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 10 Oc obe 2025
DOI: 10.47191/ijssh / 8-i10-30, Impac ac o - 8.007
Page No: 7800-7806
IJSSHR, Volume 08 Issue 10 Oc obe 2025 www.ijssh .in Page 7800
Balancing Wo k and Con idence: How Wo k Li e Balance and Sel -E icacy
In luence Job Sa is ac ion a a Swee ene Manu ac u ing in Malang,
Indonesia
Rian Pu a Panges u1, Dyah Se yawa i2, Boge T ia man o3, Roby Nu Akba 4, Ro ikul Amin5
1,2,3,4,5Facul y o Economics and Business, Uni e si y o Me deka Malang
ABSTRACT: This s udy in es iga es he in luence o wo k-li e balance and sel -e icacy on job sa is ac ion among employees in
a suga manu ac u ing company. D awing on o ganiza ional beha io and human esou ce managemen heo ies, he esea ch
highligh s he impo ance o balancing p o essional and pe sonal esponsibili ies as well as employees’ con idence in handling wo k
demands. The s udy employed a pu posi e sampling echnique wi h 80 pa icipan s and u ilized a quan i a i e app oach wi h Like -
scale ques ionnai es o measu e wo k-li e balance, sel -e icacy, and job sa is ac ion. The esul s o eg ession analysis e eal ha
bo h wo k-li e balance and sel -e icacy ha e a posi i e and signi ican e ec on job sa is ac ion, bo h simul aneously and pa ially.
Among he dimensions, ime balance in wo k-li e balance and s eng h in sel -e icacy we e iden i ied as he mos in luen ial ac o s.
Fu he mo e, co-wo ke ela ionships eme ged as he s onges de e minan o job sa is ac ion, su passing inancial o p omo ional
ewa ds. These indings unde sco e he s a egic ole o psychological and social esou ces in enhancing employee sa is ac ion and
sugges ha o ganiza ions should p io i ize policies ha suppo wo k-li e balance and ini ia i es ha s eng hen employee sel -
e icacy.
KEYWORDS: wo k-li e balance, sel -e icacy, job sa is ac ion, human esou ce managemen , suga indus y
I. INTRODUCTION
Human esou ces ep esen one o he mos c i ical asse s ha de e mine he o e all sus ainabili y and success o o ganiza ions.
Wi hin any company, he abili y o manage and de elop human esou ces e ec i ely is indispensable, as i ensu es ha he quali y
and abili ies o employees a e con inuously nu u ed o mee o ganiza ional demands (Eldon e al., 2022). The ole o human
esou ces ex ends a beyond ope a ional e iciency; i is a decisi e ac o in achie ing long- e m o ganiza ional objec i es and
secu ing compe i i e ad an age. High-quali y human esou ces a e capable o con ibu ing maximally o co po a e g ow h, while
also os e ing inno a ion ha enables he company o adap o dynamic business en i onmen s. To achie e his, o ganiza ions
equi e sys ema ic and s a egic human esou ce planning, which no only suppo s daily ope a ions bu also p epa es he wo k o ce
o espond o u u e challenges. When human esou ce planning is execu ed e ec i ely, employees’ po en ial can be cul i a ed
h ough new ideas and inno a i e p ac ices. Fu he mo e, p ope managemen ensu es ha employees eel com o able and
mo i a ed in hei oles, he eby inc easing hei o e all job sa is ac ion.
Job sa is ac ion i sel is a undamen al concep in o ganiza ional beha io and human esou ce managemen , as i e lec s an
employee’s o e all emo ional esponse and e alua i e judgmen owa d hei wo k (Wenno, 2018). I encompasses mul iple
dimensions, anging om he na u e o he asks pe o med, ela ionships wi h colleagues and supe iso s, compensa ion, and ca ee
oppo uni ies, o he o e all wo k en i onmen . High job sa is ac ion o e s nume ous bene i s o o ganiza ions, including educed
absen eeism, as e ask comple ion, highe p oduc i i y, and lowe employee u no e . Employees who eel sa is ied wi h hei
wo k gene ally demons a e s onge mo i a ion and commi men o achie ing o ganiza ional goals. Con e sely, when job
sa is ac ion is low, employees may display disengagemen , lack o mo i a ion, and eluc ance o pe o m asks e icien ly, which
may lead o inc eased u no e and diminished o ganiza ional pe o mance. Impo an ly, achie ing job sa is ac ion o en depends
on an employee’s abili y o manage o balance pe sonal in e es s alongside ca ee demands. Failu e o main ain his balance can
dis up an employee’s p o essional esponsibili ies, esul ing in nega i e consequences o bo h he indi idual and he o ganiza ion.
