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EMPLOYEE SATISFACTION AND WORK-LIFE BALANCE ON EMPLOYEE
PERFORMANCE: EMPLOYEE ENGAGEMENT AS MEDIATION VARIABLE
1*Bagus Eka Riyadi, 2Suhana Universitas Stikubank Semarang.
Central Java.
Indonesia Email: bagusriyadi491@gmail.
Received: May 17, 2025 DOI: https://doi.
org/10.
56457/jimk.
Accepted: June 20, 2025
Published: June 25, 2025
ABSTRACT
This study aims to examine the influence of Employee Satisfaction and Work-life Balance on Employee Performance at the Pati Regency Transportation Office, with Employee Engagement as a mediating variable.
The method used is quantitative with the Partial Least Square Structural Equation Modeling (PLS-SEM) approach.
Data was obtained through the distribution of questionnaires to 120 respondents who are State Civil Apparatus (ASN) within the Transportation Office.
The results of the study show that Employee Satisfaction and Work-life Balance have a significant positive effect on employee performance.
However.
Employee Satisfaction has no significant effect on Employee Engagement, while Work-life Balance has a significant effect on Employee Engagement.
Employee Engagement also does not significantly mediate the effect of Employee Satisfaction on performance, but has a negative mediating effect on the effect of Work-life Balance on performance.
These findings contribute to the literature on human resource management in the public sector and become the basis for formulating policies to improve the performance of civil servants through strategies to increase job satisfaction and work-life balance.
KEYWORDS
Employee Satisfaction.
Work-life Balance.
Employee Engagement.
Employee Performance.
ASN
INTRODUCTION
Employee performance is a crucial element for the company's success because it is able to increase productivity and create a positive work environment (Putri et al.
, 2.
(Sariadi & Heryanda, 2.
On the other hand, low performance has an impact on productivity, service quality, company reputation, and employee mental health (Putri & Syarif, 2.
In addition, low performance also contributes to increased turnover and operational costs (Zakaria & Ali, 2.
Therefore, it is important to identify factors that affect performance, such as job satisfaction and Work-life Balance (Triansyah et al.
, 2.
Job satisfaction creates positive emotions that trigger engagement and increase productivity (Osimokha et al.
Kosim et al.
(Ginting & Siagian, 2.
Satisfied employees tend to have low levels of stress and absenteeism, and exhibit stable performance (Rahmadani & Kurniawati, 2.
On the other hand.
Work-life Balance also plays an performance because it creates a balance between personal and work life, reduces stress, and increases motivation Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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and focus on work (Sustainable et al.
Based on the study of several previous studies, research related to job satisfaction.
Work-life Balance and employee performance still gives Research conducted Nurkumalasari and Mustafa.
Janah et al.
2023 J15.
Sitorus et 2022 j28.
Mas' ud and Adha, 2023 J29 found that job satisfaction has no impact on employee performance.
The same goes for relationships Work-life Balance with employee performance, research Erwina et al.
2024 j30.
Zahroh and Khasanah, 2024 j31.
Fadila et al.
2024 J32
shows that Work-life Balance It does not affect employee performance in various With the difference from the results of previous studies, this is a reference for the author to re-analyze the influence between these variables.
Moreover Research gap or the novelty in this study lies in the use of mediation variables, namely employee engagement to explain the relationship between Employee Satisfaction and Work-life Balance on the performance of the State Civil Apparatus (ASN).
Employee engagement can be interpreted as an individual's level of engagement, satisfaction, and enthusiasm for their work, which reflects their emotional and psychological relationship with the company (Wijayanto et al.
, 2.
Employee engagement is able to mediate the relationship between job satisfaction and Work-life Balance to When employees feel satisfied with their jobs and have a work-life balance, they tend to be more emotionally engaged and committed to work.
This engagement then encourages improved employee performance, showing that Employee Engagement is a factor that bridges the influence of job satisfaction and Worklife Balance on performance.
