Education and
Culture. Studies indicate that good work-life balance not only improves individual well-being
but also contributes to better workplace performance. In the context of the Department of
Education and Culture of Cilacap Regency, it is important to explore how work-life balance
affects employee performance and its impact on job satisfaction.
This issue becomes even more relevant amid increasing work demands and shifting family
dynamics in Indonesia, including in Cilacap Regency. These changes have made work-life
balance a crucial issue to study, especially within government institutions such as the
Department of Education and Culture. Employees in such institutions often face the dilemma
of managing increasing work responsibilities while fulfilling family obligations. An imbalance
between work and personal life can potentially lower employee job satisfaction, which in turn
can negatively affect their performance. Several previous studies have shown that work-life

International Journal of Economics, Business and Accounting Research (IJEBAR) Page 514

International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR
balance has a significant positive effect on job satisfaction. For instance, a study by Wahyu et
al. (2021) on female lecturers at the State Polytechnic of Malang found that work-life balance
not only affected job satisfaction but also indirectly impacted employee performance through
job satisfaction. Another study by Andarini (2022) at the Provincial Health Office of Gorontalo
found that work-life balance contributed 42.1% to job satisfaction. Similarly, a study by
Ganapathi (2020) in the hospitality sector supports these findings, showing that work-life
balance significantly affects hotel employees' job satisfaction. However, these studies have
mainly focused on the private sector and higher education institutions, and have not specifically
addressed regional government sectors such as the Department of Education and Culture in
Cilacap Regency. Government institutions have different dynamics compared to the private
sector, in terms of bureaucracy, administrative workload, and organizational culture.
Furthermore, many existing studies have not deeply explored other factors that may mediate or
moderate the relationship between work-life balance and job satisfaction, such as
organizational support, work flexibility, or local cultural values.
In addition to work-life balance, organizational culture is also a significant factor identified
within the SDGs. Organizational culture plays a vital role in influencing employee
performance. A positive culture can create a supportive work environment, enhance
motivation, and reduce stress. Although numerous studies have explored organizational
culture, few have investigated its impact in the context of the Department of Education and
Culture, making this an area worth further exploration. A strong organizational culture can
foster a sense of ownership and engagement among employees, which is important for
improving performance. When employees feel that their personal values align with those of the
organization, they tend to be more committed and satisfied with their work. This, in turn, leads
to improved performance, as satisfied employees are more likely to give their best efforts. On
the other hand, a negative or unsupportive organizational culture—for example, one that lacks
appreciation for collaboration or innovation—can reduce motivation and hinder optimal
performance (Maharani et al., 2024). Research by Khoirunnisa (2025), Yervinna et al. (2025),
and Djatmiko et al. (2025) shows that organizational culture has a significant positive effect on
performance. Conversely, studies by Hadarmawan (2025), Harun et al. (2025), and Achmad
Fauzi & Rostina (2025) found that organizational culture does not have a significant positive
effect on performance. Therefore, analyzing how organizational culture at the Department of
Education and Culture of Cilacap Regency affects employee performance is crucial.
Apart from work-life balance and organizational culture, emotional intelligence is another
key factor influencing employee performance. Emotional intelligence refers to an individual's
ability to recognize, understand, and manage their own emotions and those of others.
Employees with high emotional intelligence tend to manage stress better, communicate more
effectively, and build positive work relationships. In the context of the Department of
Education and Culture of Cilacap Regency—where employees often interact with various
stakeholders—high emotional intelligence can aid in conflict resolution, enhance collaboration,
and ultimately improve performance (Johny et al., 2023). Research by Agustina et al. (2020)
also indicates that emotional intelligence contributes to higher job satisfaction and better
performance. Emotional intelligence not only has a direct impact on performance but also
significantly influences job satisfaction. Employees who can effectively manage their emotions
tend to be more satisfied with their jobs because they are better equipped to handle work-related
challenges and stress. Higher job satisfaction, in turn, contributes to increased performance, as
satisfied employees are more motivated to achieve organizational goals. Research has shown
that high emotional intelligence is associated with improved job satisfaction and performance

International Journal of Economics, Business and Accounting Research (IJEBAR) Page 515

