Impact of Organizational Justice and Work–Family Conflict on Quality of Work Life Among Employees in Indonesian Family Businesses

Studies Management and Finance Economics, of Journal 0504-2644 (online): ISSN 0490,-2644 (print): ISSN 5202 December 12 Issue 80 Volume 8.317 Factor: Impact ,43-i12-10.47191/jefms/v8 DOI: Article 8010-8000 No: Page JEFMS, Volume 08 Issue 12 December 2025 www.ijefm.co.in Page 8000 Impact of Organizational Justice and Work–Family Conflict on Quality of Work Life Among Employees in Indonesian Family Businesses Novi Lestari1*, Yusril2, Candra Dwi Hardiana3, Dedi Rianto Rahadi4, M Iqbal Tawaqal5 1,2,3 Accounting, STIE BII, Bekasi, Indonesia 4 Management, President University, Cikarang, Bekasi, Indonesia 5 Faculty of Social and Political Sciences, Sriwijaya University, Palembang, Indonesia ABSTRACT: Background/Problem: Quality work (Quality of Work Life/QWL) is element crucial factors that influence welfare employee as well as continuity organizations , especially in the environment business families in Indonesia. Justice in Organizational Justice is expected can improve QWL, but often face obstacle in the form of conflict between work and family (Work–Family Conflict/WFC) which can damage balance between work and life personal Objective/Purpose: This study aim For learn impact direct and indirect direct from justice in organization to quality life work , with conflict work-family as variables liaison in business families in Indonesia. Design and Methodology: This study use method quantitative with do survey against 224 employees in the business family . Data obtained analyzed with using Partial Least Squares–Structural Equation Modeling (PLS-SEM). Results: Justice organization give influence significant positive on quality life work (β = 0.221; p = 0.002) and also on conflict between work and family (β = 0.765; p = 0.000). In addition , conflict between work and family also have an impact significant to quality life work (β = 0.609; p = 0.000 ). The mediating effect of WFC was proven to be significant ( β = 0.466; p = 0.000). Conclusion and Implications: Justice in organization contribute to the improvement quality life Work Good direct and through subtraction conflict between work and family . Therefore that , business family need apply principle justice as well as policy For balance work and life personal well - being employee. KEYWORDS: Organizational Justice, Work–Family Conflict, Quality of Work Life, Family Business I. INTRODUCTION Quality of work life, or QWL, is an important measure of employee well-being. It indicates how well the work environment meets an individual's personal, social, and professional needs (Sirgy, Efraty, Siegel, & Lee, 2001). In the context of family businesses in Indonesia, work interactions are not only professional but also emotional due to the closeness between family members and a strong paternalistic culture (Darmawan & Wijaya, 2020). According to survey results, more than 95% of businesses in Indonesia are classified as family-owned, with significant shareholding and managerial decisions. Examples include two large family-owned companies in Indonesia, PT Gudang Garam Tbk and Bank Central Asia, which were listed in the Global 500 Family Business index in 2025 and have significant economic impact. Characteristics of family businesses include family dominance in management, intergenerational long-term planning, and deeply rooted family values and identity. These factors provide an important context for understanding how employees perceive organizational equity and the conflict between work and family. For example, family businesses often have a focus on legacy and long-term continuity, which can create different pressures than non-family businesses (Family Business Insight, 2025). Recent research shows that how employees perceive organizational justice is significantly related to commitment, job satisfaction, and quality of work life (Mulyati, Landra, & Aristana, 2024; Zulkarnain, Ginting, Adnans, & Sianturi, 2024). When employees perceive a lack of fairness in procedures, distribution, and interactions, they tend to experience reduced motivation and increased stress at work (Colquitt, Conlon, Wesson, Porter, & Ng, 2013). On the other hand, work-family conflict is increasingly a concern in the era of flexible and digital work, especially for employees in family businesses who often have long working hours and high emotional demands (Khairi, Rahmat, & Abdillah, 2022; Lukman & Nio, 2023). Impact of Organizational Justice and Work–Family Conflict on Quality of Work Life Among Employees in Indonesian Family Businesses JEFMS, Volume 08 Issue 12 December 2025 www.ijefm.co.in Page 8001 In Indonesian family businesses, achieving work-life balance is a complex challenge. When work-family conflict is not managed well, it can lead to low job satisfaction and quality of work life (Ahlia Suci, Febriyantoro, & others, 2024). Therefore, understanding how