In this study, the author will conduct research related to the performance of ASN at the Pati Regency Transportation Office.
Based on the results of pre-research observations, the author found a number of problems related to ASN performance which are still relatively low.
One of the low performance of ASN is reflected in the low level of ASN attendance at the Pati Regency Transportation Office.
Based on the results of interviews with the head of the agency, the resource person explained that almost every day there are ASNs who are absent or arrive late, thus disrupting the smooth running of operations and public services.
The absence of civil servants certainly not only burdens other employees who have to bear additional duties, but also slows down the completion of work, especially those of an urgent nature transportation problems.
Furthermore, the resource person explained that some civil servants at the Pati Regency Transportation Office do not fully have adequate technical competence to carry out their duties in accordance with the demands of their For example, in managing a modern transportation system or using information technology, there are still many employees who are not skilled.
This condition will certainly hinder the implementation of programs aimed at improving transportation services, because employees have not been able to adapt technology or more efficient work methods.
The suboptimal performance of ASN at the Pati Regency Transportation Office can also be seen from some Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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employees who have not fully complied with the standard operating procedures (SOP.
in carrying out their duties.
For example, some employees often ignore work protocols when conducting traffic or public service inspections.
This research is motivated by the inconsistency of the results of previous studies related to the influence of job satisfaction and work-life balance on employee performance, so the author is interested in examining the influence of these two variables on the performance of employees of the Pati Regency Transportation Agency with employee engagement as a mediating variable.
The purpose of this study is to examine the direct and indirect influence of employee satisfaction and work-life balance on performance, as well as the role of employee engagement as an intermediary between these variables.
The theoretical contributions in the form of additional literature and new empirical findings in the public sector, as well as practical benefits for the Transportation Agency.
ASN, and local governments in developing performance improvement strategies through increased job satisfaction, life balance, and employee However, this study did not consider external factors that may affect employee performance, such as employee welfare, or socio-economic factors that may increase employee stress levels.
For example, policies of reducing working hours or increasing employee benefits may contribute to changes in performance.
Therefore, further research needs to consider external factors that can enrich the performance and lead to more comprehensive findings.
RESEARCH METHOD
This study uses a quantitative approach, which focuses on the collection and analysis of numerical data to test the relationships between This method is used to measure the influence of employee satisfaction and work-life balance on employee performance with employee engagement as a mediating variable.
The research population includes all civil servants at the Pati Regency Transportation Office as many as 107 people, all of whom were sampled through total sampling techniques.
The type of data used is primary data, collected through a questionnaire with a Likert scale, and the measurement is carried out on four main variables, namely employee satisfaction, work-life balance, employee engagement, and employee performance.
In data processing, this study uses the PLS-SEM approach which is considered suitable for complex models with a limited number of samples.
The measurement model was carried out to assess the convergent and discriminant validity, as well as the reliability of the instrument using factor loading.
AVE, and composite reliability values.
Meanwhile, the structural model was analyzed through the determination coefficient (R-squar.
SRMR value, and Q-square test to assess the model's suitability and predictive ability.
The hypothesis test was carried out to assess the relationship between variables using a p-value with a significance level 05 as the limit of acceptance or rejection of the hypothesis.
This approach allows researchers to obtain strong empirical evidence in evaluating the theoretical models used.
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RESULTS AND DISCUSSION
Research Data Analysis With PLS-SEM recommended for studies that are theoretically new, applicable, or in the early stages of model development.
PLS-SEM, the analysis process begins with compiling a conceptual model that reflects the relationship between constructs and indicators.
The following is a structural model drawing that refers to the conceptual framework that has been compiled:
Figure 4.
1 Research Structural Model Evaluation of Measurement Models Furthermore, (Outer Mode.
validity is one of the important types of This evaluation was carried out validity in the evaluation process of through two tests, namely validity and research instruments, especially in the reliability tests.