International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR
(Hasanudin, 2023). Studies by Humaira (2025), Husnul et al. (2025), and Shabira et al. (2025)
also found that emotional intelligence has a significant positive effect on performance.
Training in emotional intelligence has also been shown to be effective in improving
employees' ability to manage stress and emotions, which ultimately boosts their performance
(Setyaningrum, 2021). In the context of the Department of Education and Culture of Cilacap
Regency, this study is expected to provide a comprehensive understanding of how these three
factors affect employee performance. Thus, the findings can be used as a basis for designing
policies and programs aimed at improving employee performance by enhancing work-life
balance, strengthening organizational culture, and developing emotional intelligence. This is
crucial, as improved employee performance will ultimately have a positive impact on the
quality of services provided to the public—the primary goal of any public sector organization.
Although many studies have explored the relationships between work-life balance,
organizational culture, emotional intelligence, and employee performance, several research
gaps remain. Most existing studies tend to focus on specific industries, such as the private
sector, and therefore do not provide a comprehensive picture of how these variables interact in
public sector contexts like the Department of Education and Culture. Public sector research
often involves different dynamics and challenges compared to the private sector, making it
essential to explore how these factors operate in that context. Additionally, many existing
studies have not thoroughly examined the specific mechanisms through which job satisfaction
mediates the relationships between work-life balance, organizational culture, emotional
intelligence, and performance. Although job satisfaction is widely recognized as an important
factor, there is still a need to understand how and why it functions as a bridge among these
variables. In-depth research in this area can provide clearer insights into the interaction of these
factors. This study is expected to make a significant contribution to the existing literature and
offer practical recommendations for organizational managers in creating better work
environments, ultimately enhancing employee performance and achieving overall
organizational goals.
2. Literature Review
Herzberg’s Two-Factor Theory (Motivation-Hygiene Theory)
The Two-Factor Theory or Motivation-Hygiene Theory was developed by Frederick
Herzberg in 1959 through his research published in the book "The Motivation to Work." This
theory states that job satisfaction and dissatisfaction stem from two separate sets of factors,
highlighting the need for organizations to address both in order to create optimal working
conditions. Motivator Factors are intrinsic factors related to the content of the job itself, which
encourage job satisfaction. When these are fulfilled, employees feel motivated and satisfied.
Hygiene Factors are extrinsic and relate to the job context or work environment. When these
are absent, job dissatisfaction arises; however, their presence does not necessarily lead to higher
satisfaction. Indicators derived from the Two-Factor Theory include: (1) Job Satisfaction, (2)
Work Motivation, (3) Employee Performance, (4) Turnover, (5) Organizational Commitment,
(6) Stress Level, and (7) Work Complaints (Herzberg, 1959).
Work-life Balance and Performance
Work-life balance is a key factor influencing employee performance within organizations.
Individuals who manage time and energy well between work and personal life tend to perform
better as they can fulfill both roles effectively. Greenhaus and Allen (2011) suggest that a good
work-life balance reduces stress and increases job satisfaction, which ultimately enhances

International Journal of Economics, Business and Accounting Research (IJEBAR) Page 516

International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR
employee performance. This is supported by Kahn et al. (2020), who found that employees
with a good work-life balance show higher performance. Similar findings were noted by Sari
(2021) and Pratiwi (2022). From Herzberg’s perspective, work-life balance is considered
a hygiene factor it does not directly motivate but is essential to prevent dissatisfaction.
Imbalance can lead to stress and role conflict, negatively affecting job satisfaction and
performance. Policies like flexible hours, managerial support, and reasonable workload are
crucial to fulfilling this factor. Moreover, effective work-life balance can indirectly
support motivator factors such as achievement, recognition, and personal growth. Employees
free from work-life conflict can stay focused and intrinsically motivated, potentially leading to
superior performance.
H1: Work-life Balance has a positive and significant effect on Performance.
Organizational Culture and Performance
Organizational culture refers to a set of values, norms, and practices that guide employee
behavior. Schein (2010) emphasized that a strong culture shapes behavior and significantly
impacts performance. Supportive cultures—promoting collaboration, open communication,
respect, and reward for achievement—boost motivation and loyalty. Hofstede (2011), Wibowo
(2021), and Rahmawati (2022) all found positive and significant links between organizational
culture and employee performance. As a hygiene factor, a culture that ensures a comfortable
environment, good relationships, and clear work structure reduces dissatisfaction. As
a motivator, cultures that promote recognition, responsibility, and self-development foster
achievement and motivation. Hence, a strong organizational culture both prevents
dissatisfaction and strengthens intrinsic motivation, resulting in better performance.
H2: Organizational Culture has a positive and significant effect on Performance.
Emotional Intelligence and Performance
Emotional intelligence is the ability to recognize, understand, and manage one's own
emotions and those of others. Goleman (1995) noted its importance in maintaining social
relationships, stress management, wise decision-making, and self-motivation—factors that
improve performance in dynamic, high-pressure environments. Salovey and Mayer (1990)
emphasized its role in interpersonal effectiveness and job success. Nugroho (2021) found
emotional intelligence positively and significantly influences employee performance.
Emotionally intelligent individuals tend to be more motivated, goal-oriented, and
responsible—matching motivator factors such as achievement, recognition, and personal
growth. Emotionally intelligent employees also foster positive work relationships and reduce
conflict, fulfilling hygiene factors. Thus, emotional intelligence plays a dual role in Herzberg’s
theory—strengthening both motivation and a healthy work environment.
H3: Emotional Intelligence has a positive and significant effect on Performance.
Work-life Balance and Job Satisfaction
Work-life balance significantly affects job satisfaction. Employees with high work-life
balance tend to feel more satisfied (Pratama & Setiadi, 2021). Conversely, poor balance leads
to lower satisfaction. This is supported by Rahmawati & Gunawan (2019), who found a
significant positive impact of work-life balance on job satisfaction among millennial workers.
H4: Work-life Balance has a positive and significant effect on Job Satisfaction.

