JIMEA | Jurnal Ilmiah MEA (Manajemen, Ekonomi, dan Akuntansi)

Vol. 8 No. 1, 2024

INTERFERENCE VS ENHANCEMENT :
WORK-LIFE BALANCE DIMENSIONS ON JOB SATISFACTION
AND TURNOVER INTENTION
Karuna Lau1; Maria Merry Marianti2
Parahyangan Catholic University, Bandung1,2
Email: 8032001009@student.unpar.ac.id; merrym@unpar.ac.id
ABSTRACT
The increase in jobs at software development companies has in-creased much
faster than the average for other jobs. Intention to change jobs is one of the bad work-
related outcomes for software development companies. Work-life balance has been
discovered to reduce the intention in changing jobs. Individuals who have balanced
work and life will experience less work overload and depression, and find it easier to
carry out work and life roles. This research desires to reveal the influence of work-life
balance dimensions on job satisfaction and turnover intention. The research method
used was descriptive and quantitative involving 61 respondents (saturated sample), and
was conducted from December 2022 to April 2023. The sampling technique used was
non-probability sampling with a saturated sample or census. Data processing and
analysis techniques use PLS-SEM via SmartPLS 3.0 software. The results of the
research produced several conclusions, namely two dimensions representing work-life
balance that have a significant effect, namely personal life interference with work
(PLIW) which is detrimental to job satisfaction, and work interference with personal life
(WIPL) which heightens turnover intention. job satisfaction has a significant
contradicting effect on employee turnover intentions. The step that companies need to
take is to pay attention to work interference with personal life, especially related to
fatigue after working during peak workload periods. Companies can provide facilities in
the form of multivitamins to employees and carry out regular weekly sports activities to
increase employee stamina.
Keywords : work-life balance; interference; WFH
ABSTRAK
Peningkatan lowongan pekerjaan di perusahaan pengembangan perangkat
lunak meningkat jauh lebih cepat dibandingkan rata-rata pekerjaan lainnya. Niat
berpindah pekerjaan adalah salah satu dampak buruk terkait pekerjaan bagi
perusahaan pengembangan perangkat lunak. Keseimbangan kerja-kehidupan terbukti
mengurangi niat berpindah kerja. Individu yang memiliki keseimbangan pekerjaan dan
kehidupan pribadi akan mengurangi kecenderungan mengalami beban kerja dan
depresi, serta lebih mudah menjalankan peran pekerjaan dan kehidupan pribadi.
Penelitian ini bertujuan untuk mengungkap pengaruh dimensi keseimbangan kerja-
kehidupan pada kepuasan kerja dan niat berpindah. Metode penelitian deskriptif
kuantitatif digunakan dengan melibatkan 61 responden (sampel jenuh), dan dilakukan
pada bulan Desember 2022 sampai dengan April 2023. Teknik pengambilan sampel
non-probability sampling digunakan berupa sampel jenuh atau sensus. Teknik
pengolahan dan analisis data menggunakan PLS-SEM melalui software SmartPLS 3.0.
Hasil penelitian menghasilkan beberapa kesimpulan yaitu dua dimensi yang mewakili
keseimbangan kerja-kehidupan yang mempunyai pengaruh signifikan adalah Personal

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Life Interference with Work (PLIW) yang merugikan kepuasan kerja, dan Work
Interference with Personal Life (WIPL) yang berpengaruh positif pada niat berpindah.
Kepuasan kerja berpengaruh negatif signifikan terhadap niat berpindah karyawan.
Langkah yang perlu dilakukan perusahaan adalah dengan mewaspadai gangguan
pekerjaan terhadap kehidupan pribadi, terutama terkait kelelahan setelah bekerja pada
masa beban kerja puncak. Perusahaan dapat memberikan fasilitas berupa multivitamin
kepada karyawannya dan melakukan kegiatan olah raga rutin setiap minggunya untuk
meningkatkan stamina karyawan.
Kata kunci : Keseimbangan Kerja-Kehidupan; gangguan; WFH