The convergent validity context of measurement models that use test is one of the approaches to assessing This the validity of a construct, namely the emphasizes that a construct should be extent to which a measuring instrument clearly distinguishable from other is able to represent the theoretical constructs in a single model.
If the construct to be studied.
Convergent indicators of a construct also have a low validity focuses on testing the correlation with different constructs, relationship between indicators that then it indicates a high discriminant should theoretically be interrelated When the validity of the because they are in the same construct discriminant is met, the data produced If these items really measure will not have a double meaning, so that the same construct, then statistically the the interpretation of the research results results will show a high positive will be accurate, biased or unbiased.
correlation between the indicators.
Convergent Validity Test Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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Figure 4.
2 Structural Model with Outer Loading Value Based on the analysis test model by eliminating .
the six above, it can be seen that there are still indicators because they can no longer be six indicators with values Outer Loading used in future tests.
After deletion, the less than 0,708.
This is not in line with author carried out the process of the opinion Hair et al.
which recalculating the value Outer Loading of states that the indicator is considered each indicator with the following valid if it has a value of more than 0,708.
Therefore, it is necessary to modify the Table 4.
10 Loading Factor Value Results Indicator Value Variable Items Outer Loading Employee Satisfaction (X.
ES4
0,788
SS5
0,759
SS6
0,875
ES7
0,877
SS8
0,895
SS9
0,857
ES10
0,873
Work-life Balance (X.
WLB1
0,825
WLB2
0,886
WLB3
0,863
WLB4
0,862
WLB5
0,873
WLB6
0,840
WLB7
0,865
WLB8
0,852
WLB9
0,841
WBL10
0,836
Decision Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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WBL11
WBL12
WBL13
Employee Engagement (W) EE1
EE4
EE5
EE6
EE7
EE8
EE9
EE10
EE11
Employee Performance (Y) KK1
KK2
KK3
CD4
KK5
KK6
CD7
KK8
KK9
KK10
KK11
KK12
KK13
Source : Primary Data to be processed in 2025 The following is a drawing of the structural model that has been adjusted based on the results of the 0,907 0,850 0,868 0,818 0,803 0,723 0,865 0,835 0,882 0,836 0,876 0,835 0,836 0,888 0,878 0,853 0,879 0,867 0,866 0,853 0,864 0,859 0,902 0,862 0,877 Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid Valid post-elimination convergent validity Figure 4.
3 Customized Structural Model Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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Next Convergent validity can indicator associated with a single also be assessed through Average construct, then divided by the sum of Variance Extracted (AVE).
AVE
the total variances, including the error describes how large the proportion of If the AVE value is higher, it variance that a latent construct can means that the construct is able to explain to the indicators it measures, explain the indicator better.
According compared to the variance of error.
The to Hair et al.
J81, an AVE value AVE value is an important indicator in greater than 0.
5 indicates that the latent assessing the convergent validity of a construct is able to explain more than construct in a theoretical model.
50% of the variance of the indicator, so Technically.
AVE is calculated from the that convergent validity is achieved square of the loading factor of each Table 4.
11 AVE Values for Convergent Validity Tests Yes Variable AVE Value Decision Employee Satisfaction (X.
0,719 Valid Work-life Balance (X.
0,738 Valid Employee Engagement (W) 0,692 Valid Employee Performance (Y) 0,754 Valid Source : Primary Data to be processed in 2025 The results of the convergent conclusions that will later be drawn validity test showed that the AVE value from the analysis.
for Employee Satisfaction was 0.
This proven convergent validity Work-life Balance was 0.
Employee is an important foundation for the next Engagement was 0.
692, and Employee analysis process.
Since the variables in Performance reached 0.
This means the study have been proven to be valid, that more than half of the variation in the next step, such as testing the the indicators can be explained by the relationship between variables or the construct they represent.
With these role of mediation, can be carried out achievements, it can be concluded that with the belief that the instrument used the validity of the convergence is strong.
meets scientific standards.
