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Siti Nuzulia
Psychology Department, Universitas Negeri Semarang
Education Public Health

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Work–Life Balance Dimensions and Counterproductive Work Behavior among Generation Z Employees: Examining the Mediating Role of Job Stress Ainun Ni'matul Muthoharoh; Siti Nuzulia
Journal of Educational, Health and Community Psychology VOL 15 NO 3 SEPTEMBER 2026
Publisher : Universitas Ahmad Dahlan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.12928/jehcp.vi.32344

Abstract

The growing dominance of Generation Z in the workforce necessitates a more nuanced understanding of work–life balance and its implications for employee behavior. Previous studies have predominantly conceptualized work–life balance as a unidimensional construct, leaving uncertainty regarding which specific dimensions are most influential in predicting counterproductive work behavior (CWB). This study examined the effects of four dimensions of work–life balance on CWB, with job stress proposed as a mediating mechanism among Generation Z employees in Indonesia. A quantitative cross-sectional design was employed, involving 208 employees aged 18–27 years. A mediation model was used to estimate the direct and indirect relationships among the study variables. The results indicated that personal life interference with work was negatively associated with CWB (β = −0.259, 95% CI [−1.827, −0.224], p = .012). Personal life enhancement of work also demonstrated a significant negative association with CWB (β = −0.364, 95% CI [−4.021, −1.553], p < .001), whereas the other two dimensions showed no significant effects. Job stress did not significantly mediate the relationships between the dimensions of work–life balance and CWB (p > .05). These findings demonstrate that the dimensions of work–life balance do not contribute equally to counterproductive behavior, underscoring the importance of adopting a multidimensional approach. The use of significant-other ratings to assess CWB also reduces reliance on self-reported counterproductive behavior. Practically, organizations should implement supportive workplace policies and counseling services aimed at strengthening employees’ emotion regulation, coping capacities, and management of work–personal life conflicts.
Co-Authors Ainun Ni'matul Muthoharoh