organizational justice can help mitigate the negative impact of work-family conflict on QWL is crucial, particularly in the unique cultural context of Indonesian family businesses. The research problem is that family businesses play a crucial role in the Indonesian economy, contributing more than 80% to the national Gross Domestic Product and creating many formal jobs (EY Indonesia, 2025). Family-based ownership structures often create a paternalistic and hierarchical work environment, where business and personal decisions are often intertwined (Darmawan & Wijaya, 2020). This situation can lead to role confusion and potential conflicts between work and family life, especially for employees who are not family members. The main question of this study is how organizational justice and work-family conflict affect the quality of work life of employees in family firms in Indonesia. Previous research (Mulyati et al., 2024; Zulkarnain et al., 2024) shows that organizational justice has a positive impact on employee well-being and commitment. On the other hand, work-family conflict has been found to reduce job satisfaction (Lukman & Nio, 2023). However, the situation of family businesses in Indonesia presents different challenges. Existing family relationships within the organization can lead to inequities in task distribution, performance appraisals, and promotions (Hastuti et al., 2022). Therefore, this study aims to improve understanding of how family values influence perceptions of fairness and work-life balance within organizations. The innovative focus of this research is on the context and its integrated approach. First, this study focuses on family firms in Indonesia, a different context than many previous studies that typically examine multinational corporations or public organizations in Western countries (Colquitt et al., 2013; Beauregard & Henry, 2009). Indonesia is known for its strong collectivist culture and high family values, which significantly influence work dynamics and decision-making (Darmawan & Wijaya, 2020; Hastuti et al., 2022). Second, in this study, two important psychosocial variables, namely organizational justice and work-family conflict, are integrated to examine their impact on the quality of work life, in line with suggestions from recent research (Zulkarnain et al., 2024; Andaleza & Martir, 2025). This approach provides a new theoretical contribution to understanding how organizational justice can function as a buffer against the negative effects of work-family conflict, especially in the unique context of family businesses in Indonesia. Third, this study highlights the characteristics of modern family-owned companies in Indonesia, such as PT Gudang Garam Tbk, Djarum Group, and Bank Central Asia, which have successfully maintained family values while implementing professional principles (EY Indonesia, 2025). This context is interesting to study because the success and sustainability of these companies depend heavily on their ability to maintain organizational equity and work-life balance for their employees. II.LITERATURE REVIEW Organizational Justice Organizational justice refers to how employees perceive they are treated fairly in the workplace (Colquitt et al., 2013). There are three main dimensions of organizational justice: distributive justice, which relates to how outcomes or compensation are perceived as fair; procedural justice, which focuses on fairness in the decision-making process; and interactional justice, which relates to how interpersonal relationships and communication occur in the workplace (Colquitt et al., 2013; Mulyati et al., 2024). Previous studies have shown that organizational justice has a positive influence on job satisfaction, organizational commitment, and employee well-being (Andaleza & Martir, 2025). In the context of family businesses, perceptions of justice become more complex due to the potential for bias in decision-making and differential treatment of family members (Hastuti et al., 2022). Employees who perceive fairness in their organization tend to enjoy a better quality of work life, feel valued and professionally recognized (Zulkarnain et al., 2024). Thus, organizational justice is considered a crucial element that strengthens the quality of work life (QWL) by increasing employees' sense of security, trust, and satisfaction with their workplace. Work–Family Conflict Work–family conflict (WFC) is a role conflict that occurs when the demands of work and family conflict, making participation in one role more difficult due to the demands of the other (Greenhaus & Beutell, 1985). This conflict can arise in two directions: work-to-family conflict when work interferes with family life and family-to-work conflict when family problems interfere with work. Impact of Organizational Justice and Work–Family Conflict on Quality of Work Life Among Employees in Indonesian Family Businesses JEFMS, Volume 08 Issue 12 December 2025 www.ijefm.co.in Page 