<![CDATA[This study aims to analyze the perceptions of outsourced employees regarding work-life balance and its impact on performance within a State-Owned Enterprise (SOE). Employing a qualitative approach with a case study design, this research involved five outsourced employees selected through purposive sampling. Data were collected via in-depth interviews, observation, and documentation studies, then analyzed using Miles and Huberman's interactive model. The findings indicate that outsourced employees perceive a significant mismatch in workload, characterized by an imbalance between personnel numbers and work volume, uneven task distribution, and minimal involvement in setting workload standards. This workload mismatch negatively impacts performance, leading to decreased accuracy, delayed task completion, physical fatigue, psychological pressure, and a perception of unfairness in performance evaluations, resulting in reduced motivation. Nevertheless, informants demonstrated adaptation strategies such as independent work prioritization and mutual assistance. This study extends human resource management and workload theories by highlighting the complexity of subjective experiences among outsourced employees in an SOE context, which is often underrepresented in the literature. The findings imply the need for improved, more participatory workload management and performance evaluation systems to enhance outsourced employees' satisfaction and productivity.]]>
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