In e na ional Jou nal o Social Science and Human Resea ch
ISSN (p in ): 2644-0679, ISSN (online): 2644-0695
Volume 08 Issue 11 No embe 2025
DOI: 10.47191/ijssh / 8-i11-72, Impac ac o - 8.007
Page No: 9108-9114
IJSSHR, Volume 08 Issue 11 No embe 2025 www.ijssh .in Page 9108
The Rela ionship Be ween Wo k-Li e Balance, Job Sa is ac ion, Resilience,
and Bu nou Among Pe manen Employees o S a e-Owned Banks in
Kupang
C is hin Anggelia Lubalu, M.Psi., Psikolog1, P o . D . Su yan o, M.Si., Psikolog2, D . Dyan E i a San i, M.Psi.,
Psikolog3
1,3Mas e o Psychology om he 17 Augus 1945 Uni e si y Su abaya
2Mas e o Psychology om he Ai langga Uni e si y Su abaya
ABSTRACT: The banking sec o has seen signi ican g ow h and ans o ma ion, necessi a ing skilled and dedica ed s a o
manage asse s e ec i ely. The p ima y objec i e o his s udy is o explo e he co ela ion be ween wo k li e balance, job
sa is ac ion, esilience, and bu nou among bank employees. The s udy employs a quan i a i e esea ch app oach, u ilizing
p obabili y sampling o selec a sample o 260 pe manen employees om a o al popula ion o 768. The da a we e collec ed
h ough su eys and analyzed using non-pa ame ic s a is ical me hods. The analysis shows ha 40% o he subjec s ha e
mode a e bu nou le els, 41.9% ha e mode a e wo k-li e balance, 38.8% ha e mode a e job sa is ac ion, and 47.3% ha e
mode a e esilience The s udy concludes ha imp o ing wo k-li e balance is c ucial o educing bu nou among bank employees.
Job sa is ac ion and esilience, while impo an , do no signi ican ly in luence bu nou le els in his con ex .
KEYWORDS: Wo k-Li e Balance, Job Sa is ac ion, Resilience, Bu nou , Banking Sec o , Employee Well-Being
INTRODUCTION
In his e a o globaliza ion, he banking sec o is one o he sec o s expe iencing apid de elopmen , bo h h ough he ole o
elecommunica ions echnology and ans o ma ion, which will g ea ly acili a e ansac ions be ween cus ome s and banks, bo h
wi hin and be ween banks (Gun u , 2022). The banking sec o has also ecei ed global ecogni ion as a key indus y d i ing
economic g ow h (A akan e al., 2014). Amids his apid indus ial de elopmen , banks will in oduce new inno a ions ha will
be o e ed and can d i e compe i ion among o he banking sec o s (Ramadhany, 2018).
Facing inc easingly ie ce compe i ion, companies and inancial ins i u ions mus ha e commi ed and dedica ed s a who can
e ec i ely manage hei asse s. Recognizing his, many banks ha e es ablished dedica ed Human Resou ces di isions o de elop a
skilled wo k o ce. Skilled indi iduals ha e he po en ial o enhance he capabili ies o hei subo dina es, he eby inc easing
o e all p oduc i i y (Saina, Pio, and Rumawas, 2017). Fo a company o achie e i s a ge s and ul ill i s ision and mission, i is
essen ial o i s employees o human esou ces o p o ide aluable con ibu ions and pe o m excep ionally well. This will
encou age companies o inc ease hei a ge s and make annual imp o emen s.
A company's success is o en de e mined by he le el o pe o mance demons a ed by i s employees, who ace high wo k
demands and mus con ibu e signi ican ly o he desi ed success. Acco ding o Falaha (2019), employees in he banking indus y
expe ience a signi ican ly highe wo kload and s ess compa ed o employees in o he indus ies. I is impo an o ecognize ha
wo king in demanding condi ions can po en ially pose heal h isks o employees, including physical and emo ional exhaus ion.
This no ion is suppo ed by esea ch conduc ed by Ziaei (2015) and Visie (2021), which highligh s he po en ial isks associa ed
wi h wo king in a high-p essu e en i onmen , commonly e e ed o as bu nou .
Bu nou was i s p oposed by F eudenbe g (1947) as a eeling o exhaus ion esul ing om excessi ely low ene gy, e o ,
and esou ces. Bu nou is a speci ic ype o s ess cha ac e ized by he pe cep ion ha esou ces o suppo a gi en si ua ion a e
sca ce o non-exis en , esul ing in decision-making a igue, cogni i e a igue, and physical exhaus ion (Lee and Ash o h in
Alam, 2007). In May 2019, he Wo ld Heal h O ganiza ion (WHO) decla ed bu nou a wo k- ela ed illness, desc ibed as a
synd ome caused by an unmanageable wo kload.