A c ucial psychological ac o ha in luences job sa is ac ion is sel -e icacy, de ined as an indi idual’s belie in hei abili y o
success ully pe o m asks and o e come challenges in he wo kplace (Am i e al., 2024). Employees wi h s ong sel -e icacy a e
cha ac e ized by con idence in hei own capabili ies, esilience in he ace o di icul ies, and pe sis ence in pu suing goals. This
sense o compe ence allows hem o eel mo e com o able and mo i a ed in hei wo k, ul ima ely os e ing highe le els o job
Balancing Wo k and Con idence: How Wo k Li e Balance and Sel -E icacy In luence Job Sa is ac ion a a Swee ene
Manu ac u ing in Malang, Indonesia
IJSSHR, Volume 08 Issue 10 Oc obe 2025 www.ijssh .in Page 7801
sa is ac ion (Suna a, 2019). On he o he hand, employees wi h low sel -e icacy may pe cei e job demands as o e ly di icul ,
which can lead o p oc as ina ion, unde pe o mance, and dissa is ac ion. Thus, sel -e icacy is no only a de e minan o indi idual
pe o mance bu also a c i ical d i e o employee a i udes and sa is ac ion.
Wo k-li e balance is ano he essen ial dimension closely linked o employee well-being and job sa is ac ion. I e e s o he
abili y o employees o ha monize pe sonal esponsibili ies wi h p o essional obliga ions. In con empo a y wo kplaces, pa icula ly
du ing he COVID-19 pandemic, he signi icance o wo k-li e balance has become inc easingly e iden , as employees we e equi ed
o manage pe sonal and amily esponsibili ies while simul aneously ul illing wo k demands (Jamillah, 2022). Employees who
success ully main ain his balance end o pe o m hei oles mo e e icien ly and e ec i ely while s ill ha ing he oppo uni y o
a end o pe sonal needs. This equilib ium no only enhances job sa is ac ion bu also con ibu es o employee engagemen and
o ganiza ional pe o mance. Con e sely, a lack o wo k-li e balance may cause s ess, bu nou , and dec eased job sa is ac ion,
ul ima ely ha ming o ganiza ional ou comes.
This esea ch ocuses on employees wo king in he manu ac u ing sec o , pa icula ly wi hin he suga indus y, which is
cha ac e ized by seasonal p oduc ion cycles and labo -in ensi e ope a ions. Despi e i s s a egic impo ance o he economy, his
sec o aces pe sis en issues ela ed o absen eeism and ela i ely low job sa is ac ion, o en linked o challenges in main aining
wo k-li e balance and low le els o sel -e icacy. Add essing hese p oblems equi es employees o s eng hen bo h hei con idence
in handling wo k demands and hei abili y o balance p o essional and pe sonal esponsibili ies. P io s udies ha e consis en ly
demons a ed ha wo k-li e balance posi i ely in luences job sa is ac ion (P a ama & Se iadi, 2021; Pi oyo & Handayani, 2022),
while sel -e icacy also exe s a signi ican posi i e e ec on job sa is ac ion (Azha i e al., 2022; Candana & Sa i, 2022).
Fu he mo e, ecen esea ch has shown ha bo h wo k-li e balance and sel -e icacy oge he ha e a simul aneous and posi i e
impac on job sa is ac ion (Nisa & Agus in, 2024).
Building on his backg ound, he p esen s udy seeks o ex end exis ing li e a u e by ocusing on he manu ac u ing sec o ,
pa icula ly he suga indus y, which has been ela i ely unde explo ed compa ed o se ice indus ies. By in es iga ing he e ec s
o wo k-li e balance and sel -e icacy on job sa is ac ion, his s udy aims o gene a e empi ical insigh s ha a e bo h heo e ically
ele an and p ac ically applicable. The esul s a e expec ed o no only en ich he unde s anding o psychological and o ganiza ional
ac o s shaping job sa is ac ion bu also p o ide manage s wi h ac ionable s a egies o enhance employee well-being, educe
absen eeism, and imp o e o e all o ganiza ional e ec i eness. Acco dingly, his esea ch add esses an impo an gap in he
li e a u e and con ibu es o s eng hening he ole o human esou ce managemen in indus ial con ex s.
