Work-Life Balance and Employee Performance: The Mediating Role of Self-Efficacy

Abstract

In the dynamic and competitive landscape of modern organizations, achieving a balance between work and personal life has become increasingly important. Work-life balance (WLB) is not merely a matter of individual well-being and contentment but also significantly influences organizational performance and prosperity. This paper investigates the intricate interplay between WLB and employee performance, with a particular emphasis on the mediating influence of self-efficacy. Grounded in social cognitive theory and a comprehensive review of existing scholarship, this study postulates that employees who perceive a more favorable WLB are predisposed to manifest heightened levels of self-efficacy. Such individuals are more inclined to exhibit a proactive approach towards their tasks and demonstrate resilience in the face of challenges, thereby enhancing their overall performance. This research endeavors to offer novel insights into the critical role of WLB in augmenting employee performance, elucidating the underlying mechanisms that govern this association. The implications of these findings extend to organizational leaders and human resource practitioners, emphasizing the imperative of cultivating an environment conducive to WLB and nurturing self-efficacy among employees. By implementing targeted strategies aimed at bolstering WLB and self-efficacy, organizations can cultivate a workforce that is not only more motivated and engaged but also more proficient in achieving organizational objectives.