​The Effect of Work-Life Balance on Employee Performance in Cirebon City’s General Affairs Division

Abstract

This study investigates how work-life balance affects employee performance in the general affairs unit of the Cirebon City Regional Secretariat. A quantitative, descriptive-associative design was used, with a five-point Likert questionnaire completed by all 53 employees of the unit (saturated sampling). Work-life balance was analyzed both as a single construct and through its three dimensions (time, involvement, and satisfaction balance), with age, tenure, education, and gender as controls. The analysis covered validity, reliability, and Average Variance Extracted (AVE), classical assumption tests, simple and multiple regression, and a two-stage least squares check using Wu-Hausman and Sargan tests. Work-life balance was rated good (mean = 4.01) and performance very good (mean = 4.39). Work-life balance affected performance positively (Y = 40.918 + 0.366X, t = 2.740, p = 0.008, R² = 0.128), although the effect was weaker with heteroscedasticity-robust errors (p = 0.061). Of the dimensions, only involvement balance was significant (B = 0.943, p = 0.006). The findings suggest that work-life balance is positively associated with employee performance, particularly through involvement balance, although the relationship becomes less statistically robust after adjusting for heteroscedasticity. Endogeneity was not detected (Wu-Hausman p = 0.294), but the instruments were weak and the work-life balance scale showed modest reliability (α = 0.549). The results apply to one administrative unit and should be interpreted cautiously. This study contributes empirical evidence on the dimensional effects of work-life balance in local government administration and highlights employee involvement balance as a potential priority for improving performance management practices.

Keywords

Employee Performance Government Sector Human Resource Management Work-Life Balance