This ensures This certainly gives more confidence in that the findings obtained later truly the data produced and in the reflect the reality being studied.
Discriminating Validity Test Table 4.
12 Fornell Larcker Results ICE
WLB
0,832
ICE
0,080
0,848
0,038
0,764
0,868
WLB
0,750
0,012
0,112
0,859
Source : Primary Data to be processed in 2025 If you look at the table above, it has more power in explaining its own can be seen that the square root value of AVE for each construct is higher than These findings also show the correlation value between other that the Fornell-Larcker criteria in This is a good signal because testing the validity of the discriminator it shows that each construct in this study have been met.
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Good discriminant validity is in factor analysis.
The main purpose of essential because it ensures that each this test is to ensure that each indicator construct does indeed measure different is better representative of the construct concepts and does not overlap with each in question compared to the others.
This When the square root of AVE is is necessary so that the accuracy of the higher than the correlation between model in describing the relationships constructs, it means that the constructs between latent variables can be in this study stand clearly and accounted for.
independently of each other.
Thus, we If it is found that an indicator has can be more confident that this research a higher loading value on another instrument measures exactly what is construct other than the original This means that the measuring construct, then it is an indication of an instruments used in this study have overlap in meaning or lack of clarity of undergone rigorous testing and show the indicator in measuring the good quality, so the findings produced This situation can undermine can be trusted as a representation of the the validity of the discriminator and reality being studied.
negatively impact the overall quality of The validity of the discriminator the model.
Therefore, this kind of can also be measured through a cross indicator is often considered for loading analysis test.
The cross loading removal or revision.
Next, below are the analysis test is one of the important cross loading values of the test results:
steps in the construct validation process Table 4.
13 Cross loading Indicator Items ICE
WLB
ES4
-0,057
-0,019
0,567
0,788
SS5
0,069
0,135
0,500
0,759
SS6
-0,018
0,059
0,658
0,875
ES7
-0,064
0,094
0,652
0,877
SS8
0,054
0,094
0,730
0,895
SS9
0,000
0,043
0,666
0,857
ES10
0,076
0,068
0,718
0,873
WLB1
0,115
0,617
0,209
0,825
WLB2
0,085
0,677
0,163
0,886
WLB3
0,065
0,863
0,702
0,127
WLB4
-0,041
0,862
0,610
0,054
WLB5
-0,054
0,873
0,598
0,053
WLB6
-0,075
0,840
0,601
0,023
WLB7
-0,013
0,865
0,674
0,043
WLB8
0,024
0,852
0,574
0,134
WLB9
-0,059
0,606
0,043
0,841
WBL10
0,002
0,690
0,032
0,836
WBL11
0,036
0,687
0,123
0,907
WBL12
-0,015
0,658
0,097
0,850
WBL13
0,033
0,651
0,131
0,868
EE1
0,132
0,689
0,115
0,818
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EE4
0,158
0,505
-0,012
0,803
EE5
0,174
0,405
0,003
0,723
EE6
0,055
0,519
0,009
0,865
EE7
0,038
0,524
0,008
0,835
EE8
-0,062
0,698
-0,005
0,882
EE9
0,039
0,646
0,039
0,836
EE10
-0,016
0,691
-0,064
0,876
EE11
0,124
0,772
0,142
0,835
KK1
0,631
0,043
0,105
0,836
KK2
0,689
0,011
0,014
0,888
KK3
0,712
0,036
0,069
0,878
CD4
0,649
0,157
0,056
0,853
KK5
0,627
0,239
0,133
0,879
KK6
0,604
0,131
0,044
0,867
CD7
0,673
0,084
-0,018
0,866
KK8
0,569
0,153
0,000
0,853
KK9
0,659
0,201
0,146
0,864
KK10
0,702
0,103
-0,039
0,859
KK11
0,691
0,027
-0,064
0,902
KK12
0,699
0,066
0,017
0,862
KK13
0,691
0,021
-0,013
0,877
Source : Primary Data to be processed in 2025 Through the table presented, it limit which indicates that the can be seen that each indicator item has relationship between the indicator and a higher cross loading value to the its construct is quite strong.