INTRODUCTION
Work-Life Balance (WLB) is “a measure of a person's quality of life”
(Greenhaus et al., 2003) and is significant since according to Haar et al. (2018), “most
people spend the majority of their lives at work”. People who struggle to preserve a
sound work-life balance are significantly more likely to experience deteriorating mental
and physical health (McDonald & Bradley, 2005). Work can have three different types
of effects on a person: stress-related effects, work-related effects, and non-work-related
effects (Allen et al., 2000). One of work pressure effects is depression which results in
drug usage. Additionally, Allen et al. (2000) emphasized that non-work-related
outcomes include family and life satisfaction as well as family performance. Work-
related outcomes include job satisfaction, turnover intention, absenteeism, and
performance.
Turnover intention which leads to losing skilled employees is a bad work-related
outcome because it can disrupt organizational functions, service delivery, and
administration (Bothma & Roodt, 2013). In addition, companies also need to pay for
more employee recruitment and training (re-hiring & re-training) (Sulu et al., 2010).
Conversely, individuals who have good work-life balance will experience less work
overload and depression, and find it easier to carry out all work and life roles (Marks &
MacDermid, 1996). Work-life balance was also found to impact employee
psychological well-being (Fotiadis et al., 2019). Not putting enough consideration into
employee WLB and well-being will put the company in a bad position by having latent
problems in its employees which may lead to bad well-being, low satisfaction, to
turnover behaviours.
Along with technological developments, the world has moved further towards
digitizing the world of work. Coupled with the Covid-19 Pandemic, which spread

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rapidly in Indonesia around March 2020, the government began implementing

Community Activity Restrictions (i.e., Pemberlakuan Pembatasan Kegiatan
Masyarakat/PPKM). As a result, companies are required to implement Work from
Home (WFH) system for their employees. Even though the Covid-19 Pandemic has
now subsided, many companies have felt the positive impact of telecommuting and
have started migrating to the Hybrid Working system (a combination of WFH and Work
from Office-WFO or telecommuting as needed). Based on the United States Bureau of
Labor Statistics predictions, the number of jobs in software developer companies will
increase by 22% from 2019 to 2029, a much faster increase than the average jobs
(Arambepola & Munasinghe, 2021). As the number of employees in the software
development industry increases, naturally there will be an increase in human capital
issues associated with professionals in the field. This research was conducted at a
software development company founded in 2018 in Bandung. Preliminary interviews
with the company’s Human Resources Manager the following conclusions: (1) The
company has implemented a Work from Home (WFH) work system since the pandemic
started, in March 2020 until now in all divisions. Employees of the Finance & Human
Resource-General Affairs division only come to the office when they need access to
certain data. Before the pandemic, the company implemented a full Work-from Office
(WFO) system for all company employees for approximately 2 years (2018-2020). (2)
The results of a survey of employees conducted by HR at the end of 2021 after
implementing WFH, showed that 89% of the employees stated that they were engaged
and as many as 84% of employees said they were satisfied with their work. (3)
Obstacles faced when implementing WFH are effectiveness of communication between
employees because they cannot interact directly with co-workers.
The results of this preliminary interview showed different conditions from
surveys conducted by other researchers. An example is a survey conducted by
Kaspersky (2021) on employees who WFH, showing that 54% of respondents felt the
workload had increased, 36% of employees felt more tired, 33% felt more anxious when
working from home, and 39% felt more isolated and lonely while working from home.
McCain (2022) shows that 77% of employees stated that they had experienced burnout
at least once at their current job, 83% of workers stated that their relationships were
badly affected due to burnout, as many as 72% of workers believed Work-Life Balance