8002 Recent studies have found that WFC negatively impacts employee job satisfaction, performance, and mental health (Khairi et al., 2022; Lukman & Nio, 2023). In the context of family businesses in Indonesia, this challenge is even more significant due to long working hours, high expectations from family owners, and significant emotional involvement in the workplace (Darmawan & Wijaya, 2020). High levels of WFC can reduce the quality of work life, as individuals feel an imbalance between work and personal life, leading to decreased productivity and happiness (Ahlia Suci et al., 2024). On the other hand, well-managed work-family conflict can improve QWL by creating a balance between commitments at work and personal life. Quality of Work Life (QWL) Quality of Work Life is something a concept that includes various dimensions that show to what extent the environment Work fulfil need economic , social , and psychological from employees ( Sirgy et al. , 2001). QWL includes element like balance between work and life , safety , opportunities For development career , participation in decisions , as well as connection interpersonal on the spot work ( Andaleza & Martir, 2025). In the company family , QWL often influenced by relationships emotional between member family and employees , style paternalistic leadership , and values strong family ( Hastuti et al., 2022). Employees who feel There is justice and support from organization will own more QWL assessment okay , meanwhile those who experience WFC usually have a higher QWL low (Zulkarnain et al., 2024). Research by Mulyati et al. (2024) shows that organizational justice has a significant positive impact on QWL, while WFC negatively impacts it by increasing stress and emotional exhaustion. Therefore, understanding these two variables is crucial in the context of family businesses that rely on loyalty and harmony among organizational members. Hypothesis Development Based on the literature review that has been conducted, the relationship between the various variables in this study can be explained as follows: 1. The Impact of Organizational Justice on the Quality of Work Life Organizational justice creates a supportive work environment where employees feel valued, safe, and engaged in organizational processes. This perception of justice can increase job satisfaction and psychological well-being, which in turn positively impacts Quality of Work Life (Mulyati et al., 2024; Zulkarnain et al., 2024). H1: Organizational Justice has a positive and significant influence on the Quality of Work Life among employees of family businesses in Indonesia. 2. Impact of Family Work Context on Quality of Work Life High levels of work-family conflict can disrupt the work-life balance, reducing job satisfaction and triggering stress, which negatively impacts the quality of work life (Khairi et al., 2022; Lukman & Nio, 2023). In family businesses, role tensions are often greater due to the overlap between social and professional roles. H2: Work-Family Conflict has a negative and significant impact on the Quality of Work Life among employees of family businesses in Indonesia. 3. Organizational Justice has a negative and significant impact on Work–Family Conflict among employees of family businesses in Indonesia. Organizational justice, encompassing distributive, procedural, interpersonal, and informational aspects, shapes employees' perceptions of how fairly the organization treats them (Colquitt, 2001). When employees perceive that organizational policies and procedures are fair, this can reduce job stress, generate organizational support, and help employees better manage role demands. Therefore, improved perceptions of justice are expected to reduce tension and conflict between work and family demands (i.e., reduce work–family conflict). H3: Organizational Justice has a negative and significant impact on Work–Family Conflict among employees of family businesses in Indonesia. 4. Work-Family Conflict is a link in the relationship between Organizational Justice and Quality of Work Life. Several studies have shown that organizational justice can reduce the negative impact of work-family conflict on employee wellbeing (Andaleza & Martir, 2025). When organizational systems are perceived as fair, employees are better able to cope with the pressures of work and family thanks to emotional support and flexible policies. H4: Organizational justice mediates or moderates the relationship between work–family conflict and the quality of work life of employees in family firms in Indonesia. Impact of Organizational Justice and Work–Family Conflict on Quality of Work Life Among Employees in Indonesian Family Businesses JEFMS, Volume 08 Issue 12 December 2025 www.ijefm.co.in Page 8003 Conceptual Framework The proposed research model is illustrated in Figure 1, based on the theoretical review and the hypotheses formulated in this study. Figure 1. Proposed Conceptual Framework III.RESEARCH DESIGN