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FORMOSA NEWS - Aceh - Work-Life Balance Significantly Boosts Employee Performance in East Aceh Public Sector. A 2026 study by Liza Murdhani, Wardiana, Siti Hajar, Ridha Firdaus, Ilham Riza, Sri Rahayu from University of Islam North Sumatra (UISU) reveals that work-life balance plays a decisive role in improving employee performance at the East Aceh Regency Plantation and Livestock Service. Conducted between September and December 2025 and published in the Journal of Finance and Business Digital (JFBD), the research shows that balanced personal and professional lives are strongly linked to higher productivity and better work outcomes. The findings matter as public institutions face rising pressure to deliver efficient, high-quality services in an increasingly demanding environment.
Growing Pressure on Public Sector Performance
Public sector organizations in Indonesia are under increasing scrutiny to deliver transparent, fast, and professional services. Institutions such as the East Aceh Plantation and Livestock Service are responsible for managing critical sectors, including agricultural productivity and livestock health, which directly affect regional economic stability. However, behind these responsibilities lies a persistent internal challenge: maintaining consistent employee performance. Increasing workloads, administrative demands, and field responsibilities often blur the line between professional duties and personal life. This imbalance can lead to stress, fatigue, and declining productivity. The UISU research highlights that work-life balance is no longer a secondary concern. Instead, it has become a central factor influencing employee well-being and organizational effectiveness.
Growing Pressure on Public Sector Performance
Public sector organizations in Indonesia are under increasing scrutiny to deliver transparent, fast, and professional services. Institutions such as the East Aceh Plantation and Livestock Service are responsible for managing critical sectors, including agricultural productivity and livestock health, which directly affect regional economic stability. However, behind these responsibilities lies a persistent internal challenge: maintaining consistent employee performance. Increasing workloads, administrative demands, and field responsibilities often blur the line between professional duties and personal life. This imbalance can lead to stress, fatigue, and declining productivity. The UISU research highlights that work-life balance is no longer a secondary concern. Instead, it has become a central factor influencing employee well-being and organizational effectiveness.
Simple Survey, Clear Insights
The study used a quantitative approach involving all 34 employees of the East Aceh Plantation and Livestock Service. Researchers distributed structured questionnaires using a five-point scale to measure two key variables: work-life balance and employee performance.
The methodology focused on:
- Direct field data collection from employees.
- Measurement of perceptions on time management, job satisfaction, conflict levels, and flexibility.
- Statistical analysis using regression and hypothesis testing.
This straightforward design allowed the researchers to capture a clear snapshot of how employees perceive their work conditions and performance.
Key Findings: Strong and Measurable Impact
Key Findings: Strong and Measurable Impact
The results show a consistent and statistically significant relationship between work-life balance and employee performance.
Key highlights include:
- Work-life balance has a positive and significant effect on employee performance.
- Statistical testing shows a t-value of 2.366, exceeding the threshold of 1.693.
- The significance level stands at 0.025, confirming reliability.
- Work-life balance explains 96.6% of performance variation (R² = 0.966).
In practical terms, employees who experience better balance between their work responsibilities and personal lives tend to perform better across multiple indicators, including quality of work, punctuality, initiative, and commitment.
Survey responses also reinforce this pattern:
- 45.9% of employees strongly agree they experience good work-life balance.
- 45% report very high performance levels.
- A smaller group still experiences imbalance, indicating room for improvement.
The data clearly shows that even in a relatively small organization, work-life balance can have a large and measurable impact.
Real-World Implications for Policy and Management
The findings carry important implications for public institutions, businesses, and policymakers.
Organizations that prioritize work-life balance can expect:
- Higher employee productivity.
- Improved job satisfaction.
- Lower stress and burnout levels.
- Stronger organizational commitment.
For government agencies, this means rethinking traditional work structures. Long working hours are no longer a reliable indicator of dedication or effectiveness.
Instead, the study suggests several practical strategies:
- Introduce flexible working hours.
- Ensure fair workload distribution.
- Provide supportive leadership and supervision.
- Develop employee well-being programs.
These changes can help create a healthier work environment while maintaining or even improving performance outcomes.
Author Profiles
Liza Murdhani, S.E. – Researcher in human resource management, Universitas Islam Sumatera Utara
Wardiana, S.E., M.Si. – Lecturer in management, Universitas Islam Sumatera Utara
Siti Hajar, S.E., M.M. – Academic specializing in organizational studies, Universitas Islam Sumatera Utara
Ridha Firdaus, S.E., M.M. – Researcher in employee performance and productivity
Ilham Riza, S.E., M.Si. – Data analyst and management researcher
Sri Rahayu, S.E., M.Si. – Senior lecturer in human resource management, Universitas Islam Sumatera Utara
Sources
Murdhani, L., Wardiana, W., Hajar, S., Firdaus, R., Riza, I., & Rahayu, S. (2026). Analysis of the
Influence of Work Life Balance on the Performance of Employees of the Plantation and Livestock Service of East Aceh Regency. Journal of Finance and Business Digital (JFBD), Vol. 5 No. 1, 85–102.
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