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is crucial in choosing a job, and 57% stated that a deprived Work-Life Balance is a deal-
breaker. Survey by Parmelee & Codd (2022), which focused on women during their
hybrid working years, showed the following findings: 53% of surveyed women said
their level of work pressure was higher than in 2021, and nearly 50% of respondents felt
work fatigue, almost 50% of respondents said their mental health was bad or very bad,
and a third had taken leave due to this problem, 60% of respondents felt alienated from
important meetings.
The fact that employees, especially those who work remotely, never leave their
virtual workspace is the biggest barrier to preserving employee well-being (Robbins &
Judge, 2017). Because a poor work-life balance is one of the strongest predictors of
work stress (Armstrong & Taylor, 2020), it is one of the elements that affects employee
well-being. Employees' work and personal lives become intertwined as a result of the
WFH work system since they are dealt with directly while at work. Nevertheless, the
research target company showed satisfaction in their employees while doing WFH. This
circumstance makes it intriguing to investigate whether the work-life balance
dimensions significantly impact job satisfaction and turnover intention in the context of
software development employees in Bandung.
LITERATURE REVIEW
Work-life Balance
The ability of a person to successfully manage their work, family, and other
significant duties is known as work-life balance (WLB) (J. M. Haar, 2013). According
to McDonald & Bradley (2005), WLB is generally understood to be a suitable level of
involvement in or fit between one's numerous life responsibilities. Work-life balance is
typically interrelated with balance or harmony in life as a whole, despite the fact that
definitions and explanations differ from researcher to researcher (Clarke et al., 2004).
The degree to which a person can balance several demands on their time depends on the
quality of their WLB (Hill et al., 2001). Work-Life Balance, according to Mathis et al.
(2016), refers to “company-sponsored programs that accommodate employees in
stabilizing work and personal responsibilities”. Implementing flexible working hours
and providing family-care benefits are some examples.
Work-life balance is important because there are physical and mental aspects that
an individual must manage for well-being in life. Some of the benefits that companies

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get by increasing the work-life balance of their employees, including reduced employee
turnover, increased employee retention, companies are more attractive to talented
applicants, a positive image of the company, better mental and physical health in
employees, decreased absenteeism, increased job satisfaction, and increased employee
performance (McDonald & Bradley, 2005).
According to Fisher et al. (2009), Work-Life Balance has four dimensions: “(1)
Work interference with personal life (WIPL), namely the degree to which work
interferes with an individual's private life, (2) Personal life interference with work
(PLIW), namely the degree to which private life interferes with work, (3) Personal life
enhancement of work (PLEW), namely the degree to which private life improves an
individual's accomplishment at work, and (4) Work enhancement of personal life
(WEPL), namely the degree to which work can improve the quality of an individual's
private life”. Work and personal life roles can interfere with each other in terms of a
person's allocation of time, energy, and mental well-being. While enhancement of work
and personal life roles happened because of improvements in mood, energy, practical
skills, and confidence a role may impact on another role.
Job Satisfaction
Job Satisfaction is “a positive feeling toward work that is the result of an
assessment of job characteristics” (Robbins & Judge, 2017). The characteristics of the
job in question are related to reciprocations with colleagues and superiors, company
rules and policies, office power structures (hierarchies), and others. Another similar
definition states job satisfaction is “a positive outlook and evaluation of the work an
individual does” (Mathis et al., 2016). Job satisfaction is one of the important factors
that affect life satisfaction because most of human time is spent at work. The study of
job satisfaction and organizational commitment is an interesting topic and can be taken
into consideration when studying employee turnover models (Zulkarnaen, W., & Sofyan,
Y., 2018: 184).
Some things that are closely related to job satisfaction are employee
interdependence (mutual need between employees), feedback from superiors or co-
workers, social support, interaction with colleagues outside of work, and the
characteristics of the work itself (Chiaburu & Harrison, 2008; Humphrey et al., 2007).
Employees who believe their leaders accommodate them have increased job satisfaction