The wo kload and demands o he banking indus y can lead o employees expe iencing high le els o bu nou , which can
deple e hei ene gy and abili y o pe o m hei du ies (A ian y & Dewi, 2022). This inding is suppo ed by esea ch conduc ed
The Rela ionship Be ween Wo k-Li e Balance, Job Sa is ac ion, Resilience, and Bu nou Among Pe manen
Employees o S a e-Owned Banks in Kupang
IJSSHR, Volume 08 Issue 11 No embe 2025 www.ijssh .in Page 9109
by he Indonesian Consume s Founda ion (YLKI) in 2014 on inancial se ices, which ound ha high le els o bu nou lead bank
employees o compe e wi h each o he o achie e a ge s. Fu he mo e, esea ch conduc ed by he Swiss UNI Global Union,
en i led "The Banking: The Human C isis," ound ha 80% o banking and insu ance companies in 26 coun ies epo ed ha
daily cus ome demands and wo k p essu e om supe io s nega i ely impac employee heal h, leading o bu nou .
Ini ial esea ch conduc ed by esea che s on bu nou in Kupang Ci y showed ha bu nou occu s among employees wo king in
he banking sec o . The wo kload imposed by banks can lea e employees eeling emo ionally and physically exhaus ed, which
can impac p oduc i i y, mo i a ion, and job sa is ac ion. These include educed sleep, educed ela ionships wi h amily, wo k
ha lea es no ime o sel -ca e and elaxa ion, and eelings o bo edom wi h he cons an demands o wo k. Wo k-li e balance is
essen ial o balancing wo k a igue and well-being wi hin and ou side o wo k (Maslichah & Hidaya , 2017). To add ess he issue
o low wo k-li e balance and bu nou among banking employees, planned and sus ained e o s a e needed.
Hamin (2006) s a ed in his esea ch ha i wo k a igue (bu nou ) occu s o e a long pe iod o ime, employees will
expe ience exhaus ion, leading o dec eased pe o mance.
His esea ch ound a signi ican impac on employee job sa is ac ion. Wo k-li e balance p og ams implemen ed by companies
a e expec ed o imp o e employee pe o mance le els, he eby c ea ing job sa is ac ion o employees in ul illing hei du ies and
obliga ions o he company (Pangemanan, 2017). Resea ch by P ian o & Bach ia (2020) also ound a ela ionship be ween
bu nou and job sa is ac ion.
Sinambela (2018) emphasized ha job sa is ac ion is a pe son's eelings abou hei wo k, esul ing om hei own e o s
(in e nal) and suppo ed by ex e nal ac o s (ex e nal), such as wo k condi ions, wo k esul s, and he wo k i sel . Job sa is ac ion
indica es a ma ch be ween a pe son's expec a ions and he ewa ds p o ided by he job.
An in e nal ac o ha se es as a wo k esou ce in educing bu nou le els om a pe sonal pe spec i e is employee esilience,
whe e esilience i sel is an employee's abili y o mo i a e hemsel es o succeed when aced wi h challenges wi h challenges and
ailu es (Cooke e al., 2013; Lu hans, 2002).
Resilience is a pe sonal capaci y ha allows a pe son o p e en , minimize, o esis po en ial damage when expe iencing
p oblems (G o be g, 1995). I a pe son has a high and adequa e le el o p o ec ion, hei adap a ion o he p oblems hey ace will
emain in good condi ion. Con e sely, i a pe son canno o e come hei p oblems due o ea o s ong emo ional ins abili y, ha
pe son will ha e poo coping mechanisms (Richa dson e al., 2003).
METHOD
The popula ion o his s udy was 768 pe manen employees o s a e-owned banks such as Bank Mandi i, BNI, BRI, and BTN
in Kupang Ci y in he pe iod 2006 o 2010. Based on he exis ing popula ion, esea che s used he K ejcie and Mo gan ables as
de e minan s in de e mining he sample size. The esul ing popula ion is 260 people.