International Journal of Economics, Business and Accounting Research (IJEBAR) Page 517

International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR
Organizational Culture and Job Satisfaction
Organizational culture underpins values and behaviors in a company. Kair et al. (2023)
found a strong positive influence of culture on job satisfaction. A supportive culture boosts
motivation and makes employees feel valued, comfortable, and motivated to perform. Culture
connects to both hygiene (comfort, relationships, structure) and motivator (achievement,
responsibility, autonomy) factors. A toxic culture causes dissatisfaction, while a healthy culture
fosters motivation and satisfaction.
H5: Organizational Culture has a positive and significant effect on Job Satisfaction.
Emotional Intelligence and Job Satisfaction
Emotional intelligence also influences job satisfaction. According to Salovey & Mayer
(1990) and Goleman (2009), emotional intelligence helps people manage stress, regulate
feelings, and stay motivated, all of which contribute to job satisfaction.
H6: Emotional Intelligence has a positive and significant effect on Job Satisfaction.
Job Satisfaction and Employee Performance
Job satisfaction is a major determinant of employee performance. Satisfied employees
are more motivated, productive, and committed (Locke, 1976; Robbins & Judge, 2017),
especially in public service roles that demand high dedication.
H7: Job Satisfaction has a positive and significant effect on Employee Performance.
Work-life Balance on Employee Performance through Job Satisfaction
Theoretically, a balance between personal life and work can enhance job satisfaction
and ultimately improve performance. However, in the context of the Department of Education
and Culture of Cilacap Regency, this pathway was found to be insignificant. This may be due
to the fact that job satisfaction is influenced by various other factors besides work-life balance,
such as rewards, career advancement, and managerial systems. Employees may experience
work-life balance, but it may not be strong enough to improve performance through the feeling
of job satisfaction. A similar finding was reported by Ismail and Zulkifli (2020), who found
that work-life balance does not mediate the effect on performance through job satisfaction in
the public sector, as employee satisfaction is more strongly influenced by organizational
structure and complex administrative burdens.
H8: Work-life Balance has a positive but insignificant effect on Employee Performance
through Job Satisfaction.
Organizational Culture on Employee Performance through Job Satisfaction
Organizational culture can improve job satisfaction; however, this improvement may not
be sufficient to result in increased performance through a mediation pathway. This can occur
when the organizational values have not been optimally internalized into employees’ work
behaviors, or when they are not supported by a reward system and effective leadership.
Therefore, even though employees perceive a supportive organizational culture, it does not
automatically lead to improved performance through job satisfaction. This finding is supported
by Setiawan and Haryanto (2019), who found that organizational culture does not significantly
affect performance through job satisfaction in local government institutions.
H9: Organizational Culture has a positive but insignificant effect on Employee
Performance through Job Satisfaction.

International Journal of Economics, Business and Accounting Research (IJEBAR) Page 518

International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR
Emotional Intelligence on Employee Performance through Job Satisfaction
Emotional intelligence can help employees manage emotions and social relationships;
however, it may not be sufficient to enhance performance through increased job satisfaction.
This condition may arise from a misalignment between individual psychological aspects and
the organizational work system. Employees with high emotional intelligence may be more
resilient at work, but if the work environment is unsupportive or lacks proper rewards, job
satisfaction may not increase, and thus performance will not be optimally driven. Rahmawati
(2021) also found that emotional intelligence does not significantly influence performance
through job satisfaction in public sector organizations, as bureaucratic environments tend to
hinder the personal actualization of employees.
H10 : Emotional Intelligence has a positive but insignificant effect on Employee Performance
through Job Satisfaction.
Conceptual Framework

Figure 1. Conceptual Framework
The Following conceptual framework serves as the foundation of this research.
3. Research Method
The research design fundamentally aims to uncover the truth and provide solutions to the
problems under investigation. To achieve this, a method that is both appropriate and relevant
to the research objectives was adopted. According to Sugiyono (2013), the research method
employed in this study is quantitative descriptive research. This approach involves identifying
independent variables (variables that influence), a dependent variable (the variable being
influenced), and an intervening variable. In this context, the independent variables Work-life
Balance, Organizational Culture, and Emotional Intelligence are examined for their influence
on the dependent variable, namely Employee Performance, with Job Satisfaction as the
intervening variable, within the scope of the Department of Education and Culture of Cilacap
Regency. The population of this study comprises 120 employees of the Department of
Education and Culture of Cilacap Regency, with a census sampling (saturated sample) method
applied. According to Junianto and Sabtohadi (2021), the analytical approach used in this study

International Journal of Economics, Business and Accounting Research (IJEBAR) Page 519

International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR
is the Structural Equation Modeling–Partial Least Squares (SEM-PLS), using the
software SMART PLS 4.0. This method was chosen because the research aims more to predict
and explain latent variables rather than test a specific theory, and the sample size is relatively
small. The data analysis techniques applied in this study include validity testing, reliability
testing, and hypothesis testing using SEM-PLS on the five variables being studied.
4. Result and Discussion
4.1. Result
Descriptive Analysis
The respondents of this study are employees of the Department of Education and Culture
of Cilacap Regency, totaling 120 employees.
Table 1. Desciptive Analysis
Group / Identity
Frequency
Percentage
Age Range
<30 years
20
16.67%
30 – 39 years
35
29.17%
40 – 49 years
40
33.33%
25
20.83%
 50 years
Gender
Male
70
58.33%
Female
50
41.67%
High
School
or
Equivalent
Last Education Level
10
8.33%
(SMA)

Associate Degree (D3)
Bachelor’s Degree (S1)
Master’s Degree (S2)