In research this , approach quantitative used with design research of a nature causal . This design chosen For investigate connection between justice organization and conflict between work and family as well as quality life work . Approach This support testing hypothesis in a way empirical through analysis statistics inferential Survey method adopted as technique main For collect data, through distribution questionnaire closed use Likert scale consisting of out of five points (1 = very much agree , 5 = strongly agree ). Measuring tool made based on indicators taken from study previously which has been validated and adjusted with context company families in Indonesia. Population and Sample The population that becomes focus in study This is all over employee still , good managerial both managerial and nonmanagerial , who work in companies families in Indonesia who have operate for at least five years and have majority ownership family . Election population This done Because company families in Indonesia show combination unique between professionalism and values strong family ( Hastuti et al., 2022; Darmawan & Wijaya, 2020). Sampling was carried out using purposive sampling technique, with the following criteria: 1. Permanent employees (whether from family or not) who have worked for at least one year. 2. Working in a company that is categorized as a family business, where at least 50% of the shares are owned by one family. 3. The company is located in the Jabodetabek, Surabaya, and Medan areas, which are the main business centers in Indonesia. The minimum sample size was calculated using the formula from Hair et al. (2010), which is 5 to 10 times the number of variable indicators, with a total of 12 indicators. To increase accuracy, this study targeted between 200 and 250 respondents. Operational Definition of Variables Organizational Justice (X₁) Organizational justice refers to employees' views of the extent to which they are treated fairly within the organization, encompassing outcomes, processes, and social interactions (Colquitt et al., 2013). Indicators : 1. Justice distributive ( results ) 2. Justice procedural (process) 3. Interactional justice (interpersonal relationships) ( Source : Colquitt et al., 2013; Mulyati et al. , 2024) Work–Family Conflict (X₂) Conflict between work and family is type conflict role where demands work bother role in family , or on the contrary (Greenhaus & Beutell , 1985). Indicator: 1. Time-based conflict 2. Pressure/stress-based conflict 3. Behavior-based conflict Impact of Organizational Justice and Work–Family Conflict on Quality of Work Life Among Employees in Indonesian Family Businesses JEFMS, Volume 08 Issue 12 December 2025 www.ijefm.co.in Page 8004 (Source: Khairi et al. , 2022; Lukman & Nio, 2023) Quality of Work Life (Y) Quality Life Job (QWL) is method view employee about to what extent the organization create balance between need professional and personal For reach satisfaction as well as welfare in place work ( Sirgy et al. , 2001). Indicator: 1. Safe and comfortable working environment 2. Social relations and support from the organization 3. Balance between work and personal life 4. Opportunities for career development 5. Job satisfaction (Source : Sirgy et al. , 2001; Andaleza & Martyr, 2025) From the description of the Operational Definition of Variables, it can be concluded in table 1, as follows: Table 1. Research Model Summary Variables Type Dimensions / Indicators Scale Organizational Justice Independent (X₁) Distributive, Procedural, Interactional Likert 1–5 Work–Family Conflict Independent (X₂) Time-based, Strain-based, Behavior -based Likert 1–5 Quality of Work Life Dependent (Y) Work environment, Social support, Work-life balance, Career growth, Job satisfaction Likert 1–5 Data Analysis Method Descriptive Analysis Descriptive analysis is used to describe the respondent profile and provide statistical summaries related to research variables, such as mean, standard deviation, and frequency distribution. Inferential Analysis Hypothesis testing was conducted using Partial Least Squares (PLS)-based Structural Equation Modeling (SEM) with SmartPLS software version 4.0. This approach was chosen because it is capable of analyzing complex relationships between latent variables with a moderate sample size. Steps analysis includes : 1. Test the validity and reliability of the construct (outer model): o Convergent validity (loading factor > 0.70) o Discriminant validity (AVE > 0.50) o Composite reliability (> 0.70) 2. Structural model test (inner model): o Coefficient determination (R²) o Significance test path (t-statistics and p-value) o Test for mediation/moderation effects (via bootstrapping ) 3. Model goodness-of-fit test For evaluate suitability of theoretical and empirical models . Hypothesis Testing Hypothesis accepted if t-statistic value > 1.96 and p-value < 0.05, which indicates existence influence significant intervariable . IV. RESULTS & DISCUSSION Profile Respondents Table 2 shows the variation in demographic characteristics among the respondents . According to the demographic data of the 224 survey participants, the majority were married (63. 