A. Main P oblem
Conce ns he desc ip ion o wo k li e balance, sel -e icacy, and job sa is ac ion among employees o a suga ac o y. This
ques ion seeks o unde s and he cu en s a e o hese h ee a iables wi hin he company. I will explo e how employees pe cei e
hei abili y o balance pe sonal and p o essional li e, hei sel -con idence in comple ing asks, and hei o e all sa is ac ion wi h
hei wo k en i onmen .
In es iga es he impac o wo k li e balance and sel -e icacy on job sa is ac ion among suga ac o y employees. This aims o
analyze how bo h wo k li e balance and sel -e icacy in luence he job sa is ac ion o employees in he o ganiza ion. By explo ing
his ela ionship, he esea ch will examine he combined e ec o hese wo ac o s on employees' o e all sa is ac ion wi h hei
wo k.
Speci ically examines he in luence o wo k li e balance on job sa is ac ion a a suga ac o y. This aspec o he s udy will ocus
on how well employees can manage hei pe sonal and p o essional li es and how his balance di ec ly a ec s hei le el o job
sa is ac ion. Unde s anding his ela ionship will help de e mine he signi icance o wo k-li e balance as a con ibu ing ac o o
employee sa is ac ion.
Explo es he e ec o sel -e icacy on job sa is ac ion among suga ac o y employees. I will assess how employees' belie in
hei abili ies o comple e asks and o e come challenges impac s hei job sa is ac ion. This esea ch will e alua e whe he highe
le els o sel -e icacy lead o highe job sa is ac ion, p o iding insigh s in o he ole o con idence in achie ing wo kplace
con en men .
B. Hypo hesis
Based on he o mula ion o he p oblem and heo e ical basis ha has been explained abo e, he hypo hesis p oposed by he
esea che is as ollows:
1. Wo k li e balance and sel -e icacy ha e a signi ican impac on job sa is ac ion.
2. Wo k li e balance has a signi ican impac on job sa is ac ion.
3. Sel -e icacy has a signi ican impac on job sa is ac ion.
Balancing Wo k and Con idence: How Wo k Li e Balance and Sel -E icacy In luence Job Sa is ac ion a a Swee ene
Manu ac u ing in Malang, Indonesia
IJSSHR, Volume 08 Issue 10 Oc obe 2025 www.ijssh .in Page 7802
II. THEORITICAL REVIEW
A. Wo k Li e Balance
Acco ding o Hudson (2005), wo k-li e balance is an indi idual's condi ion in achie ing a balance be ween wo k li e and li e
ou side o wo k. Wo k li e balance e lec s a pe son's abili y o balance he asks o du ies assigned wi hin he company wi h pe sonal
o amily in e es s (Voydano , P, 2005). The balance be ween he ou side wo ld and wo k is ela ed o he esponsibili ies ha mus
be comple ed o c ea e success o an employee. Wo k li e balance also in ol es a ious p og ams, such as esou ces o he ca e
o pa en s and child en, heal h, and employee wel a e. This balance allows a pe son o manage hei ime e ec i ely o achie e
ha mony be ween wo k and pe sonal li e (Yucel & Fan, 2023). Fo an employee, pe sonal in e es s and he wo k wo ld a e impo an
ac o s o imp o e hei quali y as a wo k o ce so ha wo k po en ial can be maximized.
Se e al ac o s in luencing wo k-li e balance can be di ided in o h ee main ca ego ies: indi idual, o ganiza ional, and
en i onmen al ac o s. Indi idual ac o s include pe sonali y (such as conscien iousness, openness o expe ience, ag eeableness,
neu o icism, and ex a e sion), well-being, which is in luenced by hough s and eelings, and emo ional in elligence, which e e s
o he abili y o con ol emo ions. O ganiza ional ac o s in ol e ways o o ganize wo k o ec ui , de elop, e ain, and mo i a e
employees. P ope wo k a angemen s help employees pe o m asks easily, as well as o ganiza ional suppo , bo h o mally h ough
policies such as lexible schedules and employee- amily bene i s, and in o mally by p o iding mo i a ion, ecogni ion, and ca ee
suppo o employees. En i onmen al ac o s include child bene i a angemen s, amily suppo , and in e ac ions wi h he
su ounding social en i onmen , such as neighbou s o close iends.