15
70
25

12.50%
58.33%
20.83%

Outer Model
The first analysis conducted is convergent validity, which is indicated by the value of
the outer loading or loading factor. To assess convergent validity, the outer loading value must
exceed 0.70 in confirmatory research. However, loading factor values ranging from 0.60 to
0.70 are still acceptable in exploratory studies. Additionally, the Average Variance Extracted
(AVE) should be greater than 0.50. Nonetheless, during the initial stages of measurement
instrument development, loading factor values between 0.50 and 0.60 are still considered to
meet the standard (Chin, 1998; Ghozali, 2021).
Converegent Validity Analysis (outer loading)
Tabel 2 . Converegent Validity (Outer Loading)
Variable
Work-life Balance
WLB1 I remain enthusiastic about doing other activities after work.
WLB2 I am able to take care of personal matters after office hours.
WLB3 I do not neglect personal needs even when work is demanding.
WLB4 I have time to exercise.
I find it difficult to manage personal life when work demands are
WLB5
high.
WLB6 I can accept criticism without losing focus at work.

Loading
Factor
0,813
0,796
0,725
0,795
0,828
0,779

International Journal of Economics, Business and Accounting Research (IJEBAR) Page 520

International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR
I can handle pressure from my supervisor without it affecting my
work.
WLB8 I usually do not work more than 12 hours a day.
WLB9 I usually do not work more than 6 days a week.
WLB10 I still find work enjoyable even when facing personal problems.
Organizational Culture
BO1
I am encouraged by my supervisor to innovate in my work.
BO2
I am ready to take risks in my job.
I am required to complete work according to standard operating
BO3
procedures (SOP).
BO4
I work with an emphasis on achieving optimal results.
BO5
I prefer to work in a team to achieve better outcomes.
BO6
I am fully trusted by my supervisor.
BO7
I am ready to take responsibility for work-related risks.
BO8
I am required to be highly result-oriented.
BO9
I carry out my work with full dedication.
BO10 I enjoy working in a team.
Emotional Intelligence
KE1
I can recognize my own feelings and make good decisions.
KE2
I can control my emotions in stressful situations.
KE3
I see failure as an opportunity to learn.
KE4
I can understand others’ emotions in daily interactions.
KE5
I can manage other people's emotions in social situations.
KE6
I do not work well alone with colleagues.
KE7
I feel appreciated in a good work environment.
KE8
I would recommend this workplace for building a career.
KE9
I am able to tolerate job-related risks.
KE10 I am able to align with the company's vision and mission.
Employee Performance
KP1
I am able to achieve or exceed work targets.
KP2
I am able to complete the tasks assigned to me.
KP3
I am able to complete tasks with high accuracy.
KP4
I am able to complete tasks neatly.
KP5
I am able to minimize mistakes in my work.
KP6
I am able to innovate in completing tasks.
KP7
I am able to complete tasks on time.
KP8
I make decisions quickly.
KP9
I can use my time effectively and efficiently.
KP10 I arrive at the office on time.
Job Satisfaction
KK1
I feel satisfied with this job.
KK2
I feel that my input is respected in the workplace.
KK3
I am satisfied with my work.
KK4
I am satisfied with the recognition I receive for my work.
KK5
I am satisfied with my salary compared to other organizations.
WLB7

0,814
0,814
0,796
0,770
0,785
0,864
0,827
0,817
0,878
0,789
0,754
0,773
0,910
0,757
0,762
0,793
0,807
0,846
0,876
0,838
0,818
0,803
0,834
0,851
0,718
0,746
0,775
0,822
0,824
0,805
0,740
0,771
0,812
0,830
0,826
0,861
0,850
0,840
0,820

International Journal of Economics, Business and Accounting Research (IJEBAR) Page 521

International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR
KK6
I have good working relationships with my colleagues.
KK7
I am satisfied with the way my supervisor leads.
KK8
I am able to complete tasks assigned by my supervisor.
KK9
I take responsibility for tasks assigned by my supervisor.
KK10 My colleagues and I help each other complete our tasks.
Source : SmartPLS4 output, 2025

0,796
0,800
0,823
0,862
0,851

The results of the data analysis show that the convergent validity values (outer loadings)
in Table 1 for each variable produce outer loading outputs indicating that the loading values
for the indicators exceed 0.7. Therefore, they are considered valid.
Table 3. Cronbach’s Alpha, Composite Reliability, and AVE
Composite
Average Variance Extracted
Cronbach’s Alpha
Criteria
Reliability
(AVE)
WLB(X1)
0.935
0.940
0.629
Reliable
BO (X2)
0.944
0.947
0.667
Reliable
KE (X3)
0.947
0.950
0.678
Reliable
KK (Z)
0.951
0.953
0.694
Reliable
KP (Y)
0.931
0.934
0.617
Reliable
Source : SmartPLS4 output, 2025
The results of the analysis in Table 3 show that each variable in this study is reliable, as
indicated by Cronbach’s Alpha values greater than 0.7. Therefore, the data is considered
reliable, and it can be concluded that the data has passed the reliability test, allowing the
analysis to proceed to the next stage.
Inner Model
Table 4. Result of R-Square Value
R-Square
R-Square Adjusted
KK (Z)
0.508
0.495
KP (Y)
0.501
0.484
Source : SmartPLS4 output, 2025
The R-Square value, or the coefficient of determination, for the Job Satisfaction variable
in this model is 0.509, which means that Job Satisfaction is influenced by Work-life Balance,
Organizational Culture, and Emotional Intelligence by 50.9%, while the remaining 49.1% is
influenced by other variables. Meanwhile, the R-Square value for the Employee Performance
variable in this model is 0.500, indicating that 50% of Employee Performance is influenced by
Work-life Balance, Organizational Culture, and Emotional Intelligence, while the remaining
50% is influenced by variables outside the scope of this study.
Table 5. Test the hypothesis (bootstrapping)
Variable