4%), male (57. 1%), and between the ages of 30 and 39 (36. 6%). The study group was fairly experienced and mature, as evidenced by the fact that more than half of the participants held a bachelor 's degree (50.9%) and had over six years of professional experience (50%). With 56. 3% of respondents holding non-managerial Impact of Organizational Justice and Work–Family Conflict on Quality of Work Life Among Employees in Indonesian Family Businesses JEFMS, Volume 08 Issue 12 December 2025 www.ijefm.co.in Page 8005 positions, there was a diverse representation of operational-level personnel who are directly impacted by workplace dynamics and organizational practices . In addition , the fact that is significant percentage of participants (45.5%) were from secondgeneration family firms demonstrates the continuous shift and changing structure of family businesses in Indonesia. Table 2 The Respondents' Profile (n=224) Characteristic Category Frequency (n) Percentage (%) Gender Male 128 57.1 Female 96 42.9 Age (years) 20–29 54 24.1 30–39 82 36.6 40–49 60 26.8 ≥ 50 28 12.5 Marital Status Single 72 32.1 Married 142 63.4 Widowed/Divorced 10 4.5 Educational Background High School 46 20.5 Diploma 38 17.0 Bachelor's Degree 114 50.9 Master's Degree or higher 26 11.6 Length of Employment < 3 years 48 21.4 3–5 years 64 28.6 6–10 years 70 31.3 > 10 years 42 18.7 Position Level Non-managerial 126 56.3 Supervisory 58 25.9 Managerial 40 17.9 Type of Family Business Manufacturing 52 23.2 Retail/Wholesale 84 37.5 Services 60 26.8 Agriculture/Plantation 28 12.5 Generation of Ownership First Generation 90 40.2 Second Generation 102 45.5 Third or Later Generation 32 14.3 Assessment of the Measurement Model The Cronbach's alpha and composite reliability values for all research variables are greater than. 7. Therefore, we may draw the conclusion that the necessary reliability criteria have been satisfied by each indicator construct. Furthermore, as seen in Table 3, the AVE value for each latent variable is over. 5. As a result, the model has demonstrated convergent validity (Hair et al. , 2022). Table 3 Validity and Reliability Cronbach's Alpha rho_A Composite Reliability Average Variance Extracted (AVE) Organizational Justice (X₁) 0.801 0.808 0.883 0.716 Quality of Work Life (Y) 0.775 0.811 0.839 0.515 Work–Family Conflict (X₂) 0.837 0.837 0.902 0.755 Impact of Organizational Justice and Work–Family Conflict on Quality of Work Life Among Employees in Indonesian Family Businesses JEFMS, Volume 08 Issue 12 December 2025 www.ijefm.co.in Page 8006 The reliability and validity analysis shows that all constructs—Organizational Justice ( X1 ), Quality of Work Life (Y), and Work– Family Conflict ( X2 )—demonstrate satisfactory internal consistency and convergent validity . This is evidenced by Cronbach 's Alpha values between 0.775 and 0.837 and Composite Reliability values between 0.839 and 0.902, both of which exceeds the advised threshold of 0. 70 . Additionally , the AVE values (0. 515–0. 755) are above the minimum criteria of 0.50, supporting the reliability and validity of the measurement model for subsequent structural analysis. Table 4 The Heterotrait-Monotrait Ratio (HTMT) and Fornell-Larcker Criterion Organizational Justice (X₁) Quality of Work Life (Y) Work–Family Conflict (X₂) Organizational Justice (X₁) 0.846 Quality of Work Life (Y) 0.687 0.718 Work–Family Conflict (X₂) 0.765 0.778 0.869 According to the Fornell-Larcker criteria, the discriminant validity test results show that each construct has sufficient discriminant validity . The square root AVE values on the main diagonal (0.846 for Organizational Justice, 0.718 for Quality of Work Life, and 0.869 for Work - Family Conflict) are higher than the values of the inter-construct correlations below them . This indicates that the measurement model is discriminatory valid because each latent variable is empirically distinct and capable of measuring a unique idea . V.RESULTS OF HYPOTHESES TESTING Table 5 shows results hypothesis Good in a way direct and No direct as following : Table 4 Hypothesis Testing Original Sample (O) Sample Mean (M) Standard Deviation (STDEV) T Statistics (|O/STDEV|) P Values Organizational Justice (X₁) -> Quality of Work Life (Y) 0.221 0.224 0.070 3,162 0.002 Organizational Justice (X₁) -> Work–Family Conflict (X₂) 0.765 0.764 0.034 22,239 0.000 Work–Family Conflict (X₂) -> Quality of Work Life (Y) 0.609 0.608 0.065 9,409 0.000 Organizational Justice (X ₁ ) -> Work–Family Conflict (X ₂ ) -> Quality of Work Life (Y) 0.466 0.464 0.048 9,683 0.000 Analysis results using Partial Least Squares Structural Equation Modeling (PLS-SEM) shows that all connection intervariable in the application model study own significance statistics (p & lt ; 0. 