Relation Work–Family Conflict, Family-Work Conflict and Work-Life

Balance at the Government Bank, Indonesia

NURUL KOMARI

Management Department, Universitas Tanjungpura,

Jl. Prof. Dr. Hadari Nawawi, 78124, Pontianak,

INDONESIA

SULISTIOWATI SULISTIOWATI

Management Departement, Universitas Tanjungpura,

Jl. Prof. Dr. Hadari Nawawi, 78124, Pontianak,

INDONESIA

ADI MURSALIN

Faculty of Economics and Business, Universitas Panca Bhakti,

Jl. Komodor Yos Sudarso, 78244, Pontianak,

INDONESIA

Abstract: - The purpose of this study is to test the effects of the relationship between work–family conflict and

family–work conflict on work–life balance and of the relationship between work–family conflict and family–

work competition and work–life balance on demographics. Participants of this study were 112 employees of

government-owned banks in Indonesia. The data were primary data collected using questionnaires. The data

were analyzed using the Pearson product-moment correlation. The study results found that work–family

conflict and family–work conflict are negative and significant on work-life balance. Matches based on

deadlines, stress levels, and behavior negatively impact work-life balance. Work-life balance was strongly

associated with temporal conflict. The differences between work-family conflict and family–work conflict were

insignificant when considering gender, but there was a significant difference when considering age. The

conflict between work and family substantially impacted educational attainment and length of employment, but

the opposite battle (family work) was insignificant.

Key-Words: - Work–family conflict, Family–work conflict, Work–life balance

Received: January 6, 2023. Revised: April 27, 2023. Accepted: May 28, 2023. Published: June 19, 2023.

1 Introduction

Work-life balance (WLB) is one of the topics that

attract the attention of academics and practitioners,

[4], [15], [27], [31]. It is believed that the

heightened attention towards work-life balance is a

result of a variety of factors, including more females

joining the workforce, couples having dual incomes,

and families having different structures which lead

to modifications in the workplace and higher

expectations from employees. Currently, employees

are expected to be capable of managing their roles at

work and in their families, [4], [17]. Work and

family are closely associated with many people

when things change. Employees who can cope with

changes in their work and family life will have a

happy, healthy, and successful life, [37].

In human resource management, WLB is an

important factor because it can increase

productivity, [2], improve job satisfaction, manage

stress at work and home, and improve the well-

being of employees and the organization, [27],

[37]. [22], found that employees with a good WLB

will perform better and have better career

opportunities. This indicates that WLB and

happiness in the workplace have a positive effect on

performance, [19], [37]. The findings suggest that

working from home and working hours that meet

the needs of employees have a positive impact on

WLB, [20], [28], [32], [34]. However, many factors

negatively impact WLB, such as overload, [38], job

demands, [10], and family work conflicts

(FWC), [14], [9], [15]. Recent research on the work–

family conflict (WFC) shows a bi-directional nature

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of this type of conflict. Work roles can interfere

with the domain of family life, while family life

roles can interfere with the work domain, [3]. This

study aims to explore further the importance of

distinguishing the types of conflicts experienced by

individuals in the evaluation of the field of work and

family life. This study attempted to test the

relationship between WFC and FWC on WLB. Most

studies on WFC and FWC have been conducted in

Western countries, but studies on Indonesian remain

limited. The cultural differences between Indonesia

and the West make this research necessary. One of

the cultural differences is the responsibility of

dealing with the family. In Indonesia, a woman is

more obligated to care for the family, even if she is

an employee. At the same time, in the Western

world, it becomes a shared responsibility between

women and men. Therefore, this research will

contribute to understanding the differences in the

dimensions of the WFC and FWC in different

industries and countries.

2 Problem Formulation

2.1 Work-family Conflict

WFC is a conflict that occurs due to work

obligations that are not in the meaning of family

life. WFC occurs because individual hours of work

shorten time with family. Role theory stipulates that

people have many roles in their work and family.

Numerous demands in the two areas often result in

conflict, [23]. According to [10], WFC results from

overload, long, irregular work hours, work

pressures, and discomfort. [37], found the presence

of WFC where participation between work and

family roles does not match, so participation in

work toward the family becomes more difficult with

the family's participation at work. This creates

pressure due to work-family conflict. [40],

stated that WFC occurs when work responsibilities

impede family responsibilities.