Variable
WLB (X1)  KK (Z)
WLB (X1)  KP (Y)
BO (X2)  KP (Y)
BO (X2)  KK (Z)
KE (X3)  KP (Y)
KE (X3)  KK (Z)

Original
sample (O)
0.324
0.095
0.077
0.373
0.611
0.107

T Statistic
(|O/STDEV|)
3.086
0.713
0.872
3.761
5.873
0.584

P
Value
0.000
0.238
0.192
0.000
0.000
0.280

Conclusion
Supported
Not Supported
Not Supported
Supported
Supported
Not Supported

International Journal of Economics, Business and Accounting Research (IJEBAR) Page 522

International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR
KP (Y)  KK (Z)
WLB (X1)  KP (Y)  KK (Z)
BO (X2)  KP (Y)  KK (Z)
KE (X3)  KP (Y)  KK (Z)

0.064
0.006
0.005
0.039

0.390
0.210
0.270
0.359

0.348
0.417
0.394
0.360

Not Supported
Not Supported
Not Supported
Not Supported

Source : SmartPLS4 output, 2025
Notes : *P-value >0,05 (not supported); **P-value <0,05 (supported).
Hypothesis Testing Criteria
The hypothesis testing criteria use a significance level of 0.05 or 5%. If the significance
value is < 0.05 and the t-statistic exceeds the t-table value of 1.658, then the independent
variable has a significant effect on the dependent variable (hypothesis accepted). Conversely,
if the significance value is > 0.05 and the t-statistic < 1.658, then the independent variable does
not have a significant effect on the dependent variable (hypothesis rejected).
4.2. Discussion
The Effect of Work-life Balance on Performance
The results show that work-life balance has a positive and significant effect on
performance. This indicates that the better the balance between employees’ work and personal
life, the higher their performance. This aligns with the two-factor theory proposed by Frederick
Herzberg (1959), which categorizes work-life balance as a motivator. According to this theory,
motivators such as meaningful achievement drive job satisfaction and performance. When
employees feel that their lives are balanced, they tend to be more motivated, loyal, and focused
on completing tasks, which ultimately has a positive impact on performance. These findings
are consistent with the research of Putri & Wahyuni (2025), Ramdani et al. (2025), and Sari &
Nugroho (2025), who found that work-life balance positively and significantly affects
performance, and contradict the studies by Situmorang (2024) and Wulandari et al. (2023),
which found no effect.
The Effect of Work-life Balance on Job Satisfaction
The results show that work-life balance does not significantly affect job satisfaction.
Although employees may succeed in maintaining a balance between work and personal life,
this does not always increase their job satisfaction. This finding contradicts the two-factor
theory, where work-life balance is supposed to enhance intrinsic motivation and job
satisfaction. However, the insignificance suggests that even when motivators are met, other
factors may have a stronger influence on job satisfaction. This result supports the studies of
Bukit et al. (2025) and Adhikari & Gyawali (2024), which found no effect of work-life balance
on job satisfaction, and contradicts the research of Pratiwi et al. (2024), Kinanti et al. (2024),
and Wibowo (2021), which found a positive and significant relationship.
The Effect of Organizational Culture on Performance
The results show that organizational culture does not influence performance. Although
employees may perceive organizational values and norms positively, the culture may exist only
formally in documents without being internalized, thus not affecting daily performance
behavior. This contradicts Herzberg's two-factor theory, where organizational culture as a
motivator should enhance performance, yet in this case, it does not. This suggests that the
organizational values are not strong or internalized enough and contradict Herzberg's principle
that motivators directly affect performance. These findings are in line with the research by
Agustin et al. (2020) and Siregar et al. (2021), and contradict studies by Ulyanah et al. (2019)
and Khosrowjerdi & Bornmann (2019) showing a significant positive effect.

International Journal of Economics, Business and Accounting Research (IJEBAR) Page 523

