Revista de Cercetare si Interventie Sociala

ISSN: 1583-3410 (print), ISSN: 1584-5397 (electronic)

THE EFFECT OF WORK-LIFE BALANCE AND WORK MOTIVATION

TOWARDS INTENTION TO WORK FROM HOME IN THE FUTURE
WITH JOB SATISFACTION AS A MEDIATOR

Jephthah Alvin PRANATA, Shania HENDRAWAN,

Muhammad Raihan PUTRA RIYANTO, Willy GUNADI

Revista de cercetare și intervenție socială, 2022, vol. 78, pp. 7-25

https://doi.org/10.33788/rcis.78.1

Published by:
Expert Projects Publishing House

expert projects
publishing

On behalf of:
„Alexandru Ioan Cuza” University,
Department of Sociology and Social Work
and
HoltIS Association

3
 REVISTA DE CERCETARE SI INTERVENTIE SOCIALA - VOLUMUL 78/2022

The Effect of Work-Life Balance and Work

Motivation towards Intention to Work from
Home in the Future with Job Satisfaction
as a Mediator
Jephthah Alvin PRANATA1, Shania HENDRAWAN2,
Muhammad Raihan PUTRA RIYANTO3, Willy GUNADI4

Abstract

This study aims to find Indonesian workers’ decision whether to continue

Working from Home (WFH) in the future by measuring how well their
job satisfaction is fulfilled by the fulfillment of work-life balance and
work motivation. The data from this study was collected from 208 office
workers respondents who underwent WFH for the first time during the COVID-19
pandemic by distributing an online questionnaire in Indonesia. The study
results indicate that office workers feel that work-life balance and work
motivation directly affect their job satisfaction. In conclusion, Indonesian
workers choose to continue their WFH in the future due to the increase in
their job satisfaction during WFH.

Keywords: work-life balance, work motivation, job satisfaction, work from

home (WFH), work from office (WFO), continuance intention.

1
Business Management Program, Management Department, BINUS Business School
Master Program, Bina Nusantara University, Jakarta, INDONESIA. E-mail: jephthah.
[email protected]
2
Business Management Program, Management Department, BINUS Business School
Master Program, Bina Nusantara University, Jakarta, INDONESIA. E-mail : shania.
[email protected]
3
Business Management Program, Management Department, BINUS Business
School Master Program, Bina Nusantara University, Jakarta, INDONESIA. E-mail :
[email protected]
4
Business Management Program, Management Department, BINUS Business School
Master Program, Bina Nusantara University, Jakarta, INDONESIA. E-mail : wgunadi@
binus.edu

7
 REVISTA DE CERCETARE SI INTERVENTIE SOCIALA - VOLUMUL 78/2022

Introduction
Implementation of the Working from Home (WFH) system is very unfamiliar
for office workers in Indonesia. The change in the WFH system in Indonesia
occurred very suddenly due to the policy prohibiting working from the office to
overcome the spread of COVID-19, causing the unpreparedness of workers and
companies to operate optimally with this WFH system. However, several survey
results show that office workers are less interested in returning to Working from
Office (WFO) and prefer a hybrid or full WFH system (Arbar, 2021; Fatimah,
2021).
The fulfillment of job demands during WFH produces a feeling of pleasure
for employees with their work, which increases the desire to engage in WFH
sustainably (Marinković et al., 2020). The WFH system that applies in Indonesia
allows workers to save time and costs they usually spend traveling to the office,
and office workers can manage their working conditions, especially their working
schedule and environment which creates satisfaction. These advantages make the
WFH system attractive to office workers in Indonesia (Petriella, 2021).
The flexibility offered by WFH also increases the productivity and office workers’
performance due to the suitability of working conditions to their preferences which
increases job satisfaction and work motivation of these office workers (Aziz-Ur-
Rehman & Siddiqui, 2019; Rozlan & Subramaniam, 2020; Salma Sultana et al.,
2021). WFH also improves the balance of work and personal lives of workers
without reducing the supervision and coordination that occurs between superiors
and subordinates, which also contributes to maintaining the motivation of workers
(Ramadhan et al., 2021).
Previous research has examined the positive effects of working from home
on job satisfaction (Irawanto et al., 2021) and work-life balance (Putri & Amran,
2021). Job satisfaction is often associated with job performance (Loan, 2020). In
addition, past research has explored the association between work-life balance
and job satisfaction, organizational commitment, job engagement, and turnover
intention (Arif & Farooqi, 2014; Jaharuddin & Zainol, 2019). Performance is also
simultaneously correlated with work-life balance and work motivation (WOLOR
et al., 2020). Apart from the previously mentioned, no study has raised these
factors as the basis for the desire of office workers in Indonesia to undergo WFH
sustainably.
Therefore, research incorporating the continuous intention variable of office
employees in Indonesia may provide practitioners and academics a better knowledge
of the elements influencing office workers’ willingness to continue working from
home. Using the WFH method, this research tries to determine how work-life
balance and work motivation influence job satisfaction, influencing employees’
desire to continue working.