[38], showed that the high supervision of

employees under WFC mediation was positively

related to family breakups. [39], found that the

availability of childcare, parental leave, as needed,

work schedules, and support from superiors led to

lower WFC, [20]. Under these circumstances,

employees feel satisfied with their work, less

stressed, and have no intention of

quitting. [3], stated that WFC is associated with

work comfort, happiness, life, marriage, fatigue, and

physical and psychological tension, job

satisfaction. [21], study of correctional institution

employees in Taiwan revealed that WFC could be

reduced through leadership styles that support

employees and mentoring and training programs.

2.2 Family-work Conflict

FWC is a conflict caused by the conflicting roles in

work and family, [16], making it challenging to

complete one role's requirements due to

participation in another, [26]. [40], indicated that

FWC occurs when family activities impede work

performance. In their study, [8], found that FWC

was caused by employees having to prepare lunch

for the kids or bring the families to the school.

Therefore, the employees could not be on time to

travel to work. To overcome this, the organization

must ensure that work and family complete each

other. The organization must strive for employees to

be favorable toward it by providing benefits to

employees and families, [40]. [1], a study of 150

employees in various industries in India found that

the FWC led to conflicts between family roles and

jobs. This situation affected the comfort of life and

conflicts within the family. In this context, FWC can

negatively contribute to the family, employment,

and employee turnover intentions.

The organization can manage its workforce by

providing more support in the work environment.

Having access to support systems in the workplace

can assist employees with managing their multiple

roles and responsibilities at work, as well as those

related to their families, [12], [13], [24], [25].

Employer aid is enabled by family-friendly

regulations, encouraging supervision techniques,

and advantages or results tailored toward families.

Numerous research studies have indicated that

having a positive work atmosphere has an essential

effect on the job site, [11]. Family-oriented benefits,

such as family-based wages, opportunities to work

from home for employees, maternity leave for

women, childcare programs, and training to cope

with poor work schedules, are proving beneficial in

managing FWC more balanced.

2.3 Work-life Balance

The WLB is defined as an evaluation of how the

effectiveness and satisfaction of each position are

consistent with their respective roles, [15].

According to, [36], WLB programs include family-

friendly benefits programs that employees need,

such as flextime, job sharing, and

telecommunicating. In essence, organizations

provide work–life balance initiatives to help

employees manage the demands of work and

personal life, [31]. WLB is considered a form of

fulfilling professional and family roles with the

people involved in fulfilling the demands of its role,

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[18]. The previous research found that over 25% of

workers believed that work–life balance was more

important than competitive pay or job security. The

author also found that over 25% of employee

absences were caused by problems that occur in

their household, [29].

2.4 The Relationship between Work–Family

Conflict and Work–Life Balance

WLB is a measure of employee satisfaction with

work and family life, [15]. Some studies have found

that the perception of WFC is a predictor of WLB,

[5], [9], [15]. Organizational support, such as

flexible working hours and family leave, enables

employees to play a balanced role between work

and family, [31]. The same result was also found by

[34], [28], that an organization that understands the

needs of employees, both inside and outside the

organization, will have a positive impact.

According to, [14], globalization drives

businesses to favor highly skilled employees and

new technologies. This makes skilled workers more

productive and eliminates certain low-skilled jobs,

which makes salaries even more unequal.

Consequently, in these situations, if the wage level

is relatively lower, employees usually work long

hours. [6], [28], found that overloading workloads

undermine WLB, employees are often frustrated

because WLB does not seem to exist when they are

overwhelmed with jobs.

H1: Employee perception of WFC is related to

WLB.

2.5 The Relationship between FamilyWork

Conflict and WorkLife Balance

Previous research, [18], found that WLB would

essentially eliminate FWC because work and family

life can be done in time. According to, [22], [31],

organizations facilitating WLB will reduce FWC.

Organizational support through flexible work

arrangements and family leave policies can help

employees succeed in balancing their work and

daily lives. Findings from several empirical studies

demonstrate that organizational support has a

positive effect on WLB. This backing encompasses

the necessities of employees, both inside and outside

the business, enabling personnel to attain success in

their careers and family lives [34], [28]. However,

[33], found that FWC had an insignificant negative

impact on WLB.

