Work-Life Balance, Job Insecurity, and Perceived Organizational Support: Effects on Job Satisfaction and Affective Commitment among Manufacturing Employees

Amellia Julistian; Primasatria  Edastama

doi:10.63922/ijebir.v5i06.6794

Amellia Julistian Department of Management, Faculty of Economics and Business, Universitas Esa Unggul, Indonesia
Primasatria Edastama Department of Management, Faculty of Economics and Business, Universitas Esa Unggul, Indonesia

DOI: https://doi.org/10.63922/ijebir.v5i06.6794

Keywords: Work-Life Balance, Job Insecurity, Perceived Organizational, Job Satisfaction, Affective Commitment

Abstract

Technological transformation and automation in the manufacturing sector have created new challenges in maintaining employees’ job satisfaction and affective commitment. This study examines the effects of work-life balance, job insecurity, and perceived organizational support on job satisfaction and affective commitment, as well as the effect of job satisfaction on affective commitment among manufacturing employees. A quantitative cross-sectional design was employed involving 155 permanent employees working in production and operational functions at manufacturing companies in the Greater Jakarta area, selected through purposive sampling. Data were collected using questionnaires and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS 4. The results show that work-life balance positively affects job satisfaction (β = 0.211, p = 0.003) and affective commitment (β = 0.164, p = 0.015). Job insecurity negatively affects job satisfaction (β = −0.155, p = 0.032) and affective commitment (β = −0.283, p < 0.001). Perceived organizational support positively affects job satisfaction (β = 0.318, p < 0.001) and affective commitment (β = 0.184, p = 0.007), while job satisfaction positively affects affective commitment (β = 0.302, p < 0.001). The adjusted R² values indicate that the model explains 14.7% of the variance in job satisfaction and 28.3% of the variance in affective commitment. These findings indicate that manufacturing companies should strengthen organizational support, value employee input, facilitate work-life balance, and improve transparency regarding organizational changes and job continuity to enhance employees’ job satisfaction and affective commitment.

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