The Effects of Work-Life Balance towards Employee Engagement in Millennial Generation

Abstract

Company needs to maintain and to give consideration to their employees as they want the company productivity to gain profits. The majority employees in the company are from millennial generation. Millennial generation without a doubt leaves their company when they have not felt yet attached to the company. Employee engagement is one of the ways that can make the employee stay at the company. Employee engagement which consists of vigour, dedication and absorption dimension are known to have a positive impact on the employee productivity. In contrast, employee disengagement can destruct the company. One of the aspects that can improve employee engagement is work-life balance. The objective of this study is to find out the effects of work-life balance on employee engagement in millennial generation employees. The research participants in this study were employees of PT. Senwell Indonesia from Banjarmasin. In collecting the data, researchers employed a work-life balance scale and the Utrecht work engagement Scale. A simple linear regression was recruited so as to analyse the data. The results have shown that the percentage of work-life balance on employee engagement shows 14.3 %. Companies that give consideration to the welfare of employees' personal life and work life are proven to be able to influence the level of employee engagement in the company.

Engagement and Performance among Administrators of Public Secondary School in Nakhon Nayok, Thailand

“…However, employees who are not dedicated to work lead to unsuccessful organizations. Finally, Larasati & Hasanati (2019) concluded that work-life balance influences employee engagement. Table 2 shows that the performance level of administrators of public secondary schools in Nakhon Nayok has an overall mean of 4.21, which is high.…”

Assessing the Relationship Between Job Demands, Job Resources, Burnout, Work Engagement, and Work-Life Balance Among Teachers in a Secondary Public School

“…Despite the wide range of studies supporting the association of work engagement and work-life balance (e.g. Larasati et al, 2019;De Kort, 2016;Iqbal et al, 2017;Wasay, 2013), Albrecht (2012) asserted that there might be other dimensions of engagement that have not been fully covered by the conceptualization done by Schaufeli et al (2002). For instance, Macey et al (2009) argued for a definition of engagement that encompasses work effort and organizational goals.…”

Work-related stress and employee engagement among millennial workforce in the new normal

“…It was evident that persevering even when things do not go well at work makes up a workforce with very high engagement. In support to this, Larasati et al (2019) mentioned that employee engagement characterized by dimensions such as vigor is proven to have a positive impact on employee productivity. This explains why the majority of respondents said that they always persevere at work even when things do not go well.…”

“…Also, Sivapragasam and Raya (2017) established a statistical significance linking Human Resource Management practices and employee-level outcomes such as perceived efficacy, engagement, and employee well-being. Similarly, Larasati, Hasanati, and Istiqomah (2019) mentioned that companies that show concern and interest in their employees' personal life, as well as, work-life are found to positively affect the level of employee engagement to the company. Employee engagement characterized by dimensions such as vigor, dedication, and absorption is proven to have a positive impact on employee productivity.…”

“…Moreover, Stankevičiūtė and Savanevičienė (2019) concluded that a workplace where sustainable Human Resource Management is shown and felt by the people is an organization where employees experience less work-related stress, work-family conflict, and burnout. Noticeably, Larasati et al (2019), Saks (2019), and Hofmeyr (2018) employed the dimensions of employee engagement namely vigor, dedication, and absorption through the use of the Utrecht Work Engagement Scale (UWES) to examine the interrelation of employee engagement to other aspects in the workplace. In conclusion, Kerdpitak and Jermsittiparsert (2020) and Sivapragasam and Raya (2017) featured the important role that Human Resources Management plays in the fulfillment of employee engagement and that it can neutralize work-related stress as stated by Van Mol et al (2018).…”