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(Fong & Snape, 2015). Managers who have attention, responsiveness, and provide
support for their employees can also increase employee job satisfaction (Ronen &
Mikulincer, 2012). People with positive core self-evaluations (CSEs) (belief in quality
and self-competence) are more content with their jobs (Zhang et al., 2014). Salary is the
most frequently discussed matter related to job satisfaction, but the study hold by Judge
et al. (2010) showed the fact that up to a certain level of comfort in life, the increase in
salary has a smaller consequence on job satisfaction. Many aspects determine the level
of Job Satisfaction, but generally, people are satisfied because of the job as a whole, the
type of work, how superiors (supervisors) and co-workers are compared regarding pay
or promotion opportunities Robbins & Judge (2017).
Robbins & Judge (2017) explain that there are 4 responses to job dissatisfaction,
they are: (1) Exit (active-destructive), namely employees leaving the company. (2)
Voice (active-constructive), namely employees voicing criticism and suggestions
towards the company. (3) Loyalty (passive-constructive), namely employees
optimistically waiting for the company's condition to improve, continue to believe in
management and support the company from external. (4) Neglect (passive-destructive),
namely employees allowing conditions to worsen and negative behaviour such as being
late and absent, reducing work effort, to deliberately increasing work errors.
Turnover Intention
Turnover Intention is “a permanent resignation of a worker from the organization
or company” (George & Jones, 2012). Based on the diversification proposed by Mathis
et al., turnover intention in the context of this research is voluntary-employees quit by
their own will, dysfunctional-employees perform well, and controllable-quit due to
reasons that can be controlled by the company (Mathis et al., 2016). Companies will be
better able to retain employees if they address individual issues that might turn
employee turnover into a controllable turnover. A company's inability to control
turnover will result in increased costs for recruiting and retraining employees (Sulu et
al., 2010).
A process model of how unhappiness leads to job-shifting behaviour was
proposed by Mobley (1977). The flow explains the procedure as follows:
“dissatisfaction, thoughts of quitting, evaluation of the expected utility-job search and
the cost of quitting work, search Intentions, evaluation of alternatives, comparing

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alternative and current jobs, intention to quit working, stop working (quits)”. Mobley et
al. (1979) then created a model that explains the elements that become the basis for
people to leave work. Broadly speaking, there are three factors, namely (1) Individual;
covering occupational/work and personal aspects (i.e., age, length of work, education,
personality, socio-economic), (2) Organizational (company values and vision, policies,
practices, rewards), and (3) Economic-Labor Market, for example, factors related to
unemployment and job vacancies.
Hypothesis Development
Work-life Balance and Job Satisfaction
Based on Mihelič (2014), there is zero connection between family-work
enrichment and work satisfaction in Central and Eastern Europe (CEE) study, while
there is a positive and significant connection between work-family enrichment and job
satisfaction. In the conflict dimension, only work-family conflict harms job satisfaction.
Work-life balance is a construct that is correlated with heightened levels of career
satisfaction (Brough, Timms, et al., 2014; J. Haar & Brougham, 2020; J. M. Haar et al.,
2014). Work-life balance has a direct and indirect leverage on job satisfaction,
according to the most current study by Irawanto et al. (2021). The enrichment
dimension of work-life balance has also been specifically assured to produce a positive
job attitude, which includes job satisfaction (Brough, Hassan, et al., 2014). Previous
study on work-life interference showed its indirect effect on career satisfaction through
emotional exhaustion and cynicism (Boamah et al., 2022). Based on Fisher et al.'s (2009)
study, four work-life balance dimensions clear up most of the variance in job
satisfaction.
“Based on findings, the following hypothesis is formulated:
H1: WIPL has a detrimental impact on job satisfaction
H2: PLIW has a detrimental impact on job satisfaction
H3: WEPL has a beneficial impact on job satisfaction
H4: PLEW has a beneficial impact on job satisfaction”
Work-life Balance and Turnover Intention
Work-life balance is adversely influencing psychological stress and intention to
leave one's job, according to a large sample longitudinal study conducted in Australia
(Brough, Timms, et al., 2014). According to several studies (Chiew et al., 2018; Fayyazi

