Padang — After-work experiences and coping strategies significantly improve employees’ quality of life at PT Bank Nagari Head Office, with work-life balance playing a key mediating role, according to a 2026 study by Serli Rahmatul Ihsan and Rino from Universitas Negeri Padang.
The finding is particularly relevant for the banking sector, where employees face high workloads, regulatory pressure, and performance demands driven by digital transformation and service competition.
The study involved 168 employees and applied a quantitative survey approach using Partial Least Square Structural Equation Modeling. Results show that after-work experiences, coping strategies, and work-life balance each have significant positive effects on employees’ quality of life.
After-work experiences directly influenced quality of life with a path coefficient of 0.321. Coping strategies contributed positively with a coefficient of 0.140, while work-life balance showed the strongest influence with a coefficient of 0.410.
The research also confirms that after-work experiences and coping strategies indirectly improve quality of life through work-life balance as a mediating variable. This means employees who successfully maintain balance between professional responsibilities and personal life tend to experience better well-being overall.
The study further shows that 44.3 percent of employee quality of life variation can be explained by the combined influence of after-work experiences, coping strategies, and work-life balance, while the remaining portion is affected by other organizational and psychological factors.
Serli Rahmatul Ihsan from Universitas Negeri Padang explained that recovery activities after working hours—such as relaxation, social interaction, and personal development—help employees restore mental and physical energy depleted during work.
Adaptive coping strategies, including structured problem-solving, emotional regulation, and social support, were also found to strengthen employees’ ability to manage workplace stress effectively.
Work-life balance plays a central role in connecting these factors with overall well-being. Employees who manage their time and energy effectively between work and personal life demonstrate higher psychological resilience, stronger social relationships, and greater life satisfaction.
The findings provide practical insights for banking institutions seeking to strengthen employee well-being through supportive organizational policies such as flexible working arrangements, stress management training, and recovery-friendly workplace environments.
Improving employee quality of life is expected to enhance productivity, engagement, and long-term service performance in competitive financial institutions.
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