In other construct from which it originates words, each item actually reflects the compared to other constructs.
This concept or construct to be measured, means that each indicator is more and does not "get lost" into another closely related to the variable it is This adds to the belief that the supposed to represent, not to the other instruments used are able to distinguish This is a positive sign in one construct from another well, so that testing the validity of the measuring the results of the research become more instrument used.
In addition, all cross accurate and reliable.
Reliability Test loading values obtained were above 0.
This value is considered the minimum Table 4.
Reliability Test Results Composite Variable Cronbach's Alpha Decision Reliability .
ICE
0,934
0,942
Reliable WLB
0,970
0,971
Reliable 0,970 0,971 Reliable 0,973 0,973 Reliable Source : Primary Data to be processed in 2025 From the results shown in the Composite Reliability table above, it can be seen that the value Cronbach's Alpha is above 0.
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number is the minimum limit that is In addition, the validity of the generally used to assess whether a discrimination has also been achieved, construct can be said to be reliable.
which means that each construct in this Thus, it can be said that each construct study can be clearly distinguished from in this study has a good level of internal each other.
If combined with a high composite reliability value, then overall.
Furthermore, the findings indicate that the measuring tools in this study are the instruments used in this study are proven to be feasible and reliable.
This powerful enough to measure what shows that the data collection and should be measured.
Not only reliability processing process has been well done, is met, but validity also shows resulting in solid findings for further Convergent Structural Model Test (Inner Mode.
validity, for example, ensures that Coefficient Determination Test similar indicators are actually related to each other as they should be.
Table 4.
15 R-Square Value Variable R-square Criterion
Employee Engagement
0,567
Moderate/ Moderate Employee Performance 0,617 Moderate/ Moderate Source : Primary Data to be processed in 2025 Based on the results of the engagement together is able to explain analysis carried out with the help of 7% of the variation in SmartPLS 4, it was found that the Remployee performance.
As with the Square value for the Employee previous variable, this value is also in Engagement variable reached 0.
the medium category, which means that This figure means that the 56.
this research model is quite capable of employee engagement rate can be explaining most of the factors that affect explained by two main factors, namely Employee Satisfaction and Work-life Balance.
This percentage falls into the However, there are still about moderate category, suggesting that both 3% of other factors that affect factors are quite influential in shaping employee performance but are not employee engagement, although there included in the model studied.
This are still 43.
3% of other influences that means that while this model provides a come from factors outside the scope of fairly clear picture of the relationships this study.
between variables, there is still room for Meanwhile, for the Employee further development by exploring Performance variable, the R-Square additional factors that may play a role in value obtained was 0.
This shows that the combination of job satisfaction.
Model Fit Test work-life balance, and employee Table 4.
SRMR Test Results Estimated Saturated model Description SRMR Fit/fit model Source : Primary Data to be processed in 2025 Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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The SRMR (Standardized Root continuing the interpretation and Mean Square Residu.
value obtained in drawing conclusions from the results of this study was 0.
This figure is an the model analysis.
important indicator in assessing how Furthermore, the goodness test well the model used is in accordance can also be reviewed through the Qwith the analyzed data.
SRMR itself is a square value.
In its implementation.
Qmeasure used to evaluate how much of Square is calculated using the a difference there is between the blindfolding technique, which is a observed data and the data predicted by method that systematically removes the model.
According to guidelines some data, then predicts the lost value provided by Hair and his colleagues in using a model.
The QA value obtained is 2021, a model is considered "fit" if its usually interpreted in general, with the SRMR value is below the threshold of guidance that a value above 0 indicates predictive relevance, a value of around Furthermore, the value obtained 02 is weak, around 0.
15 is moderate, shows that the difference between the and above 0.