Da a we e collec ed h ough ma slach bu nou in en o y, wo k li e balance scale, job sa is ac ion scale and esiliensi scale,
which we e de eloped by he esea che based on he ope a ional de ini ion and indica o s o each a iable wi h a Like scale
model. Da a analysis was pe o med using mul iple linea eg ession echniques wi h SPSS e sion 16 IBM o Windows
applica ion. Be o e analysis, p e equisi e es s we e conduc ed, including no mali y es , linea i y es , mul icollinea i y es , and
he e oscedas ici y es . The esul s o he p e equisi e es s showed ha he da a we e no mally dis ibu ed, he ela ionship
be ween a iables was linea , he e was no mul icollinea i y, and he e was no he e oscedas ici y, hus he da a me he
equi emen s o mul iple linea eg ession analysis.
RESULT
In his s udy, assump ion es s we e conduc ed i s be o e pe o ming mul iple linea eg ession analysis, and he assump ion
es esul s a e p esen ed in he ollowing ables:
Table I. No mali y Tes Resul
Z Kolmog o Smi no
p
Desc ip ion
0,46
0,200
No mal (p > 0.05)
Sou ce: ou pu SPSS Ve sion 16
The no mali y es esul s using he Kolmogo o -Smi no es showed a signi icance alue o 0.200 > 0.05, indica ing
ha he da a is no mally dis ibu ed. This es was conduc ed on he ca ee ma u i y a iable o de e mine i he da a dis ibu ion is
no mal.
The Rela ionship Be ween Wo k-Li e Balance, Job Sa is ac ion, Resilience, and Bu nou Among Pe manen
Employees o S a e-Owned Banks in Kupang
IJSSHR, Volume 08 Issue 11 No embe 2025 www.ijssh .in Page 9110
Table II. Linea i y Tes Resul s
Va iable
F De ia ion om Linea i y
p
Desc ip ion
Bu nou - Wo k li e balance
Bu nou - Job sa is ac ion
Bu nou - Resiliensi
0,779
1,418
0,873
0,876
0,043
0,760
Linea
Non - Linea
Linea
Sou ce: ou pu SPSS Ve sion 16
The linea i y es be ween wo k-li e balance and bu nou showed an F-de ia ion om linea i y o 0.779 wi h a
signi icance le el o 0.876, indica ing a linea ela ionship be ween wo k-li e balance and bu nou . The es be ween job
sa is ac ion and bu nou showed an F-de ia ion om linea i y o 1.418 wi h a signi icance le el o 0.043, indica ing ha he e is
no linea ela ionship be ween job sa is ac ion and bu nou . The es be ween esilience and bu nou showed an F-de ia ion om
linea i y o 0.873 wi h a signi icance le el o 0.760, indica ing a linea ela ionship be ween esilience and bu nou .
Table III. Mul icollinea i y Tes Resul
Va iable
Tole ance
VIF
Desc ip ion
Wo k li e balance
0,969
1,031
No mul icollinea i y
Job sa is ac ion
0,842
1,188
No mul icollinea i y
Resiliensi
0,828
1,207
No mul icollinea i y
Sou ce: ou pu SPSS Ve sion 16
The esul s o he mul icollinea i y es o wo k-li e balance and bu nou showed a ole ance alue o 0.969 >0.10 and a
VIF o 1.031 <10.00. This means he e is no mul icollinea i y o in e co ela ion be ween wo k-li e balance and bu nou . The
mul icollinea i y es o sa is ac ion and bu nou showed a ole ance alue o 0.842 >0.10 and a VIF o 1.188 <10.00. This means
he e is no mul icollinea i y o in e co ela ion be ween job sa is ac ion and bu nou . The mul icollinea i y es o esilience and
bu nou showed a ole ance alue o 0.828 > 0.10 and a VIF o 1.207 < 10.00. This means he e is no mul icollinea i y o
in e co ela ion be ween esilience and bu nou .
Table IV. He e oscedas icy Tes Resul
Va iable
p
Desc ip ion
Wo k li e balance
0,827
No he e oscedas ici y (p > 0.05)
Job sa is ac ion
0,730
No he e oscedas ici y (p > 0.05)
Resiliensi
0,999
No he e oscedas ici y (p > 0.05)
Sou ce: ou pu SPSS Ve sion 16
The he e oscedas ici y es esul s o he wo k-li e balance and bu nou a iables showed a signi icance o 0.827 > 0.05
o he job sa is ac ion a iable, and a signi icance o 0.730 > 0.05 o he esilience a iable, and a signi icance o 0.999 > 0.05
o bu nou . This means he e is no he e oscedas ici y in hese ou a iables.
