Bank employees’ problems due to the imbalance of work and family demands
-
Author(s)Halid HasanLink to ORCID Index: https://orcid.org/0000-0001-9196-3221
,
Farika NikmahLink to ORCID Index: https://orcid.org/0000-0001-8145-3033
,
SudarmiatinLink to ORCID Index: https://orcid.org/0000-0003-1411-8870
-
DOIhttp://dx.doi.org/10.21511/bbs.17(1).2022.15
-
Article InfoVolume 17 2022, Issue #1, pp. 176-185
- Cited by
- 1584 Views
-
695 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
Work-life balance is a common topic that has been brought up along with human necessity to maintain life balance, as employees currently have some considerations related to their high productivity at work. High self-efficacy is one thing that employees should have in order to stay in their workplace. Banks are among businesses that have fierce competition with regard to quality and customer service as well as employee management. This is the reason why this study was conducted in an Indonesian government-owned bank as the problem of employee turnover is considered relatively serious in order to get more benefits in one’s working life. This study aims to analyze the relationship between self-efficacy and work-life balance on employee engagement. The sample comprised 280 employees, and data analysis used was SEM PLS. The results showed that self-efficacy had 75% and work life balance had a 79% effect on employee engagement, which were proved by the fact that employees are professionally responsible for their duties at work without neglecting their family responsibilities. With such results, banks should consider reconstructing their employee management, since salary is no longer the top priority for employees to work but they also consider life balance. Employees need to spend their time with their families while remaining on their track in work productivity. They also need appreciation, recognition and pride to keep their self-efficacy in their work performance.
- Keywords
-
JEL Classification (Paper profile tab)D83, G21, G41
-
References50
-
Tables4
-
Figures0
-
- Table 1. Description of the research instrument
- Table 2. Description of respondents
- Table 3. Measured factors for validity and reliability instruments
- Table 4. Hypotheses analysis of direct and indirect relation
-
- Adeniji, O., Adeniji, A., & Imhonopi, D. (2021). Outcomes of job autonomy and its effect on work engagement: A study of the banking industry in Nigeria. Banks and Bank Systems, 16(3), 173-183.
- Adler, N. J. (2006). The Art & Leadership: Now That We Can Do Anything, What Will We Do? Academy of Management Learning & Education, 5(4), 486-499.
- Ahmad, M. M., Anjum, A., Visvizi, A., & Nawaz, R. (2020). Linking work-family conflict (WFC) and talent management: Insights from a developing country. Sustainability, 12(7), 2861-2877.
- Ahmed, U. (2019). Job Demands and Work Engagement: Call for More Urgent Empirical Attention. Annals of Contemporary Developments in Management & HR, 1(2), 8-14.
- Akanni, A. A., & Ajila, C. (2021). Social Support and Work-Family Balance of Manufacturing Companies’ Employee with Self-Efficacy as a Mediator. Management Dynamics in the Knowledge Economy, 9(2), 177-183.
- Albrecht, S. L. (2012). The influence of job, team and organizational level resources on employee well-being, engagement, commitment and extra-role performance. International Journal of Manpower, 33(7), 840-853.
- Amah, O. E. (2016). Employee engagement and the work-family conflict relationship: The role of personal and organisational resources. South African Journal of Labour Relations, 40(2), 118-138.
- Aminu, I. M. (2015). Mediating Role of Access to Finance and Moderating Role of Business Environment on the Relationship Between Strategic Orientation Attributes and Performance of Small and Medium Enterprises in Nigeria (Doctoral Thesis). Kedah: School of Business Management University Utara Malaysia.
- Azoury, A., Daou, L., & Sleiaty, F. (2013). Employee engagement in family and non-family firms. International Strategic Management Review, 1(1-2), 11-29.
- Chan, X. W., Kalliath, T., Brough, P., O’Driscoll, M., Siu, O.-L., & Timms, C. (2017). Self-efficacy and work engagement: Test of a chain model. International Journal of Manpower, 38(6), 819-834.