35 is strong.
This estimated data and the actual data is not assessment is especially important too large, so the model is considered when the model is used to predict future quite representative of real conditions.
behavior or trends, as it can provide Thus, the SRMR value of 0.
079 indicates confidence that the results displayed do that the model in this study is within the not only apply to the sample data used.
recommended limits.
This means that The overall Q-Square analysis helped this model meets the feasibility criteria the researcher to understand how well and is reliable in explaining the the PLS-SEM model predicted the actual relationship between the variables The results of the Q-Square being studied.
This is a strong basis for test can be seen in the following table:
Table 4.
17 Q-Square Value Q-Square Variable Employee Engagement (W) 0,336 Employee Performance (Y) 0,482 Source : Primary Data to be processed in 2025 From the data displayed in the model can predict.
The greater the value table, it can be seen that the value of Q.
s long as it is positiv.
, the better the Square to Employee Engagement is 0.
model's ability to explain the while for Employee Performance it is relationship between the variables Both of these numbers are greater being studied.
So, because of its positive than zero, which means that both value, it can be said that this model is variables are quite important and can be quite powerful and relevant in used to help predict outcomes in the describing the relationship between research model that is created.
employee engagement and their According to Hair et al.
Qperformance.
Hypothesis Test valueSquare It is used to see how well a Table 4.
18 Hypothesis Testing Original Hypothesis Sample Decision Statistics Values (O) Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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Employee Satisfaction - > Positive & Employee Significant Performance 0,779 14,810 0,000 Work-life Balance Positive & Employee Significant Performance 0,276 2,444 0,015 Employee Satisfaction Not Employee Engagement
0,071
1,119
0,263
Influential
Work-life Balance Positive & Employee Significant Engagement
0,749
13,752
0,000
Employee Engagement - > Negative & Employee Significant Performance -0,231 2,057 0,040 Employee Not Satisfaction Influential Employee Engagement Employee Performance -0,016 0,887 0,375 Employee Negative & Satisfaction Significant Employee Engagement Employee Performance -0,173 1,998 0,046 Source : Primary Data to be processed in 2025 In his theory.
Jacob Cohen .
the 'medium influence' category has a argues that the influence of one variable range of f-Square values of 0.
15 to 0.
on other variables can be grouped into 3 while the 'small influence' category if The 'big influence' category the f-Square value is below 0.
if the f-Square value is greater than 0.
Table 4.
19 F-square test
Employee Employee Work-life Employee Variable Satisfaction Balance Engagement
Performance Employee Satisfaction 0,012 1,565 Work-life Balance 1,297 0,086 Employee Engagement
0,060
Employee Performance Source : Primary Data to be processed in 2025 Based on the results of the can be concluded that Employee hypothesis test and the f-square value, it Satisfaction and Work-life Balance have Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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a significant positive effect on Employee Performance, with a great influence based on the f-square value.
Work-life balance has also been shown to have a significant positive effect on Employee Engagement.
Employee Satisfaction has no significant effect on Employee Engagement.
Employee Engagement has a significant but negative influence on Employee Performance.
In addition, the indirect effect of Employee Satisfaction on Performance Employee Engagement is not significant, while the indirect effect of Work-life Balance on Performance is significant but negative.
This means that not all of the mediating relationships tested in this study support the hypothesis proposed.
The Effect of Employee Satisfaction on Employee Performance Based on the results of the analysis carried out, it was found that there is a significant relationship between Employee Satisfaction and Employee Performance.
These findings are in line with the results of research from Osimokha et al.
which states that job satisfaction makes an important contribution to improving employee performance by creating a conducive work environment.
The same thing is also explained in the research of Arisandi and Heryjanto .
J22 who stated that satisfaction with work, such as a supportive work environment, good relationships with superiors, and appreciation for their contributions, creates positive energy that encourages Satisfied employees are also more eager to take initiative, work harder, and come up with innovative ideas that support the company's Cavalera .