Wo k li e balance has se e al bene i s, bo h o he company and employees. Fo he company, wo k li e balance can inc ease
wo k p oduc i i y and educe absen eeism. Addi ionally, i can enhance employee commi men and loyal y, which in u n educes
u no e a es. Fo employees, he bene i s o wo k-li e balance include educing wo k- ela ed s ess, inc easing job sa is ac ion,
imp o ing physical and men al heal h, and ul ima ely inc easing job secu i y. Some indica o s in luencing wo k-li e balance include
ime balance, which e lec s he employee’s abili y o manage ime be ween wo k and pe sonal in e es s, in ol emen balance,
which e e s o he psychological commi men o he employee in ca ying ou hei asks, and sa is ac ion balance, which measu es
he employee's le el o sa is ac ion in balancing wo k and daily li e.
B. Sel -e icacy
Acco ding o Bandu a (2007), sel -e icacy e e s o an indi idual's belie in hei abili y o comple e asks in o de o achie e
speci ic goals. Sel -e icacy is impo an o employees because i can enhance he quali y and e ec i eness o hei wo k.
Indi iduals wi h high sel -e icacy will s i e o hei ulles po en ial and o e come challenges, while hose wi h low sel -e icacy
end o gi e up easily due o a lack o sel -con idence. The heo y o sel -e icacy is an e alua ion o a pe son's abili ies and
knowledge in comple ing asks o achie e company goals (Abele & Spu k, 2023).
Sel -e icacy is in luenced by se e al ac o s, as no ed by Schwa ze & Hallum (2008), including expe ience, social modeling,
social pe suasion, and physical and emo ional condi ions. Posi i e expe iences boos sel -con idence, while social modeling, o
obse ing o he s' success, can enhance sel -e icacy. Social pe suasion, such as suppo om he en i onmen , also plays a c ucial
ole in boos ing sel -belie . Addi ionally, good physical and emo ional heal h con ibu es o s eng hening sel -e icacy, as poo
physical and men al condi ions can educe con idence and an indi idual's abili y o handle asks e ec i ely.
Sel -e icacy can be measu ed using se e al indica o s, acco ding o Ribei o e al., (2016), such as ask di icul y le el, s eng h
and ma u i y. The ask di icul y le el e lec s how challenging he asks a e ha employees ace, a ec ing hei p oduc i i y.
S eng h e lec s an indi idual's belie in hei abili y o pe se e e in he ace o challenges. Ma u i y e e s o how well a pe son
can handle a ious wo k condi ions, whe he amilia o new. All o hese indica o s demons a e how sel -e icacy in luences an
employee's pe o mance.
C. Job Sa is ac ion
Job sa is ac ion is an emo ional a i ude an indi idual has owa d hei wo k, whe e hey enjoy and lo e hei job. I e lec s a
s a e o emo ional con en men o dissa is ac ion ela ed o one's wo k (Bako ic, 2016). Employees wi h high job sa is ac ion eel
con en wi h hei accomplishmen s and expe ience psychological s abili y, which helps hem a oid s ess. Job sa is ac ion a ises
om achie ing wo k goals, ha ing a suppo i e wo k en i onmen , and eeling ha he ewa ds a e wo h he e o (Ge e al.,
2021). Sa is ied employees a e less likely o be absen o qui hei jobs, and hei pe o mance ends o imp o e.
Job sa is ac ion is in luenced by a ious ac o s, as men ioned by Reyne e al., (2020). Psychological ac o s include an
employee's in e es s, com o , a i ude owa d wo k, and skills. Social ac o s e e o in e ac ions wi h colleagues and supe iso s
in he wo kplace. Physical ac o s in ol e he wo k en i onmen , such as job ype, wo king hou s, b eak imes, oom condi ions,
ligh ing, and employee heal h. Financial ac o s ela e o compensa ion, bene i s, social secu i y, and o he wo kplace acili ies, all
o which impac employees' job sa is ac ion.
