The researchers examined 164 civil servants working at UPT Klinik Utama Sungai Bangkong, excluding the head of the institution. The clinic provides a range of specialized public healthcare services, including mental health care, substance-abuse-related services, services for children with special needs, medical and nursing care, and supporting services.
The study found that Work-Life Balance and Motivation both have a positive and significant effect on Employee Engagement. When considered together, the two factors explain 41.7% of the variation in employee engagement. Motivation made the stronger relative contribution, suggesting that employees' willingness, drive, recognition, and opportunities for development play an especially important role in strengthening their involvement at work.
Attendance Patterns Highlight the Importance of Employee Engagement
The research was prompted in part by changes in workforce attendance patterns at the clinic between 2023 and 2025.
Institutional records showed that absenteeism stood at 0.74% in 2023, increased to 0.87% in 2024, and returned to 0.74% in 2025. Total tardiness also rose from 186,425 minutes in 2023 to 198,350 minutes in 2024 before declining to 191,210 minutes in 2025.
Early departures followed a similar pattern, increasing from 138,462 minutes in 2023 to 148,740 minutes in 2024 and then falling to 143,090 minutes in 2025.
Meanwhile, the number of leave days increased consistently, from 1,235 days in 2023 to 1,651 days in 2024 and 1,975 days in 2025.
Although these administrative figures do not directly measure employee engagement, they provided an important context for examining how employees manage their work and personal responsibilities.
Despite these changes, the clinic's Community Satisfaction Survey remained in the good category. The score was 83.86 in 2023, 83.75 in 2024, and 84.10 in 2025.
Forensia and Mahdi therefore examined whether work-life balance and motivation could help explain differences in employee engagement among civil servants working in this demanding healthcare environment.
164 Civil Servants Included in the Study
The researchers used a quantitative approach and collected primary data through questionnaires distributed to all 164 civil servants included in the study. An interview with the Head of the Children's Clinic Section was also conducted to obtain preliminary information about workplace conditions.
Because the entire population was included, the study used saturated sampling.
Employee engagement was examined through three main aspects: vigor, dedication, and absorption. In simple terms, these represent employees' energy and resilience, enthusiasm and commitment, and ability to concentrate deeply on their work.
Work-Life Balance was assessed through time balance, involvement balance, and satisfaction balance. Meanwhile, Motivation was measured through factors associated with physiological, safety, social, esteem, and self-actualization needs.
The questionnaire used a five-point Likert scale, ranging from strongly disagree to strongly agree. The researchers then analyzed the responses using multiple linear regression with SPSS.
The measurement instruments also passed validity and reliability testing. All questionnaire items were declared valid, while Cronbach's Alpha values reached 0.790 for Work-Life Balance, 0.842 for Motivation, and 0.710 for Employee Engagement, indicating acceptable measurement consistency.
Motivation Shows the Stronger Contribution
The statistical results provide a clear picture of the relationship between the variables.
Work-Life Balance had a positive regression coefficient of 0.242, with a significance value of 0.003. This means that better work-life balance was statistically associated with stronger employee engagement.
Motivation produced an even larger regression coefficient of 0.476, with a significance value below 0.001. Its standardized coefficient, or Beta value, was 0.505, compared with 0.213 for Work-Life Balance.
These results indicate that Motivation made the stronger relative contribution to employee engagement within the research model.
The combined effect was also statistically significant. The F-test produced a value of 57.629, with a significance value below 0.001. The correlation coefficient was 0.646, indicating a strong relationship between the two independent variables and employee engagement.
However, the researchers emphasize that Work-Life Balance and Motivation explain 41.7% of employee engagement. The remaining 58.3% may be associated with other factors that were not examined in this study, such as leadership, organizational support, job design, recognition, compensation, workplace relationships, organizational culture, and career development.
A More Supportive Workplace Could Strengthen Engagement
The findings have practical implications for public healthcare management.
According to Nola Forensia and Irfan Mahdi of Universitas Muhammadiyah Pontianak, maintaining employee engagement requires more than simply ensuring that employees complete their assigned tasks. Organizations also need to create conditions that help employees maintain energy, commitment, and concentration.
For Work-Life Balance, the researchers recommend proportional workload management and appropriate working-time arrangements. The clinic already provides leave entitlements according to applicable regulations and does not operate an overtime system, allowing employees to complete their duties within established working hours.
For Motivation, management can strengthen employee engagement through recognition of achievements, supportive leadership, a safe working environment, positive workplace relationships, and opportunities for professional development.
These measures are particularly relevant in specialized healthcare services, where employees may need sustained concentration, emotional readiness, and dedication when assisting patients and service users with complex needs.
The researchers also note that work-life balance and motivation should not be treated as separate management issues. A balanced work environment can help employees preserve the energy needed to work effectively, while motivation can strengthen their willingness to use that energy for organizational responsibilities.
Implications for Public Service Management
The study adds evidence to the growing discussion about employee engagement in the public sector by examining both Work-Life Balance and Motivation within a specialized healthcare institution.
Previous research has separately linked work-life balance and motivation with employee engagement in other organizational settings. The study by Forensia and Mahdi extends this discussion to civil servants working in a public healthcare service unit in West Kalimantan.
The findings suggest that improving public services may also require greater attention to the conditions experienced by the employees delivering those services.
Future research could examine additional factors such as job satisfaction, leadership style, organizational support, compensation, career development, workplace environment, and organizational culture. Researchers could also expand the study to other government agencies and healthcare facilities or use qualitative and mixed-method approaches to better understand employees' workplace experiences.
Author Profile
Nola Forensia — Faculty of Economics and Business, Universitas Muhammadiyah Pontianak. Corresponding author of the study. The manuscript does not specify an academic degree or detailed professional specialization.
Irfan Mahdi — Faculty of Economics and Business, Universitas Muhammadiyah Pontianak. The manuscript does not specify an academic degree or detailed professional specialization.
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