DISCUSISION
The i s hypo hesis in his s udy was whe he he e is a ela ionship be ween wo k-li e balance and bu nou among banking
employees. The es esul s showed a signi icance alue o 0.000 A alue o <0.05 indica es a signi ican ela ionship, indica ing a
le el o co ela ion be ween he wo a iables. The ob ained alue is posi i e, meaning ha i wo k-li e balance inc eases, bu nou
will also inc ease, and ice e sa, i wo k-li e balance dec eases, bu nou will inc ease.
These esul s align wi h esea ch conduc ed by Daud, Gun u , e al. (2023), which ound a posi i e ela ionship be ween wo k-
li e balance and bu nou . O he s udies, such as Van Dijk e al. (2010) and Ta assoli & Sunye (2020), ound ha wo k-li e
balance signi ican ly in luences employee bu nou .
This is due o he in luence o psychological synd omes expe ienced by indi iduals, usually caused by physical, men al, o
emo ional exhaus ion, which dis up s pe sonal achie emen , dec eases mo i a ion, and leads o a loss o commi men o wo k.
Dudas (Pengemanan, 2017) s a es ha wo k-li e balance is he e icien managemen o wo k and o he impo an ac i i ies.
This includes communi y ac i i ies, amily, sel -de elopmen , olun ee wo k, ec ea ion, and a el. (Loeh , 2019) sugges s ha
wo k-li e balance exis s on bo h sides o he ence, balancing wo k li e on one side agains pe sonal li e on he o he , o on a scale
wi h ca ee and pe sonal li e on he o he , and being able o balance bo h. Binde (2017) de ines bu nou as a synd ome o
exhaus ion, encompassing bo h physical and men al exhaus ion.
The Rela ionship Be ween Wo k-Li e Balance, Job Sa is ac ion, Resilience, and Bu nou Among Pe manen
Employees o S a e-Owned Banks in Kupang
IJSSHR, Volume 08 Issue 11 No embe 2025 www.ijssh .in Page 9111
I no add essed and in e nal and ex e nal balance imp o ed, men al heal h can be a ec ed. The second hypo hesis in his
s udy was whe he he e is a ela ionship be ween job sa is ac ion and bu nou among banking employees. The es esul s showed
a signi icance alue o 0.374 > 0.05, indica ing no signi ican ela ionship be ween hese wo a iables. The ob ained alue is
nega i e, so he e is no e idence o suppo he assump ion ha he le el o bu nou expe ienced by employees is signi ican ly
ela ed o job sa is ac ion.
This is because high employee job sa is ac ion and he abili y o main ain wo k, wo k esul s, and he wo k i sel , e en i
employees expe ience qui e se ious bu nou , also e e o posi i e a i udes owa d he company ela ed o hei wo k, job
sa is ac ion, bo h in e nal and ex e nal. While ex e nally, hey a e gi en subs an ial wages and o e ime pay o hei wo k, and
a e gi en con inuous p omo ions o encou age employees o de elop hemsel es, his is u he suppo ed by he ac ha
employees ecei e subs an ial wages o o e ime wo k and a e also eligible o job p omo ions, which a e held e e y i e yea s.
Lu hans (2006) s a ed ha wo k includes: sala y (wages), he wo k i sel , p omo ions, cowo ke s, and supe ision.
Sala ies o wages paid o employees mus mee he p inciple o ai ness, meaning hey a e based on he demands and
equi emen s o he job, he employee's skills, and es ablished wo k s anda ds. Al hough employees end o p e e jobs ha allow
hem o use all hei skills and abili ies and make hem less likely o expe ience emo ional o physical bu nou , hey also p e e
jobs ha p o ide eedom and pe o mance eedback. This makes he job eel mo e challenging o employees.
Resea ch by Shaban (2023) showed ha he e was no signi ican ela ionship be ween bu nou and job sa is ac ion among
hese wo ke s. This hypo hesis was ejec ed, as he e was no signi ican ela ionship be ween bu nou and job sa is ac ion.
Ano he s udy conduc ed by Doe & Smi h (2021) showed ha he p oposed hypo hesis was no accep ed. No signi ican
nega i e ela ionship was ound be ween job sa is ac ion and bu nou .
This means ha employees' job sa is ac ion le els do no signi ican ly a ec hei bu nou le els. Resea ch by Maslach e al.
(2001) showed ha bu nou is mo e in luenced by a s ess ul wo k en i onmen and lack o social suppo han by job sa is ac ion
le els.
Companies ha ha e a s ong and a ac i e compensa ion p og am o hei employees will ind i easie o a ac and e ain
alen ed and compe en employees. Employees who eel app ecia ed end o be mo e loyal and less likely o conside lea ing o
ano he company. Fu he mo e, a compe i i e compensa ion p og am can mo i a e employees o imp o e hei pe o mance.