Meh ad & Muhamad (2021) s a es ha job sa is ac ion can be measu ed h ough se e al indica o s: he na u e o he job,
ela ionships wi h supe iso s, cowo ke ela ionships, sala y, and p omo ion. Unde s anding he job desc ip ion and ensu ing i
Balancing Wo k and Con idence: How Wo k Li e Balance and Sel -E icacy In luence Job Sa is ac ion a a Swee ene
Manu ac u ing in Malang, Indonesia
IJSSHR, Volume 08 Issue 10 Oc obe 2025 www.ijssh .in Page 7803
aligns wi h employees' abili ies educes s ess and enhances job sa is ac ion. Good ela ionships wi h supe iso s mo i a e
employees and c ea e a posi i e wo k en i onmen . Suppo i e ela ionships wi h co-wo ke s also con ibu e o a com o able wo k
a mosphe e. Sala y and ewa ds mus be ai , in line wi h company policies, o main ain job sa is ac ion. Addi ionally, p omo ion
oppo uni ies enhance job sa is ac ion by o e ing employees ecogni ion and he chance o de elop hei skills and ake on mo e
esponsibili ies.
The heo y used o unde s and job sa is ac ion in ela ion o wo k li e balance and sel -e icacy is Maslow's Mo i a ion Theo y.
Bo h wo k li e balance and sel -e icacy come om wi hin he indi idual. When employees can mo i a e hemsel es o balance
wo k and pe sonal li e and belie e in hei abili y o comple e asks e ec i ely, hei job sa is ac ion is likely o inc ease. The e o e,
wo k li e balance and sel -e icacy a e essen ial ac o s in imp o ing employee job sa is ac ion.
III. METHOD
A. Pa icipan s
The popula ion in his s udy in ol es a o al o 400 employees. The sampling me hod used is pu posi e sampling. Based on he
Slo in o mula wi h an alpha e o p obabili y o 0.05 and a powe o 0.95, he sample size is de e mined o be 80 indi iduals. The
sample consis s o 88% men and 12% women, wi h a minimum age abo e he p oduc i e age and an a e age wo k expe ience o
mo e han 10 yea s.
B. Ins umen s
1. Wo k Li e Balance
The measu emen ins umen used is based on he heo y o Ha ni Sahi (2021) and e lec s he abili y o employees o balance
pe sonal ime wi h wo k ime. Each i em is a ed using a 5-poin Like scale, anging om 1 (s ongly disag ee) o 5 (s ongly
ag ee). The scale includes ou main indica o s: ime balance, in ol emen balance, sa is ac ion balance, and o e all equilib ium in
managing pe sonal and p o essional oles. The esul s o he i ems, es ed using a scale es , showed an alpha o 0.627 wi h 22 alid
i ems.
2. Sel -e icacy
The measu emen ins umen used is based on he heo y o Ha ni Sahi (2021) and e lec s employees' belie in hei abili y o
comple e speci ic wo k ask demands. Each i em is a ed using a 5-poin Like scale, anging om 1 (s ongly disag ee) o 5
(s ongly ag ee). The scale consis s o h ee key indica o s: ask di icul y le el, s eng h s abili y, and ma u i y in handling wo k
esponsibili ies. The esul s o he i ems, es ed using a scale es , showed an alpha o 0.671 wi h 22 alid i ems.
3. Job Sa is ac ion
The measu emen ins umen used is based on he heo y o Ha ni Sahi (2021) and e lec s employees' eelings o happiness o
sa is ac ion wi h he esul s o he wo k hey ha e comple ed. Each i em is a ed using a 5-poin Like scale, anging om 1 (s ongly
disag ee) o 5 (s ongly ag ee). The scale consis s o i e main indica o s: he wo k i sel , ela ionship wi h supe iso s, cowo ke s,
sala y o wages, and p omo ion oppo uni ies. The esul s o he i ems, es ed using a scale es , showed an alpha o 0.475 wi h 22
alid i ems.
IV. RESULTS AND DISCUSSION
A. Resul s
1. Wo k li e balance and sel -e icacy ha e a signi ican impac on job sa is ac ion.
Table 1 Fi s Hypo hesis
F
p
Resul
18,929
0,000
Posi i e co ela ion is a signi ican
Sou ce: Ou pu SPSS, 2024
The i s hypo hesis es using he F es showed ha he F coun alue was 18.929, and he signi icance alue was 0.000.
The e o e, he independen a iables, namely wo k li e balance and sel -e icacy, simul aneously ha e a signi ican e ec on job
sa is ac ion. The s a is ical analysis esul s suppo he i s hypo hesis p oposed in his s udy. These esul s p o ide e idence ha
wo k li e balance and sel -e icacy play an impo an ole in in luencing employees' job sa is ac ion le els.