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& Aslani, 2015; Jaharuddin & Zainol, 2019; Kerdpitak & Jermsittiparsert, 2020), work-
life balance has a direct negative impact on an employee intention to quit. Conflict at
work and at home can cause employees to feel out of control when it comes to juggling
the demands of both. As a result, they lose motivation, have less commitment, and less
satisfaction at work, which can lead to absenteeism or even leaving the company (Frye
& Breaugh, 2004). Work-life interference has specifically been determined to have an
indirect effect on turnover intention through emotional exhaustion and cynicism
(Boamah et al., 2022). Reduced intention to quit is one of the advantages of having a
healthy work-life balance (J. Haar & Brougham, 2020).
“Based on findings, the following hypothesis is formulated:
H5: WIPL has a beneficial impact on turnover intention.
H6: PLIW has a beneficial impact on turnover intention.
H7: WEPL has a detrimental impact on turnover intention.
H8: PLEW has a detrimental impact on turnover intention.”
Job Satisfaction and Turnover Intention
Investigation by Oosthuizen et al. (2016) illuminates job satisfaction significant
influences over the likelihood of leaving a job. Job satisfaction is inversely significant
related to turnover intention from one's job (Alam & Asim, 2019; Rahman, 2020). Job
satisfaction has been proven to be one of the biggest indicators of quitting intention
(Griffeth et al., 2000), which is well supported by long-standing meta-analytic
investigations (Meyer & Tett, 1993). Other newer meta-analysis studies have also
proven a serious negative relationship linking career satisfaction and turnover intention
(Kim & Kao, 2014; Madigan & Kim, 2021).
“Based on findings, the following hypothesis is formulated:
H9: Job satisfaction has a detrimental influence over turnover intention.”
RESEARCH METHOD
The type of research used is explanatory research which aspires to answer the
formulated research problem, namely how each dimension of work-life balance
influences job satisfaction and turnover intention. In this study, the population was all
83 company employees. Considering the small population, according to Arikunto
(2005), for collecting data using a questionnaire, it is recommended that all research
subjects be taken. This type of sampling is often called research using saturated samples.

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Company X is operating in the field of software development located in

Bandung. In this study, there were five independent variables, they are Fisher et al.'s
(2009) four WLB dimensions mentioned above and job satisfaction (JS). “WIPL, PLIW,
PLEW, and WEPL were measured by 5, 6, 3, and 3 statement items respectively (17
statement items in total)” adapted from Fisher et al. (2009). Job Satisfaction is measured
by 5 statement items adopted from Irawanto et al. (2021). The dependent variable in this
investigation is turnover intention by measuring 4 item statements adapted from Lu et al.
(2017).
The data gathering method was undertaken using a survey method through the
Google Form carried out for 4 months, specifically from December 2022 to April 2023.
The survey used a questionnaire with a total of 26 questions, delivered to 83
respondents as employees of Company-X. However, of all the questionnaires that had
been filled in, only a total of 61 respondents filled in validly, so a total of 61 data were
used for further analysis. 6-point Numerical Scales is used to prevent respondents
tendency in picking neutral answers (Taherdoost, 2019). Verification testing is carried
out using the SmartPLS 3.3.9 application. The main reason for choosing PLS-SEM is
because it can determine the effect between constructs without requiring a large number
of samples (Ghozali, 2021).
RESULT AND DISCUSSION
Respondent Characteristics
The questionnaire will be distributed via an online Google Form from late 2022
until mid-2023. 61 of 83 respondents provided usable data for the study. Table 2 show
the distribution of respondents by sex, age, marital status and number of raised child(s).
Based on sex, the respondents in this study were divided into 70.5% Male and 29.5%
Female. There were three generations involved in this research namely 6.5% of
Generation As much as 68.9% of the respondents have no children at all while 14.8%
have 1 child, 11.5% have 2 children, and the rest 4.9% have more than 2 children.
Instrument Testing
Table 3 shows that all variables fulfilled the validity and reliability standard
criteria, as indicated by “AVE scores greater than 0.50 for construct validity and
Cronbach's Alpha and Composite Reliability scores greater than 0.70 for reliability”
(Ghozali, 2021). The results of all six research variables indicated great construct

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validity through AVE scores greater than 0.50, great internal consistency and scale
reliability through Cronbach's Alpha greater than 0.50, and great variable composite
reliability which all exceeded 0.70 scores.

