Public Sector Employee Performance, Work-Life Balance, and Performance Management: Empirical Evidence from the Office of Women Empowerment in Buleleng Regency
DOI:
https://doi.org/10.35870/ijmsit.v6i2.8487Keywords:
Employee performance, Mixed methods, Performance management, Public sector, Work-life balanceAbstract
This study aims to examine the partial and simultaneous effects of work-life balance and performance management on employee performance at the Population Control, Family Planning, Women’s Empowerment, and Child Protection Office of Buleleng Regency. The study is significant because employees in this institution are responsible not only for administrative duties but also for handling sensitive social cases that require accuracy, timeliness, and emotional regulation. A mixed-methods approach with a sequential explanatory design was employed. The quantitative phase involved all 85 employees selected through total sampling. Data were collected using questionnaires and analyzed through multiple linear regression with SPSS. The qualitative phase involved five purposively selected informants who participated in interviews to provide further explanations of the statistical findings. The results showed that work-life balance had a positive and significant effect on employee performance (β = 0.540; t = 4.980; p < 0.001), while performance management also had a positive and significant effect (β = 0.365; t = 3.364; p = 0.001). Simultaneously, both variables significantly influenced employee performance (F = 136.881; p < 0.001), with an adjusted R² of 0.764. The qualitative findings indicated that flexibility in meeting family needs, supervisory support, clarity of employee performance targets, and regular feedback helped employees maintain their performance. The study recommends periodic workload evaluation, structured performance coaching, and psychological support for employees handling sensitive cases.
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