International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR
The Effect of Organizational Culture on Job Satisfaction
The findings show that organizational culture has a positive and significant effect on job
satisfaction—the stronger and more positive the organizational cultural values, the higher the
employees’ satisfaction. The existing culture in the Cilacap District Education and Culture
Office provides comfort and emotional attachment to employees, ultimately increasing job
satisfaction. A supportive, fair, and communicative culture can enhance satisfaction. This is
consistent with Herzberg’s two-factor theory (1959), which states that job satisfaction is
influenced by motivators such as achievement, recognition, responsibility, and meaningful
work. A supportive culture is classified as a motivator. These results align with the research of
Sofyanty & Setiawan (2020), Jalil et al. (2020), and Dwinanda et al. (2021), and contradict the
findings of Paais et al. (2020), which showed no effect.
The Effect of Emotional Intelligence on Performance
The findings show that emotional intelligence has a positive and significant effect on
performance. Employees with high emotional intelligence can understand and manage their
own emotions and build good social relationships with coworkers and supervisors. This leads
to improvements in productivity, stress resilience, conflict resolution, and team collaboration.
This supports Herzberg’s (1959) two-factor theory, where performance is influenced by
intrinsic motivators. Emotional intelligence is considered an intrinsic motivator as it reflects
the individual’s ability to manage emotions and self-motivation. With good emotional
intelligence, employees tend to be more responsible, able to make decisions, and manage work
pressure positively, ultimately improving performance. This is consistent with the research of
Rahayuningsih et al. (2024), Rosyida et al. (2024), and Aziz et al. (2024), and contradicts the
findings of Wahyuni et al. (2024), who found no effect.
The Effect of Emotional Intelligence on Job Satisfaction
The results show that emotional intelligence does not significantly influence job
satisfaction. Even though employees may have high emotional intelligence, it does not
necessarily result in high job satisfaction. This contradicts Herzberg’s (1959) theory, where
emotional intelligence is classified as an intrinsic motivator. However, if hygiene factors such
as reward systems, workload, or salary are unmet, emotional intelligence alone is not sufficient
to increase job satisfaction. Emotionally intelligent employees may still be dissatisfied if basic
job factors are disappointing. This finding aligns with Wahyuni et al. (2024) and Rosyida et al.
(2024), and contradicts Jalil et al. (2020), who found a significant effect.
The Effect of Work-life Balance on Employee Performance Through Job Satisfaction
The results show that work-life balance does not affect employee performance through job
satisfaction. Employees feel a balance between work and personal life, but this does not
sufficiently create the level of job satisfaction needed to drive performance. This contradicts
Herzberg’s (1959) theory that job satisfaction, as a motivator, can increase performance if
driven by responsibility, recognition, and achievement. Work-life balance may only prevent
dissatisfaction but is not strong enough to drive intrinsic motivation or performance if not
internalized as a work value. These findings are consistent with Marsyanda & Rozaq (2024),
Pratiwi & Fatoni (2023), and Lavena et al. (2024), and contradict Asari et al. (2022), Hardiyanti
& Purnomo (2022), and Suhartini et al. (2024), who found a significant mediating effect.
The Effect of Organizational Culture on Employee Performance Through Job
Satisfaction
The results indicate that organizational culture does not affect employee performance
through job satisfaction. Employees perceive the organizational values positively, but the
culture remains formal and is not yet fully internalized into daily behavior. As a result, it fails

International Journal of Economics, Business and Accounting Research (IJEBAR) Page 524

International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR
to foster strong and sustainable job satisfaction, thus not improving performance. This
contradicts Herzberg’s (1959) theory that organizational culture, as a motivator, should directly
impact job satisfaction and consequently performance. However, in this study, the existing
culture was not strong enough due to the lack of real implementation among employees. The
culture exists more in policies or documents but not in practice. A strong culture requires real
actions, leadership involvement, and consistent reward systems to shape satisfaction that
affects performance. These findings are in line with Agustin et al. (2020) and Siregar et al.
(2021), and contradict Nasution (2021), Devi Agustin et al. (2022), and Sayekti & Suhartini
(2024), who found a significant mediating effect.
The Effect of Emotional Intelligence on Employee Performance Through Job Satisfaction
The results show that emotional intelligence does not affect employee performance
through job satisfaction. Most employees can manage emotions, recognize their own and
others’ feelings, and maintain interpersonal relationships well, but this does not automatically
generate high job satisfaction. Emotional intelligence does not have a direct or indirect effect
on performance. This contradicts Herzberg’s (1959) theory that psychological aspects related
to intrinsic motivation influence job satisfaction and performance. Emotional intelligence
should drive job satisfaction by helping individuals handle job pressure and creating a positive
work environment. However, in this study, it was ineffective due to a lack of organizational
support such as supportive leadership, appropriate rewards, or a conducive environment.
Emotionally intelligent employees alone are not enough to produce satisfaction that leads to
better performance. These findings align with Safitri & Nugroho (2021), Wulandari et al.
(2022), and Ramadhani & Putra (2023), and contradict Yuliana & Sari (2020) and Lestari et al.
(2024), who found a significant effect.
5. Conclusion
a) The Work-life Balance variable shows that the balance between personal life and work has
a positive and significant effect on employee performance.
b) The Work-life Balance variable does not have a significant effect on job satisfaction. This
indicates that even though employees may feel they have a good balance between work
and personal life, it does not necessarily make them feel satisfied in their job.
c) The Organizational Culture variable does not have a significant effect on employee
performance, suggesting that organizational values and norms do not directly drive
employee performance.
d) The Organizational Culture variable has a positive and significant effect on job
satisfaction. This means that a supportive and conducive work culture increases
employees' satisfaction with their jobs.
e) The Emotional Intelligence variable has a positive and significant effect on employee
performance. The higher the employees’ ability to manage emotions and build
interpersonal relationships, the better their performance.
f) The Emotional Intelligence variable does not have a significant effect on job satisfaction.
This shows that although employees may be emotionally intelligent, it does not necessarily
lead to greater job satisfaction.
g) The Job Satisfaction variable, as a mediating (intervening) variable, does not mediate the
relationship between work-life balance, organizational culture, and emotional intelligence
on employee performance. This indicates that job satisfaction is not a pathway that
strengthens the indirect relationship between these three independent variables and
employee performance at the Department of Education and Culture of Cilacap Regency.