A study of 316 professionals, [14], revealed that

FWC based on time and stress was associated with

fatigue. The negative impact of fatigue FWC

requires managers to be careful when designing

work remotely. As a result, the creation of a WBL is

a means of minimizing the conflict between

professional and personal roles. [26], a study of

3145 alumni from universities from various

organizations and occupations found that FWC

could be conceptualized as a multidimensional

construct based on two properties: time-based

disorders and the domain of life involved, such as

community engagement. Evidence indicates that

work can disrupt not only family life, but also has a

negative effect on employee morale, retention

levels, and overall well-being. The following

concepts and models in Figure 1 were developed

after context analysis and literature research

H2: Employee perception of the FWC is related to

WLB.

H3: WFC and FWC are related to demographic

Factors.

Fig. 1: Conceptual framework

3 Methods

The sample included 112 employees from banking

companies. We used a purposive sampling

approach, with the following criteria: 1) employees

working fully outside the home in professional or

managerial jobs, who have a career orientation in

the banking sector; and 2) employees have families

living in one house. This study used primary data

collected by providing a list of statements to the

respondents with multiple choice, and each item

presented five answer options on a 5-point Likert

scale: strongly agree, score 5; agree, score 4; simply

agree, score 3; disagree, score 2; and strongly

disagree, score 1. The data were analyzed using

Pearson’s product-moment correlation.

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Table 1. The definition of variables and items

Variable

Variable definition

Items

WFC

WFC is a type of role conflict in

which common demands, time

constraints, and work stress

interfere with family

responsibilities, [35].

1. My job requirements clash with my domestic and

familial obligations.

2. The hours I spend at work make it tough to meet my

obligations to my family.

3. The tasks I plan to accomplish in my free time don't

get done due to the obligations of my job.

4. The stress of my work makes it hard to meet my

family obligations.

5. Because of my job responsibilities, I have to adjust

my plans for family activities.

FWC

FWC is a form of role conflict in

which common demands, time

commitments, and family burdens

prevent work-related task

performance, [35].

1. My family or partner's requests get in the way of

work.

2. I need to delay handling tasks at my job due to the

obligations that take up my time in the house.

3. My family or partner's needs impede the completion

of tasks I wish to accomplish at work.

4. My domestic duties impede me from fulfilling my

obligations at the workplace, like arriving punctually,

meeting daily objectives, and putting in extra hours.

5. Stress due to familial matters gets in the way of my work

responsibilities.

WLB

Role balance as an internal working

model includes both cognitive and

affective orientations toward one’s

activities and the selves that

undergird them, [30].

1. Currently, I appear to be relishing all aspects of my

life equally.

2. I'm adept at maintaining an equilibrium between the

multiple facets of my life; I typically never let matters

go unattended.

3. Certain activities I engage in are of great significance,

yet some others are a complete waste of my energy.

(reverse-scored).

4. All of my actions are meaningful to me; none are

more significant or treasured than any other.

5. There are certain aspects of my life that I am very

passionate about, while some other parts I could not

care less for.

6. I take pleasure in all of my activities, including

working, attending classes, studying, spending time

with a partner, hanging out with friends and family,

and taking some leisure time.

7. I put a lot of effort and energy into all my activities.

4 Results

The average responses of respondents to WFC,

FWC, and WLB were 3.08, 1.98, and 4.10,

respectively. This suggests that the role of work

against family conflicts was in moderate condition,

the role of the family in the work conflict was in

low condition, and the respondent’s response to

WLB was high. Most of the respondents were

between 21–30 years old (46%), and female

(52.68%) (Table 1). Most (81.26%) were

undergraduate educated employees. They chose the

organizations with the consideration that they could

easily understand the work system oriented to

satisfy customers. More than 41% of respondents

had a work experience of 2–5 years.

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Table 2. Results of the validity test

Variable/ Indicators

r value

r table

Criteria

WFC (X1)

wfc 1

0.924

0.180

Valid

wfc 2

0.948

0.180

Valid

wfc 3

0.942

0.180

Valid

wfc 4

0.940

0.180

Valid

wfc 5

0.845

0.180

Valid

FWC (X2)

fwc 1

0.787

0.180

Valid

fwc 2

0.837

0.180

Valid

fwc 3

0.848

0.180

Valid

fwc 4

0.867

0.180

Valid

fwc 5

0.769

0.180

Valid

WLB (Y)

wlb 1

0.805

0.180

Valid

wlb 2

0.853

0.180

Valid

wlb 3

0.841

0.180

Valid

wlb 4

0.786

0.180

Valid

wlb 5

0.910

0.180

Valid

wlb 6

0.861

0.180

Valid

Table 3. Results of reliability tests

Variable

Alpha

Cronbach Alpha

Criteria

WFC

0.6

0.954

Reliable

FWC

0.6

0.878

Reliable

WLB

0.6

0.915

Reliable

Based on Table 2, all questions for the WFC, FWC,

and WLB variables had a valid status of a value of

0.180, with a significance level of 0.05. Table 3

presents the result of reliability testing.

