Employee Performance in The Perspective of Work-Life Balance and Social Support: A Study on Startup Companies

Misra Yeni R; Rio  Putra; Amran Amran; Erick Muhammad  Henrizal

doi:10.63922/ijebir.v5i05.6144

Misra Yeni R Department of Management, Faculty of Economics, Muara Bungo University, Jambi, Indonesia
Rio Putra Department of Management, Faculty of Economics, Muara Bungo University, Jambi, Indonesia
Amran Amran Department of Management, Faculty of Economics, Muara Bungo University, Jambi, Indonesia
Erick Muhammad Henrizal Department of Management, Faculty of Economics, Muara Bungo University, Jambi, Indonesia

DOI: https://doi.org/10.63922/ijebir.v5i05.6144

Keywords: Work–Life Balance, Social Support, Employee Performance, Startup, PLS–SEM

Abstract

Meningkatnya ketergantungan pada startup berbasis teknologi di Indonesia telah menciptakan lingkungan kerja yang dinamis di mana mempertahankan kinerja karyawan tetap menjadi tantangan, terutama di kalangan karyawan milenial dan Generasi Z. Studi ini meneliti pengaruh keseimbangan kerja-kehidupan dan dukungan sosial terhadap kinerja karyawan di startup berbasis teknologi Indonesia. Data dikumpulkan dari 210 karyawan milenial dan Generasi Z melalui survei lintas sektoral dan dianalisis menggunakan Partial Least Squares Structural Equation Modeling (PLS-SEM) dengan SmartPLS 4. Hasil penelitian menunjukkan bahwa dukungan sosial memiliki pengaruh positif dan signifikan terhadap kinerja karyawan, sedangkan keseimbangan kerja-kehidupan memiliki pengaruh positif tetapi lemah dan signifikan secara marginal. Model tersebut menjelaskan 34% varians dalam kinerja karyawan dan menunjukkan relevansi prediktif yang memadai. Studi ini berkontribusi pada literatur dengan meneliti kedua faktor tersebut secara bersamaan dalam konteks startup berbasis teknologi Indonesia, dengan perhatian khusus pada karyawan yang lebih muda. Secara teoritis, temuan ini memperluas perspektif Tuntutan-Sumber Daya Pekerjaan (JDR) dan Dukungan Organisasi yang Dirasakan (POS) dengan menyoroti peran yang lebih kuat dari dukungan sosial dalam menerjemahkan sumber daya tempat kerja menjadi kinerja karyawan. Secara praktis, manajer perusahaan rintisan harus memperkuat iklim kerja yang suportif melalui dukungan dari atasan dan rekan kerja, komunikasi terbuka, dan perhatian organisasi, sambil mengintegrasikan inisiatif keseimbangan kerja-kehidupan dengan dukungan sosial yang memadai untuk mempertahankan kinerja karyawan.

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