05). On the pipe First, Justice Organization give positive and significant influence to Quality Life Work with coefficient track of 0.221, t value = 3.162, and p = 0.002. This shows that when employee feel justice in organization — good in distribution results, procedures, and interactions — they will feel improvement in quality life Work they. Findings the support theory justice social issues proposed by Greenberg (1990) as well view about welfare work revealed by Sirgy et al. (2001) emphasized importance justice for increase balance work and satisfaction life employee. Next, Justice The organization also has impact significant to conflict between work and family, with coefficient 0. 765, t = 22. 239, and p = 0. 000. This indicates that assumption positive to justice within organization capable reduce possibility occurrence conflict between demands work and responsibilities answer family. Discovery This consistent with theory role dual proposed by Kahn et al. (1964) explains that support from organization as well as fair treatment capable reduce pressure that comes from from different roles. Impact of Organizational Justice and Work–Family Conflict on Quality of Work Life Among Employees in Indonesian Family Businesses JEFMS, Volume 08 Issue 12 December 2025 www.ijefm.co.in Page 8007 Next, the conflict work-family give impact positive and significant on Quality Life Work (β = 0.609; t = 9.409; p = 0.000). This means that good management to conflict between work and family will contribute to well-being and balance life employees. Findings This strengthen the argument put forward by Greenhaus & Powell (2006) in Work–Family Enrichment theory, that balance between role in place work and at home is element important for quality life Work. In addition, there are also affects No significant direct from Justice Organization to Quality Life Work through Work-Family Conflict (β = 0.466; t = 9.683; p = 0.000). These results show that Work-Family Conflict works as a mediator that strengthens connection between justice organization and quality life work . With method this is a fair organization No only contribute direct to improvement quality life work , but also achieve it through creation balance between aspect professional and personal employee . In a way overall , the result show that Justice Organization is element important in create balance between work and family as well as increase quality life work , especially in context business families in Indonesia, where interpersonal relationships and values family often influence view employee about justice and welfare Work . Theoretical Consequences By identifying Work–Family Conflict as a key mediator, this study enhances our knowledge of how organizational justice affects the quality of working life. The theoretical framework put forward by Cropanzano & Ambrose (2015) that organizational fairness affects job outcomes directly as well as through the work–family dynamic by influencing employees' psychological equilibrium is reinforced by this. Practical Implications This result highlights the significance of family firms in Indonesia: • Establishing a fair and transparent compensation and policy system. • Provide staff members with family responsibilities with flexible work arrangements and social support. • Establishing an organizational culture that prioritizes work-life balance. • Consequently, implementing the principles of organizational fairness not only improves employee performance and retention, but also enhances the continuity of future generations in family businesses by raising the quality of the workplace. Constraints Limitations Study This own a number of limitation . First , the data used collected from survey about perception employees in one sector special , so that results obtained Possible No fully can applied to other organizations . Second , research This cross-sectional in nature , which means connection between variables only can seen in a way associative and not based on order time . Third , other elements such as support from organization , culture work , and characteristics individual No covered in the model, so that matter This need investigated more carry on For strengthen validity external . VI. CONCLUSION In a way overall , research This show that Justice Organization own role important in increase Quality Work Life , good in a way direct and with reduce Work –Family Conflict . Findings This emphasize that view about justice and balance between work and family is base main For create environment healthy , productive , and sustainable work . Therefore that , the implementation principle justice as well as supportive policies balance between life Work will give impact positive for well-being and commitment employee to organization . REFERENCES 1) Adams, J. S. (1965). Inequity in social exchange. In L. Berkowitz (Ed.), Advances in experimental social psychology (Vol. 2, pp. 267–299). 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