Hypothesis Testing
The hypothesis is tested using SmartPLS 3.0. This study's confidence level was
95%, with a significance level of 0.05. If the p-value is 0.05 or the t-statistic is more
than 1.96, the hypothesis is accepted (Ghozali, 2021). Only three of the nine presented
hypotheses were approved. They are as follows: (1) a negative significant effect of
Personal Life Interference with Work (PLIW) on Job Satisfaction (p=0.003); (2) a
positive significant effect of Work Interference with Personal Life (WIPL) on Turnover
Intention (p=0.017); and (3) a negative significant effect of Job Satisfaction on
Turnover Intention (p=0.012). The conclusions of each hypothesis examined are shown
in Table 4.
Discussion
This work obtained three significant hypothesis tests, namely: the negative
influence of Personal Life Interference with Work (PLIW) over Job Satisfaction (H2),
the positive influence of Work Interference with Personal Life (WIPL) over Turnover
Intention (H5), and the negative influence of Job satisfaction over Turnover Intention
(H9). Among the four dimensions of work-life balance used in this study, only two
dimensions were found to have a significant influence, namely PLIW and WIPL.
Among the four dimensions of work-life balance used in this project, only two
dimensions were found to have a significant influence, namely PLIW and WIPL. The
following paragraph will explain other studies related to the three hypothesis findings of
this research.
“The Influence of Personal Life Interference with Work (PLIW) over Job
Satisfaction”
Mihelič (2014) shows that there is a positive and pronounced connection between
work-family enrichment and job satisfaction, but not with family-work enrichment. The
same thing is also known in the conflict dimension, where only work-family conflict
hurts job satisfaction. However, there is no perceivable impact when personal life is
improved or enhanced in relation to work, and vice versa. Different things were

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discovered in this study's findings, where it was determined that interference between
personal and professional obligations significantly reduced job satisfaction (H2). Result
supports the positive effect of WLB on job satisfaction but challenges it regarding the
effect of enrichment on job satisfaction found in Chan et al.’s research (Chan et al.,
2016). Another more specific research displayed that work-family conflict was a
prominent cause of job satisfaction (Siswanto et al., 2022). Vickovic and Morrow in
their research explained in more detail that “strain-based conflict is a strong predictor of
job stress and job satisfaction, whereas time-based conflict simply predicts job
satisfaction” (Vickovic & Morrow, 2020). In this study, only negative effects were
found from the interference dimension.
Contrary research found that life-to-work conflict has no direct impact on job
satisfaction (Dorenkamp & Ruhle, 2019). Another research focused on women
employees in Indonesia also reinforces the contradicting result and shows that work-
family conflict does not outstandingly determine job satisfaction (Purwanto et al., 2021).
During WFH, poor work-life balance due to personal interests was found not to affect
job satisfaction, but affect job satisfaction if it is caused by working conditions
(Bellmann & Hübler, 2020). This runs counter to the study's findings, which indicate
that personal life interference with work (PLIW) has a considerable detrimental
influence over job satisfaction. The findings of this study corroborate those of a
preceding work by Boamah et al. (2022), which discovered that interference from work
and family negatively affects career satisfaction.
The Influence of Work Interference with Personal Life (WIPL) over Turnover
Intention
This study demonstrates that WIPL significantly increases the plausibility of
turnover (H5). Work-life balance as an independent variable was discovered to have a
strong positive influence on employee retention (Aman-Ullah et al., 2022). The research
further elaborated that when respondents had difficulty making time for themselves and
their families, turnover intention increased. The finding in this study is reinforced by the
result of previous research which also explains the important role of work-life
interference in controlling burnout which then leads to turnover intention (Boamah &
Laschinger, 2015). Conflict and enrichment that initially began in the area of work
appear to have a more profound impact on turnover intention (Aboobaker & Edward,

