<![CDATA[Employee engagement is a key psychological resource for organizational performance, yet many manufacturing firms in emerging economies struggle to sustain it under demanding production schedules. This study examined the effect of work-life balance and psychological capital on employee engagement among manufacturing employees in Surabaya, Indonesia. A quantitative, cross-sectional survey design was used with 210 employees selected through proportionate stratified random sampling. Data were collected using adapted versions of a work-life balance scale, the Psychological Capital Questionnaire, and the Utrecht Work Engagement Scale (UWES-9), and analyzed using Pearson correlation and multiple linear regression. All instruments showed good reliability (Cronbach's alpha from .84 to .91). Work-life balance (β = .30, p < .001) and psychological capital (β = .47, p < .001) each predicted engagement, and together they explained 44.5% of its variance, F(2, 207) = 83.00, p < .001. Psychological capital was the stronger predictor. The findings support the Job Demands-Resources model and Conservation of Resources theory, and suggest that organizations should combine family-supportive work arrangements with programs that develop hope, efficacy, resilience, and optimism. Practical implications, limitations, and directions for future research are discussed.]]>
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