2. Wo k li e balance has a signi ican impac on job sa is ac ion.
Table 2 Second Hypo hesis
Es ima e
p
Resul
4,014
0,000
Posi i e co ela ion is a signi ican
Sou ce: Ou pu SPSS, 2024
Balancing Wo k and Con idence: How Wo k Li e Balance and Sel -E icacy In luence Job Sa is ac ion a a Swee ene
Manu ac u ing in Malang, Indonesia
IJSSHR, Volume 08 Issue 10 Oc obe 2025 www.ijssh .in Page 7804
The second hypo hesis es using he - es showed an es ima e alue o 4.014, and a signi icance alue o 0.000. The e o e, he
wo k li e balance a iable has a signi ican e ec on job sa is ac ion. I can be concluded ha he s a is ical analysis esul s suppo
he second hypo hesis p oposed in his s udy.
3. Sel -e icacy has a signi ican impac on job sa is ac ion.
Tabel 3 Thi d Hypo hesis
Es ima e
p
Resul
3,368
0,001
Posi i e co ela ion is a signi ican
Sou ce: Ou pu SPSS, 2024
The hi d hypo hesis es using he - es showed an es ima e alue o 3.368, and a signi icance alue o 0.001. The e o e, he
sel -e icacy a iable has a signi ican e ec on job sa is ac ion. I can be concluded ha he hi d hypo hesis is accep ed, meaning
ha he sel -e icacy a iable has a signi ican pa ial e ec on employee job sa is ac ion.
B. Discussion o Resea ch Resul s
The indings o his s udy p o ide a comp ehensi e unde s anding o how wo k-li e balance and sel -e icacy in luence job
sa is ac ion among employees in a suga manu ac u ing company. The desc ip i e esul s e eal mean sco es o 3.93 o wo k-li e
balance, 4.13 o sel -e icacy, and 4.11 o job sa is ac ion, indica ing ha employees gene ally pe cei e hemsel es as capable o
managing pe sonal and p o essional demands, con iden in hei abili y o comple e asks, and mode a ely sa is ied wi h hei wo k
en i onmen .
Wo k-li e balance eme ged as a cen al ac o shaping employees’ expe iences a wo k. Among he h ee indica o s— ime
balance, in ol emen balance, and sa is ac ion balance— ime balance was iden i ied as he mos dominan . Employees epo ed ha
main aining en husiasm and wo king op imally despi e pe sonal challenges signi ican ly s eng hened hei sense o balance. This
sugges s ha he abili y o e ec i ely manage ime be ween p o essional obliga ions and pe sonal li e does no me ely educe s ess
bu also enhances engagemen and loyal y. A well-managed wo k-li e balance appea s o cul i a e a suppo i e and s able
en i onmen whe e employees can emain p oduc i e wi hou sac i icing pe sonal well-being.
Sel -e icacy was also ound o exe a s ong posi i e in luence on job sa is ac ion. The analysis o i s indica o s— ask di icul y,
s eng h, and ma u i y—showed ha “s eng h” con ibu ed he mos , e lec ing he ex en o which employees eel capable o
comple ing di icul assignmen s and o e coming wo kplace challenges. High sel -e icacy is associa ed wi h pe sis ence, esilience,
and adap abili y, enabling employees o sus ain mo i a ion e en in demanding si ua ions. Con e sely, employees wi h lowe sel -
e icacy may expe ience educed con idence and disengagemen , which ul ima ely unde mine job sa is ac ion. These indings
ein o ce he iew ha pe sonal belie in one’s abili ies is no me ely a psychological a ibu e bu a s a egic esou ce ha di ec ly
con ibu es o pe o mance and sa is ac ion.
In e ms o job sa is ac ion, he s udy con i med ha i e dimensions— he wo k i sel , ela ionships wi h supe iso s,
ela ionships wi h co-wo ke s, sala y, and p omo ion—join ly shape how employees e alua e hei wo kplace expe ience. Among
hese, ela ionships wi h co-wo ke s eme ged as he s onges ac o . This sugges s ha suppo i e and collabo a i e in e pe sonal
dynamics wi hin he wo kplace p o ide employees wi h a sense o belonging and social secu i y ha signi ican ly enhances hei
o e all sa is ac ion. In e es ingly, ela ional aspec s appea ed o ca y mo e weigh han pu ely inancial o ca ee -o ien ed
incen i es, unde lining he impo ance o wo kplace cul u e and collegiali y in employee well-being.