The e o e, compensa ion is a key ac o o companies o imp o e pe o mance and win compe i ion among banks.
Compensa ion can gene ally ake he o m o physical o non-physical compensa ion. Compensa ion is usually calcula ed and
awa ded o employees based on hei con ibu ions o he company. Di ec compensa ion includes sala ies, wages, commissions,
and bonuses, while indi ec compensa ion includes paid ime o , sick lea e, aca ions, and heal h insu ance (Mondy &
Ma ochio, 2016). Pink-Ha pe & Rauhaus (2017) s a ed ha employees wi h highe le els o educa ion and highe compensa ion
expe ience highe le els o job sa is ac ion.
The hi d hypo hesis in his s udy was whe he he e is a ela ionship be ween esilience and bu nou among banking
employees. The es esul s showed no signi ican ela ionship, meaning he e is no co ela ion be ween hese wo a iables.
Whi e, K., & G een, R. (2017). This s udy ound ha esilience has no signi ican ela ionship wi h bu nou . The esul s o he
s udy ound ha esilience has a nega i e e ec on bu nou . This inding aligns wi h p e ious esea ch, which ound ha
esilience can indeed ha e a nega i e and signi ican e ec on bu nou (Bus i e al., 2023; Wang e al., 2020). Resea ch conduc ed
on employees o he Tulungagung Technical Implemen a ion Uni (UPT BLK) ound ha esilience has no signi ican e ec on
bu nou . Acco ding o Lu hans (2002), esilience is de ined as a pe son's abili y o pe se e e o achie e success when aced wi h
challenges o ailu e. Vogus and Su cli e (2007) sugges ha esilience is ela ed o how o ganiza ions and indi iduals wi hin
o ganiza ions consis en ly achie e desi ed esul s amids he di icul ies and ensions inhe en in hei wo k and he o ganiza ion.
Jackson & Wa kin (2004) a gue ha a pe son's esilience can undamen ally de e mine he success o ailu e hey ace in li e.
Resilience is also iewed as a pe son's abili y o bounce back om unpleasan o auma ic si ua ions o e en s. Fonny e al.
(2006) also a gue ha esilience desc ibes a pe son's abili y o ace and o e come di icul ies (p oblems) ha hey encoun e ,
ul ima ely making hem s onge h ough hese di icul ies (p oblems).
The e o e, e en wi h hea y wo kloads and challenges, esponsibili ies, and ine icien es pe iods, employees a e able o
balance hese by inding a way ou o unpleasan si ua ions. Banking employees wi h good esilience a e able o cope wi h
excessi e wo kloads and adap o posi i e changes and imp o e he bank's compe i i eness. One dimension o esilience is
meaning-making, which is a way o indi iduals o mo e ac i ely e lec on hemsel es and a i m hei goals and alues, and o
ake esponsibili y o he wo kload, demands, and a igue ha pe iodically occu .
CONCLUSION
Based on he esea ch esul s, he ollowing conclusions can be d awn he i s hypo hesis in his s udy is ha he e is a
posi i e co ela ion be ween wo k-li e balance and bu nou among banking employees. The es esul s show a signi icance alue
o 0.000 <0.05, indica ing a s ong, signi ican ela ionship be ween hese wo a iables
The Rela ionship Be ween Wo k-Li e Balance, Job Sa is ac ion, Resilience, and Bu nou Among Pe manen
Employees o S a e-Owned Banks in Kupang
IJSSHR, Volume 08 Issue 11 No embe 2025 www.ijssh .in Page 9112
The second hypo hesis in his s udy is whe he he e is a ela ionship be ween job sa is ac ion and bu nou among banking
employees. The es esul s show a signi icance alue o 0.374 >0.05, indica ing no signi ican ela ionship, indica ing no
co ela ion be ween hese wo a iables.
The hi d hypo hesis in his s udy is whe he he e is a ela ionship be ween esilience and bu nou among banking employees.
The es esul s show a signi icance alue o 0.646 >0.05, indica ing no signi ican ela ionship, indica ing no co ela ion be ween
hese wo a iables.
The ou h hypo hesis was no es ed because he analysis used in his s udy was non-pa ame ic.
O he subjec s, had mode a e bu nou (40.0%), had mode a e wo k-li e balance (41.9%), had mode a e job sa is ac ion
(38.8%), and had mode a e esilience (47.3%).
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