The Influence of Work-Life Balance, Employee Engagement, and Organizational Culture on Employee Performance (A Study at Java Heritage Hotel Purwokerto)

Faizal Noor Akbarudin; Hermin Endratno; Akhmad Darmawan; Dian Widyaningtyas

doi:10.55047/jekombital.v4i4.1225

Authors

Faizal Noor Akbarudin Department of Management, Faculty of Economic and Business, Universitas Muhammadiyah Purwokerto, Banyumas, Indonesia
Hermin Endratno* Department of Management, Faculty of Economic and Business, Universitas Muhammadiyah Purwokerto, Banyumas, Indonesia
Akhmad Darmawan Department of Management, Faculty of Economic and Business, Universitas Muhammadiyah Purwokerto, Banyumas, Indonesia
Dian Widyaningtyas Department of Management, Faculty of Economic and Business, Universitas Muhammadiyah Purwokerto, Banyumas, Indonesia

DOI:

https://doi.org/10.55047/jekombital.v4i4.1225

Keywords:

Employee Engagement, Employee Performance, Organizational Culture, Work-life Balance

Abstract

Developments in the business world and increasingly dynamic competition require organizations to manage their resources effectively, particularly human resources. Employees play a strategic role in carrying out operations, providing services, and achieving organizational goals. Employee performance stands out as a crucial driver of organizational success in the service sector, given that this sector hinges on direct interaction with consumers. The present study thus sets out to probe how employee performance at Java Heritage Hotel Purwokerto is molded by work-life balance, employee engagement, and organizational culture. Through a survey method, a quantitative approach was adopted. Encompassing all 150 employees at Java Heritage Hotel Purwokerto as the population, the research selected 108 respondents as the analysis sample. A Likert-scale questionnaire served as the basis for data gathering, and the Partial Least Squares-Structural Equation Modeling (PLS-SEM) method with SmartPLS 4 software was utilized to carry out the analysis. Employee engagement and organizational culture, according to the results, positively and significantly affect employee performance. However, work-life balance does not significantly affect employee performance. Such findings imply that within the hospitality industry, strong employee engagement and organizational culture contribute considerably to raising employee performance, whereas work-life balance has no direct impact on performance. These findings are anticipated to support the advancement of human resource management and act as a reference for hotel management in crafting more effective policies.

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