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2019). There is a distinction between this result and that from Kaur & Randhawa's
(2021) study, in which the work-life balance dimensions, specifically WIPL and WEPL
operate as mediators in the leverage of work-life balance over turnover intention. This
research is unique in that WIPL and WEPL are the dimensions measured to represent
the work-life balance construct, and not as independent variables. The study of Boamah
et al. (2022) which shows that burnout intercedes the influence of work-life interference
over turnover intention can complement these study findings. Work flexibility was also
found to have reduced turnover intention secondarily through lowering work-family
disputes and improving work satisfaction (Rhee et al., 2019).
Then again, H5 disclaims the findings of Li et al. (2019), where no significant
association was found between work-family conflict and turnover intention. Despite the
finding of H5 that discloses a strong positive reciprocity of WIPL over turnover
intention, we can see that the influence of WIPL is not too strong on turnover intention
which is indicated by a value of 0.275, which when compared with the results of other
significant hypothesis testing is a value greater than 0.4 (positive or negative).
Employees in collectivist societies are less likely to have turnover intention caused by
WIPL because of their standpoint that featuring work will provide virtues for the family
(Li et al., 2019).
The Influence of Job Satisfaction over Turnover Intention
Job satisfaction has a considerable negating impact over turnover intention, as
shown in this study's finding H9. According to Orpina et al., career satisfaction is a
reliable indicator of turning intentions (Orpina et al., 2022). The influence of the work
ambience on intention to leave is mitigated by work fulfilment, according to additional
recent research (Andriani et al., 2023). A work undertaken in the US discovered that
job fulfilment is the best indicator of decision-making regarding departure (Chang et al.,
2022). Job fulfilment was also found to have a strong interceding role in the influence of
work-life balance over quitting intention (Aman-Ullah et al., 2022). A higher quantity
of employees at the same level may affect job fulfilment, which in turn also lowers
intention to quit.
Alternative career prospects have an impact on the relatedness amongst employee
turnover and work satisfaction (Robbins & Judge, 2017). Employees who possess a
high level of "human capital" (education and abilities) are more likely to leave their jobs

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as a result of job discontent since they have more options (Lee et al., 2008). Employees'
embeddedness (the personal connections that employees have to work and the
community) on the other hand can weaken the effect of employee dissatisfaction on
turnover behaviour, especially in collectivist societies (Jiang et al., 2012) which
Indonesia is a part of (Gupta & Sukamto, 2020).
CONCLUSION
The goal of this study is to see if work-life balance and job satisfaction influence
employee intentions to leave at company X. The findings of this study show that the
personal life interference with work (PLIW) dimension of work-life balance has a
negative influence on job satisfaction. The Work Interference with Personal Life (WIPL)
dimension of work-life balance has a positive impact on individuals' intentions to leave
their jobs. This study also discovered that job fulfilment lowers the plausibility of
turnover. A case study done in the context of a software development company in
Bandung makes this research unique compared to previous studies of work-life balance
mostly done in healthcare sectors.
From the results of this study, companies especially those that employ a lot of
employees in the IT field need to ensure that their employees do not have inter-role
intrusion amongst career and private life. In addition, employee satisfaction is also
another factor that supports low employee turnover intention. In the end, low turnover
intention can help companies save costs, considering that many companies are trying to
get up after the economic downturn caused by Covid-19 pandemic. The step that
companies need to take is to seriously consider work interference with personal life,
especially related to fatigue after working during peak workload periods. Companies
can provide facilities in the form of multivitamins to employees and carry out regular
weekly sports activities to increase employee stamina.
Some of the limitations in this study include the limited time available to
undertake the research, the small number of research samples, involving only one IT
company which prevent the possibility of intergenerational analysis of the respondents
and the inadequacy of support from previous studies related to the proposed research
model.
Further research is advised to measure Work-Life Balance either with the same
instrument, or with other instruments in other industries with different characteristics