- Conte, J. M., Aasen, B., Jacobson, C. O’Loughlin, C., & Toroslu, L. (2019). Investigating relationships among polychronicity, work-family conflict, job satisfaction, and work engagement. Journal of Managerial Psychology, 34(7), 459-473.
- De-la-Calle-Durán, M.-C., & Rodríguez-Sánchez, J.-L. (2021). Employee Engagement and Wellbeing in Times of COVID-19: A Proposal of the 5Cs Model. International Journal of Environmental Research and Public Health, 18(10), 1-15.
- Feist, J., & Feist, G. (2013). Theories of Personality (7th ed.). United States of America: Mc Graw-Hill Primis.
- Ghura, A. S., & Goel, A. (2018). A Study of Antecedents of Corporate Entrepreneurship and Employee Engagement: A Conceptual framework (Working paper Series WPS No. 809). Calcuta, India: Indian Institute of Management Calcuta.
- Gragnano, A., Simbula, S., & Miglioretti, M. (2020). Work–Life Balance: Weighing the Importance of Work–Family and Work–Health Balance. International Journal of Environmental Research and Public Health, 17(3), 1-20.
- Hanaysha, J. (2016). Testing the Effects of Employee Engagement, Work Environment, and Organizational Learning on Organizational Commitment. Procedia – Social and Behavioral Sciences, 229, 289-297.
- Hasan, H., Nikmah, F., Nurbaya, S., Fiernaningsih, N., & Wahyu, E. (2021). A review of employee engagement: Empirical studies. Management Science Letters, 11, 1969-1978.
- Hasmi, M., Asaari, A., & Desa, N. (2021). Work Stress, Work Family Conflict, and Work Performance with Mediation of Organizational Support Among Public and Private Employees: Case of Covid-19 Pandemic. International Journal of Asian Social Science, 11(1), 76-87.
- Heskett, J., Jones, T. O., Sasser, W., & Schlesinger, L. (2003). Putting the Service-Profit Chain to Work. New York: The Free Press.
- Ibrahim, S. N., Suan, C., & Karatepe, O. (2018). The effects of supervisor support and self-efficacy on call center employees’ work engagement and quitting intentions. International Journal of Manpower, 40(4), 688-703.
- Jaharuddin, N. S., & Zainol, L. (2019). The Impact of Work-Life Balance on Job Engagement and Turnover Intention. The South East Asian Journal, 13(1), 106-118.
- Judeh, M. (2021). Effect of work environment on employee engagement: Mediating role of ethical decision-making. Problems and Perspectives in Management, 19(3), 221-229.
- Kamal, R., & Sengupta, D. (2008). A study of job satisfaction of bank officers. Prajnan, 37(3), 229-245.
- Kengatharan, N. (2020). Home is where the heart is: Factors Determining Family Demand and Its Implications for HRM Practice. International Journal of Business and Society, 21(1), 153-167.
- Köseoğlu, Y. (2015). Self-Efficacy and Academic Achievement – A Case from Turkey. Journal of Education and Practice, 6(29), 131-141.
- Kruja, A., & Jaupi, M. (2020). Work Life Balance & Banking Sector Employee Satisfaction. Happiness and Contemporary Society: Conference Proceedings (pp. 140-143). Albania: Epoka University.
- Loeb, C. (2016). Self-efficacy at Work: Social, Emotional, and Cognitive Dimensions. Sweden: Mälardalen University Press.
- Lu, L., Lu, A., Gursoy, D., & Neale, N. (2016). Work engagement, job satisfaction, and turnover intentions: A comparison between supervisors and line-level employees. International Journal of Contemporary Hospitality Management, 28(14), 737-761.
- Majekodunmi, A. E. (2017). Work Family Conflict and Family Work Conflict as Correlates of Job Performance Among Working Mothers: Implications for Industrial Social Workers. African Journal of Social Work, 7(1), 52-62.
- Maslach, C., & Leiter, M. (2016). Understanding the burnout experience: recent research and its implications for psychiatry. World Psychiatry, 15(2), 103-111.