It can be seen that all variables were reliable. Table

4 shows that age was associated with WFC and

FWC. In FWC, the highest score was an average of

17.17 at the age of 41–50 years, while the age group

of 21–30 years had an average score of 10.59. The

relationship between WFC and FWC on gender was

insignificant. WFC and FWC were higher in female

employees, with average scores of 15.61 and 10.10,

respectively. WFC was significantly related to the

level of education, and the highest score was found

at the undergraduate level (S1), with an average

score of 15.9, while FWC was not significantly

related. WFC and tenure were significant, and the

highest scores were in 6–10 years, with an average

score of 17.06; however, FWC was not significantly

related.

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Table 4. Descriptive statistics of variables and demography factors

Variable

Mean

Sig

WFC- Age

21-30 yo

14.39

0.010

31-40 yo

14.14

41-50 yo

17.17

FWC -Age

21-30 yo

10.59

0.009

31-40 yo

9.1

41-50 yo

9.58

WFC- Gender

Male

15.15

0.603

Female

15.61

FWC- Gender

Male

9.79

0,603

Female

10.1

WFC- Tertiary Education

< High School

10.5

0.022

a 3-year Diploma

13.82

Undergraduate

15.9

FWC- Tertiary Education

< High School

0.224

a 3-year Diploma

10.71

Undergraduate

9.75

WFC- Working Period

< 2 years

12.63

0.007

2-5 years

15.66

6-10 years

17.06

11-15 years

14.75

16-20 years

FWC- Working Period

< 2 years

9.95

0.162

2-5 years

10.39

6-10 years

9.8

11-15 years

8.94

16-20 years

Table 5. Pearson’s correlation between WFC and WLB

*. Correlation is significant at the 0.05 level (2-tailed).

Total_WFC

Total_WLB

Total_WFC

Pearson’s orrelation

-0.234*

Sig. (2-tailed)

0.013

112

Total_WLB

Pearson’s correlation

-0.234*

Sig. (2-tailed)

0.013

112

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Table 6. Pearson’s correlation between FWC and WLB

Total_FWC

Total_WLB

Total_FWC

Pearson’s correlation

-0.376**

Sig. (2-tailed)

0.000

112

Total_WLB

Pearson’s correlation

-0.376**

Sig. (2-tailed)

0.000

112

**. Correlation is significant at the 0.01 level (2-tailed).

Table 7. Pearson’s correlations between different work–family, family–work conflicts, and work-life balance

WLB

Time_

WFC

Strain_

WFC

Behavior_

WFC

Time_

FWC

Strain_

FWC

Behavior_

FWC

WLB

Pearson’s

correlation

Sig. (2-

tailed)

-0.213

-0.263

-0.158

-0.300

-0.344

-0.386

0.024

0.005

0.097

0.001

112

Table 8. Pearson’s correlation between different dimensions of conflict and work-life balance

WLB

Total time

conflict

Total strain

conflict

Total behavior

conflict

WLB

Pearson’s

correlation

Sig. (2-tailed)

-0.262

-0.338

-0.280

0.005

0.000

0.003

112

Table 5 and Table 6 show that the relationship

between total WFC and FWC to WLB was weak

and negatively related, with correlation coefficients

of -0.234 and -0.376, respectively. The higher the

WFC and FWC, the lower the WLB.

Table 7 shows the relationships between the

WFC, FWC, and WLB indicators. The correlation

between WFC strains and FWC strains against

WLB was negative and significant, with values of -

0.263 and -0.344. The correlation between WFC

time and FWC time to WLB was negative and

significant with values of -0.213 and -0.300,

respectively. The correlation between WFC

behavior and FWC behavior to WLB was negative

and significant, with values of -0.158 and -0.386,

respectively. Table 8 shows the relationship

between WLB and time-based conflict, strain

conflict, and behavior conflict. The findings

revealed that the three dimensions of the conflict

were significant. Based on these results, it may be

concluded that the higher the conflict, the lower the

level of WLB.

