The Influence of Work-Life Balance and Perceived Organizational Support on Employee Performance through Employee Well-Being as an Intervening Variable

Abstract

This study examines the effects of Work-Life Balance (WLB) and Perceived Organizational Support (POS) on Employee Performance, with Employee Well-Being as an intervening variable, among permanent employees at PT Bank Nagari Head Office, Padang. A quantitative explanatory design was employed. Data were collected using a five-point Likert-scale questionnaire from 94 valid respondents out of 98 targeted participants. The population consisted of 130 employees, while the sample size was determined using the Slovin formula with a 5% margin of error. Data were analyzed through Structural Equation Modeling-Partial Least Squares (SEM-PLS) using SmartPLS 4. The results showed that WLB significantly and positively affected Employee Well-Being (β = 0.356; p < 0.001), as did POS (β = 0.421; p < 0.001). Employee Well-Being also had a significant positive effect on Employee Performance (β = 0.388; p < 0.001). Furthermore, WLB and POS directly and positively influenced Employee Performance (β = 0.198; p = 0.032 and β = 0.176; p = 0.045, respectively). Employee Well-Being partially mediated both relationships, with indirect effects of 0.138 (p = 0.006) for WLB and 0.163 (p = 0.003) for POS. The model explained 46.2% of the variance in Employee Well-Being and 54.1% in Employee Performance, demonstrating adequate predictive relevance. These findings indicate that employee performance is jointly influenced by work-life balance, organizational support, and the well-being generated by both factors. Management should therefore maintain flexible work arrangements, provide recognition and adequate resources, and implement continuous well-being programs as complementary strategies for improving performance.