- Nazir, O., & Islam, J. (2020). Effect of CSR activities on meaningfulness, compassion, and employee engagement: A sense-making theoretical approach. International Journal of Hospitality Management, 90, 102630.
- Nikmah, F., Indrianti, T., & Pribadi, J. D. (2020). The Effect of Work Demand, Role Conflict, and Role Ambiguity on Work-Family Conflict (Impact of Work from Home due to The Covid-19 Pandemic). Journal of Family Sciences, 5(2), 92-102.
- Obrenovic, B., Jianguo, D., Khudaykulov, A., & Khan, M. (2020). Work-Family Conflict Impact on Psychological Safety and Psichological Well-Being: A Job Performance Model. Frontiers in Psychology, 11, 1-18.
- Oishi, A., Chan, R., Wang, L., & Kim, J. (2015). Do part-time jobs mitigate workers’ work–family conflict and enhance wellbeing? New evidence from four East-Asian societies. Social Indicators Research, 121(1), 5-25.
- Opie, T. J., & Henn, C. (2013). Work-family conflict and work engagement among mothers: Conscientiousness and neuroticism as moderators. SA Journal of Industrial Psychology, 39(1), 1-12.
- Pan, S.-Y., & Yeh, Y.-J. (2019). The crossover effect of work-family conflict among hotel employees. International Journal of Contemporary Hospitality Management, 31(2), 812-829.
- Ployhart, R. E., & Moliterno, T. (2011). Emergence of Human Capital Resource: A Multilevel Model. The Academy of Management Review, 36(1), 127-150.
- Prasanthi, P., & Geevarghese. (2020). Employees’ Intention to Stay: Mediating Role of Work-Life Balance. SCMS Journal of Indian Management, 17(4), 44-50.
- Prince, R., & Rao, M. (2021). Efficacy beliefs and employee voice: the role of perceived influence and manager openness. International Journal of Productivity and Performance Management, ahead-of-print.
- Rose, S., Hunt, T., & Ayers, B. (2007). Adjust the Balance: Literature Review Life Cycles and Work Life Balance. Centre for Health Psychology, Staffordshire University.
- Rothbard, N. P., & Patil, S. (2011). Being There: Work Engagement and Positive Organizational Scholarship. Pennsylvania: University of Pennsylvania.
- Schaufeli, W. B., Shimazu, A., Hakanen, J., Salanova, M., & De Witte, H. (2017). An Ultra-Short Measure for Work Engagement: The UWES-3 Validation Across Five Countries. European Journal of Psychological Assessment, 35(4), 577-591.
- Schaufeli, W., & Bakker, A. (2003). UWES: Utrecht Work Engagement Scale. Utrecht/Valencia: Utrecht University.
- Schunk, D. H., & Mullen, C. (2012). Self-efficacy as an engaged Learner. In S. Christenson, A. Reschly, C. Wylie (Eds.), Handbook of Research on Student Engagement. Springer, Boston, MA.
- Scott-Jackson, W. S., & Mayo, A. (2018). What are Engagement, Happiness and Well-Being? In Transforming Engagement, Happiness and Well-Being (pp. 13-103). Palgrave Macmillan, Cham.
- Sedaroglu, M. (2021). Determinants of work-family conflict in the context of the COVID-19 pandemic. Studia Doctoralia. Psychology and Educational Science, 12(1), 20-34.
- Suhardoyo, & Nurjanah, S. (2021). The Impact of Job Demands and Job Resources on Employee Work Engagement in The Industrial Area of Bonded Zone North Jakarta. Psychology and Education, 58(4), 1277-1285.
- Timms, C., Brough, P., & Graham, D. (2012). Burnt-out but engaged: The co-existence of psychological burnout and engagement. Journal of Educational Administration, 50(3), 327-345.
- Yusuf, R. M., & Hasnidar, H. (2020). Work-family conflict and career development on performance of married women employees. International Journal of Research in Business and Social Science, 9(1), 151-162.
- Znidarsic, J., & Bernik, M. (2021). Impact of work-family balance results on employee work engagement within the organization: The case of Slovenia. PLoS ONE, 16(1), 1-17.