J21 research also shows similar results where job satisfaction makes an important contribution to improving employee performance by creating a conducive work environment.
When individuals feel satisfied with their work, they tend to be more enthusiastic, motivated, and focused on completing tasks, which ultimately boosts productivity and company profits.
Conversely, job dissatisfaction can lead to decreased (Rahmadani & Kurniawati, 2.
J19.
Yunita & Yansyah .
J56 also explained that dissatisfied employees tend to experience stress and feel less involved in their work, which can result in high attendance and high employee turnover rates.
In the long run, this is detrimental to the organization because it hinders the achievement of goals and increases the cost of recruitment and Therefore, it is important for companies to focus on improving employee job satisfaction.
However, not all studies found similar results.
study conducted by Nurkumalasari and Mustafa .
concluded that job satisfaction does not always have a positive impact on performance.
some cases, employees who are too comfortable with their work situation actually lose motivation to innovate or increase productivity, because they feel that there is no challenge or encouragement to develop further.
The Effect of Work-Life Balance on Employee Performance Based on the results of data analysis, it was found that there was a statistically significant relationship between Work-life Balance and employee These findings support the results of the study Aisha et al.
J53 which states Work-life Balance is a crucial factor in building optimal and sustainable employee performance.
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Study Sustainable et al.
J11
explains that the imbalance between work and personal life can have a employees' mental and physical health.
Excessive work pressure, accumulated workload, and lack of rest and recreation time can lead to chronic stress and emotional exhaustion.
This condition will certainly have a direct impact on decreased productivity, decreased work quality, and increased risk of work errors.
If left unchecked in the long term, this imbalance can trigger serious health problems, such as sleep disorders and depression.
However, not all findings support a positive relationship between Work-life Balance and performance.
Erwina et al.
and Zahroh & Khasanah .
found that work-life balance does not always correlate with employee performance.
This can be caused by the dominance of other factors such as internal motivation, support from management, a conducive compensation system received.
Even though employees feel they have a good life balance, without a strong work ethic and commitment, optimal performance is still difficult to achieve (Fadila et al.
The Effect of Employee Satisfaction on Employee Engagement The test results showed that Employee Satisfaction did not have a This finding is in line with research conducted by Diniyah .
, who stated that there was no significant relationship between the two variables.
Sypniewska et al.
also supports these results by explaining that even if an employee feels satisfied with aspects of the job such as salary, relationships in the workplace, it does not necessarily make them emotionally or psychologically attached to their Meanwhile, according to Sinha .
, engagement requires deeper involvement, such as a sense of dedication to the company's vision and mission, and motivation to contribute more than just obligations.
On the other satisfaction tends to be passive and focuses more on acceptance of existing working conditions.
Thus, even if employees feel satisfied, this does not necessarily encourage them to be actively involved in their work.
The Effect of Work-life Balance on Employee Engagement Based on the results of the analysis.
Work-life Balance (WLB) has been proven to have a positive and significant influence on Employee Engagement .
Study Syelvy & Siddiq .
Employees who feel they have enough time for family, hobbies, and personal activities tend to be more focused and productive at work.
Employee encompasses the extent to which an cognitively connected to his or her This is reflected in enthusiasm for work, a sense of belonging to the organization, and a desire to contribute more to the company.
If Work-life Balance Employees can experience stress, fatigue, and even burnout.
This will directly reduce their involvement, as the energy and attention that should be used for work is depleted by pressure and fatigue (Nwibere, 2.
Instead Abdullah et al.
Companies that provide policies to support work-life balance such as time Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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Kontigensi: Jurnal Ilmiah Manajemen Vol.
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flexibility, adequate leave, and mental health support, tend to have more loyal and engaged employees.
Employees who feel their needs are taken care of relationships with their workplace.
They not only carry out their duties formally, but also show a higher sense of initiative and responsibility.