8
 REVISTA DE CERCETARE SI INTERVENTIE SOCIALA - VOLUMUL 78/2022

Literature review
Work-Life Balance
Work-Life Balance (WLB) refers to the balance between work and non-work
activities (Sirgy & Lee, 2018), including family, friends, work, and responsibilities
that are useful for achieving prosperity (Khoury, 2021). In considering work-life
balance, this is not only influenced by how much time is spent both at work and
home (Jensen et al., 2017). However, time is scarce and needs to be properly
allocated to achieve a goal (Campo et al., 2021). In addition to time, involvement
in sharing roles with the same level of attention, involvement, and commitment
needs to be appropriately allocated to work-life balance (Sirgy & Lee, 2018). There
is no definite reference to everyone’s work-life balance because the achievements
and pleasures influence the work-life balance felt by each person, which changes
over time (Bird, 2019).
Employees’ work-life balance during the COVID-19 pandemic was drastically
altered by a new WFH strategy that urged employees to adjust to a new working
environment (Alfatihah et al., 2021). Work-life balance can improve the WFH
process as it allows the opportunity for workers to be able to manage work flexibly
anywhere and anytime, which allows workers to align time management with
personal and work tasks and has more opportunities to be able to manage life in
a family environment (Irawanto et al., 2021).

Work Motivation
Work motivation is an urge to achieve something and the capacity to act in
achieving the goals to be achieved with the support of individuals’ thoughts,
feelings, and desires in the motivation process (Diana et al., 2021). Work motivation
is based on a motivation that can direct humans to achieve the desired work pattern,
improve performance standards, and maintain a behavior from time to time that
is believed to be able to satisfy the needs of office workers (Tan & Rajah, 2019).
Work motivation was created to provide emotional attachment and loyalty to office
workers so that they can bind someone in an orderly manner and work optimally
(Sitopu et al., 2021). During the COVID-19 pandemic, job motivation may be
increased by rewarding employees for their accomplishments and meeting their
needs on a regular basis (Diana et al., 2021). Extrinsic motivation and intrinsic
motivation comprise the two elements of motivation (Putra et al., 2017).

Extrinsic Motivation
Extrinsic motivation is when someone does something because there are results
to be achieved (Demircioglu & Chen, 2019). This is driven by subjective reasons
with an approach to controlling and regulating that affects the morale of office

9
 REVISTA DE CERCETARE SI INTERVENTIE SOCIALA - VOLUMUL 78/2022

workers in achieving a contingent reward or avoiding punishment when carrying

out an activity or action (Siyal et al., 2021). With extrinsic motivation, someone
is encouraged to do an excellent job because they believe they will receive the
desired results such as job promotions, bonuses, or an increase in wages or salaries
(Putra et al., 2017). It is a challenge for managers to increase worker motivation
during the COVID-19 pandemic by establishing rules based on extrinsic incentive
elements and paying attention to worker safety and security (WOLOR et al., 2020).

Intrinsic Motivation
Intrinsic motivation is defined as someone doing something because it is
interesting (Demircioglu & Chen, 2019). Intrinsic motivation can support someone
because of the interest, challenge, and meaning that can be obtained (Putra et al.,
2017). Self-Determination Theory (SDT) explains that the intrinsic motivation
possessed by office workers in the work environment is caused by encouragement
from within themselves despite pressure (Ryan & Deci, 2000). In this era of the
COVID-19 pandemic, it is challenging for workers to adapt (Campo et al., 2021).
The desire of office workers to solve all these challenges will create a positive
response from within office workers in the form of increased motivation which
will affect their work (Nurdiansyah et al., 2020).