International Journal of Economics, Business and Accounting Research (IJEBAR) Page 525

International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR
Reference
Ali, A. J. (1992). The islamic work ethic in arabia. Journal of Psychology: Interdisciplinary
and Applied, 126(5), 507–519. https://doi.org/10.1080/00223980.1992.10543384
Anwar, M. (2019). Pengaruh motivasi intrinsik dan motivasi ekstrinsik terhadap kinerja
pegawai pada balai pendidikan dan pelatihan keagamaan Banjarmasin. Dinamika
Ekonomi: Jurnal Ekonomi Dan Bisnis, 12(1), 19–32.
Bandura, A., & E.Adam, N. (1977). Measuring the fidelity and stability of denture resin
injection
systems.
Dental
Materials,
28(4),
e34–e35.
https://doi.org/10.1016/j.dental.2012.07.085
Cahya, A. D., Endarwati, W. D., & Ardinaya, E. K. (2021). Pengaruh Motivasi Intrinsik dan
Penurunan Upah Pada Masa Pandemi Terhadap Kinerja Karyawan (Studi Kasus :
Karyawan My Tours and Travel). WACANA EKONOMI (Jurnal Ekonomi, Bisnis
Dan Akuntansi), 20(2), 118–129. https://doi.org/10.22225/we.20.2.2021.118-129
Darwish A. Yousef. (2000). Organizational commitment as a mediator of the relationship
between Islamic work ethic and attitudes toward organizational change. In Human
relations (Vol. 53, Issue 4).
Deci, E. L., Ryan, R. M., Vallerand, R. J., & Pelletier, L. G. (1991). Motivation and Education:
The Self-Determination Perspective. Educational Psychologist, 26(3–4), 325–346.
https://doi.org/10.1080/00461520.1991.9653137
Dwinanda, F., Rahim, S., & Tjan, J. S. (2021). Pengaruh Organizational Citizenship Behavior,
Psychological Well-Being, dan Role Stress Terhadap Kinerja Auditor dengan Time
Preassure Sebagai Variabel Moderasi (Studi Pada Inspektorat Provinsi Sulsel).
Journal of Accounting Finance (JAF), 2(2), 1–16.
Faadhilah rifdah, norvadewi, parliana tika, zaroni akhmad nur. (2022). The Influence of
Islamic Work Ethic, Motivation, and Work Environment on Employee
Performance at Muslimah Beauty Salon in Samarinda. International Journal of
Research in Business and Social Science (2147- 4478), 11(3), 120–129.
https://doi.org/10.20525/ijrbs.v11i3.1779
Festus Evly, L., Tannady, H., Seti Utami, S., & Santoso, G. (2022). Analisis Peran Lingkungan
Kerja Fisik Dan Motivasi Intrinsik Terhadap Kinerja Karyawan Di Perusahaan
Konstruksi. Management Studies and Entrepreneurship Journal, 3(6), 1–7.
Gemely, D. (2020). Pengaruh Burnout Dan Self Efficacy Terhadap Kinerja Dosen
Pascasarjana
Uin
Alauddin
Makassar.
9(1),
13.
https://doi.org/10.24252/ip.v9i1.13750
Habibie, Firdaus, R. (2020). Hubungan Etos Kerja Islami Terhadap Kepuasan Bekerja Dan
Kinerja Karyawan Pada Unit Pegadaian Syariah Blauran. Ekonomika Dan Bisnis
Islm, 3(April), 117–126.
Harianja, N., Kusumapraja, R., & Wekadigunawan, C. (2022). Pengaruh Motivasi, Self
Efficacy, dan Komitmen Karyawan terhadap Kinerja Perawat di Rumah Sakit
Hermina Depok. Jurnal Health Sains, 3(1), 93–108.
Jalil, U. R., Fanggidae, R. E., & Fanggidae, A. H. J. (2020). PENGARUH KONFLIK PERAN
GANDA DAN PSYCHOLOGICAL WELL- BEING TERHADAP KINERJA
(Studi Pada Perawat Wanita RSUD S.K.Lerik Kota Kupang). Jurnal Ekobis :
Ekonomi
Bisnis
&
Manajemen,
10(2),
237–247.
https://doi.org/10.37932/j.e.v10i2.125
Julita, S., Herawaty, D., & Gusri, S. A. (2019). Pengaruh Kecerdasan Emosional, Dan Self
Efficacy Terhadap Kinerja Guru Matematika. JUPITEK: Jurnal Pendidikan

International Journal of Economics, Business and Accounting Research (IJEBAR) Page 526