Work-life Balance or work-life balance has become an important topic in the modern world Changing increasingly dynamic work demands that employees be able to effectively manage their time between their professional responsibilities and their personal lives.
This balance not only impacts individual well-being, but also has a strong correlation with the level of (Akhirudin et al.
, 2.
The Effect of Employee Engagement on Employee Performance Based on the results of the analysis, it was found that the indirect influence of Employee Satisfaction on Employee Performance Employee Engagement had an original sample value of -0.
016, with a T-statistic 887 and a P-value of 0.
Since the P-value is greater than 0.
05, it can be concluded that the effect is not statistically significant.
In addition, a negative and very small coefficient indicates that job satisfaction is not able to optimally improve performance through employee involvement in the context of this study.
Therefore, it can be concluded that Employee Engagement does not function as a mediator in the relationship between job satisfaction and employee performance.
This means that even if employees feel satisfied in their work, this does not necessarily make them more actively involved in carrying out their duties (Diniyah.
This low level of engagement has performance, as employees become less emotionally attached and responsible to the organization they work for (Putri et , 2.
The Role of Employee Engagement in Mediating the Influence of Employee Satisfaction on Employee Performance The results of the analysis showed that the indirect influence of Employee Satisfaction on Employee Performance Employee Engagement had an original sample value of -0.
016, with a T-statistical value 887 and a P-value of 0.
A Pvalue greater than 0.
05 indicates that the effect is not statistically significant.
addition, the negative and very small coefficient values suggest that employee satisfaction does not effectively improve employee involvement in the study.
Thus, it can be concluded that Employee Engagement does not act as a mediating variable in the relationship between Employee Satisfaction and Employee Performance.
This means that even if employees feel satisfied with their work, it does not automatically increase employee engagement with their work (Diniyah, 2.
With low employee engagement, this will have a Employees with low levels of engagement tend to be less emotional bond with their company, which has an impact on their low performance (Daughter et al.
, 2.
Different results found in the study Rizky et al.
which states employee employee engagement, which in turn Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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affects overall employee performance.
Research Squirting .
It shows that higher employee satisfaction leads to increased engagement rates, which encourages more engaged employees.
The Role of Employee Engagement in Mediating the Influence of Work-Life Balance on Employee Performance From the results of the analysis of specific indirect effects, it was found that Work-life Balance (WLB) has a significant negative influence on Employee Performance through the mediation role of Employee Engagement.
The original sample value obtained was 173, with a P-value of 0.
046 which was below the significance threshold of These findings show that the higher the level of Work-life Balance felt by employees, the lower their level of involvement in work tends to decrease, which has an impact on decreased work Aggarwal .
posits that when the balance between personal and work life is too skewed towards personal life, employees tend to feel too comfortable, thus reducing emotional engagement and loyalty to work.
greater focus on life outside of work makes them less responsive to the dynamics and demands of work that often demands high flexibility and As a result.
Employee Engagement decreases and the achievement of performance targets becomes less than optimal (Adamu et , 2.
Different results were found in the study of Wijayanto et al.
j33 which states that the positive relationship between Work-life Balance and employee engagement has a major Employees who feel holistically supported by the organization will be more productive, make fewer mistakes, and have a passion to contribute CONCLUSION Based on the results of the study, it was found that job satisfaction and work-life balance had a positive effect on employee performance, but only work-life balance was proven to engagement doesn't always have a positive impact on performance.
Instead, excessive involvement can reduce productivity due to fatigue.
addition, employee engagement does not mediate the relationship between job satisfaction and performance, nor does it mediate negatively the relationship between work-life balance and performance.
The theoretical implications show the need for a holistic approach in HR management, while practically, agencies need to improve job satisfaction and provide policies that support life balance.
This study has limitations in a narrow institutional context, the potential for questionnaire bias, and limited time coverage, so the next research agenda is suggested to expand the object, add variables, and use longitudinal design to make the results more comprehensive.
REFERENCES