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Work–Life Balance as a Determinant of Employee Well-Being in the Modern Work Era Andy Hakim; Muhammad Ardiansyah
JURNAL STUDI MANAJEMEN ORGANISASI Vol 23, No 1 (2026): 2026
Publisher : Faculty of Economics and Business | Universitas Diponegoro

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.14710/jsmo.v23i1.82028

Abstract

The modern work era, characterized by digitalization and flexible work arrangements, has intensified the interaction between work and personal life, making work–life balance a critical issue for employee well-being. Although previous studies have examined this relationship, limited research has explored work–life balance as a central determinant of employee well-being within contemporary work contexts. This study aims to examine how work–life balance shapes employee well-being in the modern work era, with particular attention to flexible work and organizational support. This study employed a qualitative research approach using a descriptive–interpretative design. Data were collected through in-depth semi-structured interviews with 18 employees who had experienced hybrid or remote work arrangements for at least six months. Participants were selected using purposive sampling. The data were analyzed using thematic analysis, supported by triangulation through observation and document analysis to enhance credibility. The findings reveal three main themes. First, 78% of participants perceived work–life balance as a key factor in maintaining psychological stability, with clear boundaries reducing stress and emotional exhaustion. Second, 83% experienced ambivalent effects of work flexibility, as increased autonomy and time efficiency (72%) were accompanied by extended working hours and work intrusion (67%). Third, organizational support and empathetic leadership were identified as decisive determinants of balance, with 89% of participants emphasizing the importance of clear policies, realistic workloads, and supportive leadership for sustaining well-being. The findings support boundary theory, conservation of resources theory, and the job demands–resources model, demonstrating that work–life balance functions as a psychological resource that protects employee well-being when supported by effective boundary management and organizational support. Flexible work arrangements act as a double-edged sword, enhancing well-being only when embedded within supportive leadership and organizational structures.
Strategi Pengembangan Usaha Mikro, Kecil, dan Menengah (UMKM) Berbasis Komoditas Getah Karet di Kabupaten Mandailing Natal Muhammad Ardiansyah; Andy Hakim
MUQADDIMAH: Jurnal Ekonomi, Manajemen, Akuntansi dan Bisnis Vol. 4 No. 2 (2026): Jurnal Ekonomi, Manajemen, Akuntansi dan Bisnis
Publisher : LP3M INSTITUT KH YAZID KARIMULLAH

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59246/ta3wkn21

Abstract

Micro, Small, and Medium Enterprises (MSMEs) constitute the backbone of the Indonesian economy; however, MSMEs based on the rubber (Hevea brasiliensis) commodity in Mandailing Natal Regency remain largely confined to selling unprocessed raw latex with low added value. This study aims to formulate development strategies for rubber-based MSMEs in Mandailing Natal. A qualitative descriptive approach was employed; data were collected through observation, in-depth interviews, and documentation, and were analyzed using the SWOT framework combined with the IFAS-EFAS matrix. The findings reveal that the principal strengths lie in the abundant availability of raw latex and rubber's status as a leading regional commodity, whereas the main weaknesses are low productivity, minimal downstream processing, limited capital, and weak managerial capacity. External opportunities include the national downstream-industry agenda, the recovery of rubber prices, and government financing support, while the threats stem from global price volatility, the EUDR regulation, and land conversion to oil palm. The recommended strategies emphasize strengthening farmer processing-and-marketing units (UPPB), product diversification and downstream processing, capital and digital-marketing facilitation, and rubber-tree rejuvenation, so as to raise the added value and competitiveness of rubber-based MSMEs.