5 Discussion

The main purpose of this study was to test the

relationship between WFC and FWC to WLB. The

study's results showed that WFC negatively and

significantly affected WLB. Behavior-based

conflicts in WFC were weakly associated with

WLB, but show the highest value relative to

conflicts based on time and tension. Overall,

conflicts were linked to WLB. Time-based conflicts

experienced by employees were caused by the role

of employees who were more at work, which took

longer, including time spent over time, overloading

workloads, job pressures, personal conflicts between

employees in the workplace, and supervisors or

organizations that did not accommodate employees’

needs to make time to meet family and personal

needs.

The results of this study are the same as those of

previous studies that showed higher workload rates

and shorter deadlines for completing work,

vacations, and less leave are negatively related to

WLB. Previous research, [21], [7], found that the

total hours of work required for employees’

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overtime and inflexible employee work schedules

create conflicts between work and family roles. To

manage WFC, according to previous studies,

organizational support, such as working from home

and time for employees, plays a balanced role in

family and work. If successfully implemented, it

will prevent work-related and family-related

conflicts and create WLB. Based on the role theory

put forward by, [22], employees who are

unbalanced between work and family are likely to

have conflict at work and within the family.

The results of the current study showed that

FWC was negatively related and of significance to

WLB. Family supports include providing sufficient

time for employees to carry out the work, not

hindering employees from doing office work, and

carrying out family responsibilities that do not make

it difficult for employees to carry out the work. On

the contrary, FWC occurs when the family hinders

the employee's responsibility on the job or when

family tensions and demands in carrying out

responsibilities to the family are high, causing the

employee to experience obstacles to doing the work.

Conversely, a level of support from the employee’s

family will result in the family benefitting from the

employee’s work. This finding aligns with, [16],

who stated that FWC is a conflict caused by roles in

work and family conflict. Thus, employees find it

challenging to complete the requirements of one

role because they have to play a role in another.

FWC occurs when family activities impede work at

work, and families pursue employees to look after

the family.

Organizations that facilitate WLB will

experience a reduction in FWC. Time-based FWC

and tension are associated with fatigue. Therefore,

the creation of WBL is a strategy for minimizing

conflicts between work and family roles. The

findings of this study are different from [33], who

found that FWC in women workers in the

technology industry was negative and insignificant

for WLB.

6 Conclusion

This study shows that the role of employees in the

work is important to be considered by the

organization so that employees can also play a good

role in family life. The implementation of the WLB

concept in the workplace is not the sole

responsibility of the organization or the employee. It

is the result of contributions from all aspects of life,

sourced from within and outside the organization,

including family life patterns and positive

community mindsets in the employee’s living

environment. Therefore, strong awareness is

required to enhance loyalty with organizational and

personal integrity.

This study offers an overview of WFC, FWC,

and WLB in the organization. This study presents

limitations in terms of retrieval of data performed

using a cross-sectional method, which suggests that

the observation of phenomena at a given time was

limited. Consequently, this method cannot explain

changes in population conditions or relationships

over different periods. The study could be expanded

to include women as research samples.

Organizational support variables, working

conditions, working relationships, job

characteristics, and role ambiguity can be used as

moderation or mediation. Family-related variables,

such as family support and family conflict roles, can

also be explored to understand WFC and FWC

relationships with WLB.

Acknowledgment:

The authors thank the Faculty of Economics and

Business, Universitas Tanjungpura, for funding this

research.

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Contribution of Individual Authors to the

Creation of a Scientific Article (Ghostwriting

Policy)

Conceptualization: Nurul Komari, Sulistiowati,

Adi Mursalin

Data curation: Nurul Komari

Formal analysis: Nurul Komari, Sulistiowati, Adi

Mursalin

Funding Acquisition: Nurul Komari.

Sources of Funding for Research Presented in a

Scientific Article or Scientific Article Itself

The authors thank the Faculty of Economics and

Business, Universitas Tanjungpura, for funding this

research.

Conflict of Interest

The authors have no conflict of interest to declare.

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(Attribution 4.0 International, CC BY 4.0)

This article is published under the terms of the

Creative Commons Attribution License 4.0

https://creativecommons.org/licenses/by/4.0/deed.en

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WSEAS TRANSACTIONS on ENVIRONMENT and DEVELOPMENT

DOI: 10.37394/232015.2023.19.58

Nurul Komari, Sulistiowati Sulistiowati,

Adi Mursalin

E-ISSN: 2224-3496

606

Volume 19, 2023