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Vol. 8 No. 1, 2024

and larger research sample. Future research can also refine this research model (increase
model fit) by involving other exogenous (independent) variables that influence turnover
intention. Follow-up research can also be done when the pandemic has passed and the
WFH work system is no longer applied or has been changed.
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TABLE, PICTURE, AND GRAPHIC

Table 1. Variables Operational Definition

Variable Indicators Scale Source
“WIPL 1. Too tired from work Interval (Fisher et al.,
(Work Interference with 2. Difficult to maintain personal life 2009)
Personal Life)” 3. Neglect personal needs because of work
demands
4. Personal life hurting
5. Miss out important personal activities.
“PLIW 1. Personal life consume energy Interval
(Personal Life Interference 2. Work suffers
with Work)” 3. Too tired at work
4. Worry about things outside work
5. Difficulty completing work because of
personal matters.
“WEPL 1. Job gives energy for activities outside work Interval
(Work Enhancement of 2. Improved mood at home
Personal Life)” 3. Work help deal with home problems.
“PLEW 1. Personal life grants energy to do job Interval
(Personal Life 2. Personal life provide relaxation and ready
Enhancement with Work)” feeling for work.
Job Satisfaction 1. Co-workers Interval (Irawanto et
2. Boss al., 2021)
3. Salary
4. Overall Satisfaction
Turnover Intention 1. Thought about leaving company Interval (Lu et al.,
2. Thought about changing work industry 2017)
3. Looking for job vacancy
4. Plan to find job next year.

Table 2. Respondent Characteristics

Category Count Percentage
Male 43 70.5%
“Sex”
Female 18 29.5%
40-57 (Gen. X) 4 6.5%
26-41
Age* 37 60.7%
(Gen.Y/Milennials)
& Gen.
18-25
20 32.8%
(Gen.Z)
Single 32 52.5%
Marital Status
Married 29 47.5%
0 42 68.9%
1 9 14.8%
Child(s)
2 7 11.5%
>2 3 4.9%

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*The age of respondents was measured in the year 2022.

“Table 3. Validity and Reliability”

“Composite
“Variable” “Cronbach’s Alpha” “AVE”
Reliability”
PLEW 0.844 0.928 0.865
PLIW 0.849 0.889 0.617
WEPL 0.850 0.902 0.755
WIPL 0.853 0.895 0.631
Job Satisfaction 0.879 0.917 0.736
Turnover Intention 0.802 0.865 0.616

“Table 4. Hypothesis Test Result”

“Hypothesis “Path
“Path” “T-Statistics” “P-Values” “Conclusion”
” Coefficients”
WIPL 
H1 -0.067 0.560 0.575 Rejected
Job Satisfaction
PLIW 
H2 -0.409 2.986 0.003 Accepted
Job Satisfaction
WEPL 
H3 -0.207 1.312 0.190 Rejected
Job Satisfaction
PLEW 
H4 -0.042 0.261 0.794 Rejected
Job Satisfaction
WIPL 
H5 0.275 2.395 0.017 Accepted
Turnover Intention
PLIW 
H6 -0.079 0.498 0.618 Rejected
Turnover Intention
WEPL 
H7 0.078 0.415 0.678 Rejected
Turnover Intention
PLEW 
H8 0.045 0.218 0.827 Rejected
Turnover Intention
Job Satisfaction 
H9 -0.430 2.513 0.012 Accepted
Turnover Intention

Figure 1. Research Framework

Note: “WIPL=Work Interference with Personal Life, PLIW=Personal Life Interference with Work,
WEPL=Work Enhancement of Personal Life, and PLEW=Personal Life Enhancement with Work.”

Submitted : 09/09/2023 |Accepted : 08/11/2023 |Published : 12/01/2024

P-ISSN; 2541-5255 E-ISSN: 2621-5306 | Page 195