-
How employee engagement mediates the influence of individual factors toward organizational commitment
Problems and Perspectives in Management Volume 16, 2018 Issue #1 pp. 276-283 Views: 2011 Downloads: 362 TO CITE АНОТАЦІЯEmployee engagement affects the Employer Commitment which has influence on the expression desired by someone in relation to their professional attitude, connecting the work with personal life for psychological, cognitive, emotional, and their personal feelings as a whole, so that employees engagement towards a company will drive the employees’ performance. This is proved by the previous studies, but they have not included individual factors as the force that forms employee engagement or organizational commitment, specifically because seeing how the consequences of employee engagement produced. In this study, the authors consider the influence of individual factors towards organizational commitment mediated by employee engagement, which distinguishes this study from the previous ones. The objectives of this study are: first, to discover how individual factors affect employee engagement; second, to find out how employee engagement affects Organizational Commitment of employees; Third, to discover how individual factors affect organizational commitment. This study is conducted among the respondents all of whom are employees within MICE industry in Indonesia using questionnaire. Data analysis in was performed this study using Structural Equation Modeling (SEM) method. The results of this study show that high individual factors will form high employee engagement, high employee engagement will form high organizational commitment, and high individual factors will form high organizational commitment. In this study, it is found that there is an influence of individual factors towards organizational commitment mediated by employee engagement.
-
The impact of human resource development practices on employee engagement and performance in Jordanian family restaurants
Amani Abu Rumman ,
Lina Al-Abbadi ,
Rawan Alshawabkeh
doi: http://dx.doi.org/10.21511/ppm.18(1).2020.12
Problems and Perspectives in Management Volume 18, 2020 Issue #1 pp. 130-140 Views: 2000 Downloads: 1251 TO CITE АНОТАЦІЯGiven the organizational positive outcomes of human resource development (HRD) practices like organizational effectiveness, sustainable competitive advantage, and organizational commitment, the current study was designed to detect the impact of HRD practices (employee training, employee empowerment, employee promotion) as independent variables on employee engagement and employee performance as dependent variables and to notify those who are interested. A quantitative descriptive-analytical method was adopted for the current research paper. Data were collected conveniently via a questionnaire from employees of family restaurants. Usable responses were analyzed using IBM SPSS and AMOS on the strength of structural equation modeling (SEM).
The current data identified employee training, employee empowerment, and employee promotion as key predictors of both employee engagement and employee performance. Employee empowerment has the highest impact on employee engagement, followed by employee promotion, while employee training has the highest effect on employee performance. Furthermore, employee engagement is positively related to employee performance. -
Understanding triangulated collaboration of work-life balance, personality traits and eudaimonic well-being
Pooja Soni ,
Kanupriya Misra Bakhru
doi: http://dx.doi.org/10.21511/ppm.17(2).2019.05
Problems and Perspectives in Management Volume 17, 2019 Issue #2 pp. 63-82 Views: 1800 Downloads: 300 TO CITE АНОТАЦІЯThis paper aims to understand the relationship between personality traits, work-life balance (WLB) and eudaimonic well-being (EWB) among individuals in education sector. It is hypothesized that big five personality traits are positively related to different components of WLB and further components of WLB are positively related to different components of EWB. Data were collected from 504 business school teachers through a structured questionnaire from national capital region (NCR) of India. Analysis is done using structural equation modeling. The result indicate that big five personality traits influence all the dimensions of WLB and, hence, are important predictor variables. Finding also suggests that work interference with personal life and health dimensions of WLB significantly impacts EWB. Whereas personal life interference with work and work personal life enhancement dimension of WLB were found to have significant impact on some dimensions of EWB, the outcomes have practical implication in dispositional job design, developing supportive policies, work-life culture and eudaimonia oriented interface for maximizing individual and organizational outcomes. The study reflects towards work-life balance in a novel socio-cultural context and promotes possibility of the mediating role of WLB to the relationships between personality traits and EWB.