O e all, he s udy highligh s ha bo h wo k-li e balance and sel -e icacy ha e a posi i e and signi ican e ec on job
sa is ac ion. Employees who a e able o manage pe sonal and p o essional oles e ec i ely, while also main aining con idence in
hei abili ies, a e mo e likely o expe ience highe le els o sa is ac ion. The combina ion o hese wo ac o s c ea es a syne gis ic
e ec : wo k-li e balance ensu es s abili y and well-being, while sel -e icacy uels mo i a ion and compe ence. Toge he , hey os e
a wo kplace en i onmen in which employees a e mo i a ed o deli e high pe o mance, emain commi ed, and de i e ul ilmen
om hei oles.
These indings ca y impo an implica ions. Fo o ganiza ions, ensu ing policies and p ac ices ha p omo e wo k-li e balance—
such as lexible scheduling, wo kload managemen , and suppo i e leade ship—can signi ican ly enhance employee sa is ac ion.
Simul aneously, de eloping employees’ sel -e icacy h ough aining, men o ing, and oppo uni ies o mas e y can empowe hem
o handle challenges wi h con idence. F om a b oade pe spec i e, he in e play be ween balance and con idence demons a es ha
employee sa is ac ion is no solely a unc ion o ex e nal ewa ds, bu also o psychological and social esou ces ha enable
indi iduals o h i e in hei oles.
V. CONCLUSIONS
This s udy concludes ha bo h wo k-li e balance and sel -e icacy exe a posi i e and signi ican in luence on employee job
sa is ac ion in a suga manu ac u ing company. Wo k-li e balance, pa icula ly he dimension o ime balance, plays a c ucial ole
Balancing Wo k and Con idence: How Wo k Li e Balance and Sel -E icacy In luence Job Sa is ac ion a a Swee ene
Manu ac u ing in Malang, Indonesia
IJSSHR, Volume 08 Issue 10 Oc obe 2025 www.ijssh .in Page 7805
in sus aining employees’ mo i a ion and pe o mance, e en when hey ace pe sonal challenges. Simila ly, sel -e icacy—shaped
by ac o s such as s eng h and ma u i y—se es as a psychological d i e ha enhances employees’ con idence in handling complex
asks, he eby con ibu ing o highe le els o sa is ac ion. Job sa is ac ion i sel was ound o be s ongly associa ed wi h social
dimensions o wo k, wi h posi i e ela ionships among co-wo ke s eme ging as he mos in luen ial de e minan , su passing e en
inancial o p omo ional ewa ds.
The indings sugges ha job sa is ac ion is no me ely a unc ion o ex e nal incen i es bu also o employees’ abili y o balance
pe sonal and p o essional esponsibili ies and hei con idence in execu ing asks e ec i ely. A s ong wo k-li e balance os e s
s abili y and a conduci e wo k en i onmen , while sel -e icacy cul i a es esilience, pe sis ence, and mo i a ion. Employees who
possess bo h quali ies a e mo e likely o pe o m e ec i ely, main ain posi i e ela ionships, and expe ience ul ilmen in hei oles.
Con e sely, indi iduals wi h poo balance o low sel -e icacy a e a g ea e isk o disengagemen and dissa is ac ion. Thus,
cul i a ing hese wo ac o s should be seen as a s a egic o ganiza ional p io i y o enhancing employee well-being, p oduc i i y,
and long- e m commi men .
This esea ch con ibu es o he li e a u e by p o iding empi ical e idence on he combined in luence o wo k-li e balance and
sel -e icacy on job sa is ac ion wi hin he con ex o a adi ional manu ac u ing indus y. While p e ious s udies ha e o en
examined hese cons uc s sepa a ely, he p esen indings highligh he syne gis ic e ec o bo h a iables in shaping employees’
wo kplace a i udes. By in eg a ing he psychological dimension o sel -e icacy wi h he s uc u al dimension o wo k-li e balance,
his s udy expands he heo e ical unde s anding o how indi idual and o ganiza ional ac o s join ly de e mine job sa is ac ion. I
also unde sco es he impo ance o conside ing social ela ionships a wo k as a cen al componen o sa is ac ion, a pe spec i e ha
en iches exis ing models o o ganiza ional beha io .
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