International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR
Matematika, 2(1), 31–34.
Kurniati, K., Basalamah, S., Halim, A., & Syahid, A. (2021). the Effect of Islamic Work Ethic,
Competence and Motivation on the Performance of State Madrasah Aliyah
Teachers in South Sulawesi. Jurnal Diskursus Islam, 9(3), 368.
https://doi.org/10.24252/jdi.v9i3.21451
Mega Langi, C., Tewal, B., & Dotulong, L. O. . (2022). Pengaruh Self Esteem, Self Efficacy
Dan Lingkungan Kerja Terhadap Kinerja Karywan Pada PT. Timurjaya
Dayatama (Wings) Kantor Cabang Sonder The Influence Of Self Esteem, Self
Efficacy And Work Environment On Employee Performance At PT. Timurjaya
Dayatama (. 10(1), 450–460.
Moring, G. V, Tewal, B., Pandowo, M. H. C., Tewal, B., & Pandowo, M. H. C. (2021).
TERHADAP KINERJA PEGAWAI DI KANTOR KOMISI PEMILIHAN UMUM (
KPU ) SULAWESI UTARA ANALYSIS OF TRANSFORMATIONAL LEADERSHIP
STYLE AND WORK FACILITIES ON EMPLOYEE PERFORMANCE IN THE
OFFICE OF THE GENERAL ELECTION COMMISSION ( KPU ) NORTH
SULAWESI Jurnal EMBA V. 9(1), 1252–1263.
Mujahid, M., & Nugraha, P. H. (2020). Pengaruh Motivasi Intrinsik Dan Ekstrinsik Terhadap
Kinerja Pegawai Pada Kantor Catatan Sipil Kabupaten Sidenreng Rappang. Jurnal
Manajemen
&
Organisasi
Review
(Manor),
2(2),
114–121.
https://doi.org/10.47354/mjo.v2i2.245
Noor Ritawaty, & Ahmad Maulani. (2023). Pengaruh Budaya Organisasi, Self Efficacy, Locus
of Control Dan Empowerment Terhadap Kinerja Karyawan Bank Kalsel Cabang
Utama Banjarmasin. Kindai, 18(3), 498–505.
Novita Widiawaty, I., Abd Kadir, H., Ekonomi, F., & Muhammadiyah Palu, U. (2020).
Pengaruh Motivasi Intrinsik dan Motivasi Ekstrinsik terhadap Kinerja. Jurnal
Kolaboratif Sains, 03(November 2020), 390–400.
Potu, J., Lengkong, V. P. K., & Trang, I. (2021). The Influence of Intrinsic Motivation, and
Extrinsict Motivation on Employee Performance At Pt. Air Manado. 387 Jurnal
EMBA, 9(2), 387–394.
Pratama, B. P., & Endratno, H. (2022). Pengaruh Psychological Well-Being , Disiplin Kerja ,
dan Lingkungan. JIMMBA (Jurnal Ilmiah Mahasiswa Manajemen, Bisnis Dan
Akuntansi), 4(6), 739–748.
Purnomo, A. J., Prayekti, P., & Herawati, J. (2021). Pengaruh Motivasi Intrinsik Komunikasi
Verbal Kompensasi Finansial Terhadap Kinerja Individual Karyawan. Jurnal
Ilmiah
Manajemen
Kesatuan,
9(1),
35–44.
https://doi.org/10.37641/jimkes.v9i1.437
Razak, N. (n.d.). How Self-Efficacy Drives Job Performance : The Role of Job Anxiety and
Intrinsic Motivation. XXV(02), 190–205.
Rijal, Fahrun Abdullah, M. W. (2020). Jurnal Akuntansi : Kajian Ilmiah Akuntansi 22 | A k u
n t a n s i. 7, 22–43.
Ryff, C. D., & Keyes, C. L. M. (1995). The Structure of Psychological Well-Being Revisited.
Journal of Personality and Social Psychology, 69(4), 719–727.
https://doi.org/10.1037/0022-3514.69.4.719
Saputri, E. A., & Lestariningsih, M. (2021). Pengaruh Kompetensi Dan Self Efficacy Terhadap
Kinerja Pegawai Melalui Lingkungan Kerja Map Fashion Tunjungan Plaza
Surabaya. Jurnal Ilmu Dan Riset Manajemen, 10(3), 1–17.
Siregar, D. (2021). Pengaruh Efikasi Diri dan Motivasi Intrinsik terhadap Kinerja Karyawan

International Journal of Economics, Business and Accounting Research (IJEBAR) Page 527

International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR
pada PT. Bank X. JUPIIS: JURNAL PENDIDIKAN ILMU-ILMU SOSIAL, 13(1),
230. https://doi.org/10.24114/jupiis.v13i1.24158
Sofyanty, D., & Setiawan, T. (2020). Pengaruh Kontrak Psikologis Dan Psychological Well
Being Terhadap Kinerja Karyawan: Studi Pada Pt Asia Kapitalindo Jakarta. Jurnal
Ekonomi, Sosial & …, 02(02), 25–34.
Syafranuddin, R. A. H., & Rahmanto, E. (2019). Pengaruh Motivasi Intrinsik dan Motivasi
Ekstrinsik terhadap Kinerja Aparatur Sipil Negara (ASN) pada Badan Kesatuan
Bangsa dan Politik Kabupaten Kutai Timur. INOBIS: Jurnal Inovasi Bisnis Dan
Manajemen Indonesia, 2(3), 412–418.
Syarif, A. H., Rahmawati, A., & Fasa, M. I. (2019). The Effect of Islamic Work Ethic and
Productivity on Work Quality Through The Employee Performance. Review of
Islamic
Economics
and
Finance,
2(2),
40–52.
https://doi.org/10.17509/rief.v2i1.22375

International Journal of Economics, Business and Accounting Research (IJEBAR) Page 528