Can Work-Life Balance Play a Role as A Moderating Variable in The Influence of Organizational Citizenship Behavior on Employee Performance?
DOI:
https://doi.org/10.55826/jtmit.v4i3.1657Keywords:
Organizational Citizenship Behavior, Work-Life Balance, Employee Performance, Moderating Variable, Human Resource ManagementAbstract
This study aims to empirically examine the moderating role of Work-Life Balance (WLB) in the relationship between Organizational Citizenship Behavior (OCB) and Employee Performance within the high-pressure corporate environment of 2026. While OCB is traditionally viewed as a positive contributor to organizational efficiency, the extra-role efforts involved may lead to employee burnout if not balanced with personal well-being. Using a quantitative research design and Moderated Regression Analysis (MRA), this study analyzes data from diverse professional sectors to determine whether the positive impact of OCB on performance is amplified or diminished by the level of WLB an employee perceives. Preliminary conceptual analysis suggests that WLB is a crucial boundary condition: when WLB is high, employees' voluntary contributions (OCB) translate more effectively into sustainable performance. Conversely, in the absence of WLB, excessive OCB may lead to "citizenship fatigue," ultimately hindering long-term productivity. This research contributes to human resource management literature by integrating social exchange theory and the conservation of resources theory to explain the complex synergy between voluntary work behavior and personal life harmony.
References
[1] N., et al. (2026). Digital Transformation and Organizational Readiness: A Cultural Perspective.Journal of Management and Technology, 14(1), 45–59.
[2] Hidayat, T. (2024). Post-Pandemic Tourism Trends: Focus on Authentic Experiences. Journal of Tourism Research, 8(2), 142–155.
[3] Hidayat, T., & Pratomo, A. (2026). Strategic Leadership in Industry 5.0: The Role of Digital Cultur . Indonesian Business Library.
[4] Lestari, D. (2025). Employee Engagement and Leadership Style in Startup Companies. Journal of Management Research, 10(1), 22–38.
[5] Nugroho, S., et al. (2024). Collaborative Governance in Rural Development.Global Business Review, 9(2), 201–215.
[6] Organ, D. W., Podsakoff, P. M., & MacKenzie, S. B. (2006). Organizational Citizenship Behavior: Its Nature, Antecedents, and Consequences. SAGE Publications.
[7] Pratama, R., & Wijaya, H. (2025). The Role of Youth in Village Economic Development. Journal of Applied Management, 18(4), 330–345.
[8] Rahayu, S., & Budiman, L. (2024). Synchronization of Central and Regional Tourism Policies. Journal of Business Economics, 19(1), 77–92.
[9] Ramadhan, A. (2026). The Young Generation and Cultural Preservation in the Digital Era. Digital Economy Journal, 5(1), 12–25.
[10] Sari, M. (2024). Leadership and Organizational Culture: A Theoretical Review. Journal of Management Science, 7(2), 88–102.
[11] Simanjorang, R., & Nawawi, M. (2022). Cultural Disconnection in the Implementation of New Technologies. Journal of Digital Marketing Management, 2(3), 142–155.
[12] Wulandari, S., & Saputra, E. (2025). Digital Literacy in Remote Areas of Kalimantan. Journal of Educational Evaluation, 13(1), 33–48.
[13] Zed, F., et al. (2023). Community Participation in Sustainable Village Development. Journal of Management Science, 11(2), 210–225.
[14] Zulfikarijah,F.(2023). Digital Economy Analysis: Future Changes in Consumer Behavior.Intellectual Publisher.
Downloads
Published
Issue
Section
License
Copyright (c) 2025 Roy Rocky Suprapto Baan, Adrian Polim, M. Pahlan, Dirhamsyah, Eddi Suprayitno
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