Job Satisfaction
Job satisfaction results from people’s emotions about how well their performance
results meet their desired expectations (Khoury, 2021). In the process, this is done
by managing a person’s talents, interests, and personal qualities and how well the
person can manage these things to achieve a goal (Diana et al., 2021). Based on
the evaluation results they get, the management ability of each individual can have
an impact on their work. Individuals with high job satisfaction will have positive
attitudes towards their work, whereas those with low job satisfaction will have
negative feelings (Robbins & Judge, 2019).
Through understanding the Basic Need Satisfaction (BNS), the need for
autonomy of office workers which is related to free will in managing their activities,
along with the need for attachment, which is related to the interaction of individuals
and their environment, and the need to feel competent which is related to increasing
self-confidence will increase job satisfaction of office workers (Tiwari & Garg,
2019). With the employees’ self-confidence and opportunities to innovate and
self-actualize, job satisfaction can increase (Jensen et al., 2017). Thus, office
workers who have more creativity and control over tasks tend to have higher job
satisfaction (Cahill et al., 2015). Maximizing job satisfaction can be done during
the COVID-19 pandemic by enabling employees to improve their skills and carry
out their tasks under any circumstances (Irawanto et al., 2021).

10
 REVISTA DE CERCETARE SI INTERVENTIE SOCIALA - VOLUMUL 78/2022

Continuance Intention to WFH

Intention is based on feelings that arise from someone’s willingness to do
something or fight for a plan to be achieved through an action (Sheeran &
Abraham, 2003). The emergence of a continuous intention is due to the benefits
and satisfaction of the results of actions felt by a person (Rahman et al., 2017).
During the COVID-19 pandemic, office workers are required to carry out WFH
work, which requires workers to adapt (Alfatihah et al., 2021). During WFH,
continuance intention can occur when there is satisfaction with the fulfillment of
someone’s expectations, which encourages them to continue to do so (Zhu et al.,
2022). With the fulfillment of workers’ expectations in the COVID-19 pandemic
era during WFH, it is decisive for workers to continue to carry out WFH in the
future (Caligiuri & de Cieri, 2021).

Hypothesis Development
In fulfilling the work-life balance during the working from home (WFH) process
in the pandemic era, every office worker is supported by the right to flexibility and
autonomy to regulate and balance work and non-work life (Irawanto et al., 2021).
This triggers the strength and confidence they have in meeting the needs between
family and work roles and is supported by the right to flexibility and autonomy,
which can lead to positive feelings about their job satisfaction level (Qiu & Dauth,
2022). This is confirmed by prior research indicating that work-life balance has a
positive and substantial impact on job satisfaction (Irawanto et al., 2021; Khoury,
2021; Qiu & Dauth, 2022). With the right to flexibility and autonomy supporting
WFH during the COVID-19 pandemic, office workers can coordinate all aspects
of their lives without forcing one aspect on other aspects (Campo et al., 2021).
Based on the statement above, proposed hypotheses in the form of
H1: Work-life balance has a positive effect on job satisfaction.

To improve job satisfaction, office employees’ work motivation must be

increased. When the motivational factor is met, it will affect job satisfaction. The
factors can be in the form of external or internal rewards, namely external rewards
involving money, promotions, and profits; meanwhile, inherent rewards are awards
that come from a sense of achievement, team success, appreciation for good
performance results, and a sense of recognition (Panagiotopoulos et al., 2018).
According to prior studies, work motivation significantly and positively impact job
satisfaction (Alfatihah et al., 2021; Nurdiansyah et al., 2020; Panagiotopoulos et
al., 2018). Motivation may boost job satisfaction in WFH during the COVID-19
pandemic if office employees are enthusiastic about their work and get recognition
for their initiative and creativity (Salma Sultana et al., 2021). Based on the
statement above, proposed hypotheses in the form of
H2: Work motivation has a positive influence on job satisfaction.
11
 REVISTA DE CERCETARE SI INTERVENTIE SOCIALA - VOLUMUL 78/2022

Job satisfaction of workers is described as an emotional state that occurs from

the experience and results of job appraisals that are beneficial to achieving the
values in their work (Alfatihah et al., 2021). Job satisfaction can be fulfilled through
appropriate awards, supportive co-workers, and suitable working conditions that
will impact the workers’ decisions (Diana et al., 2021). Since the COVID-19
pandemic, a policy for Work from Home (WFH) has emerged that changed the
work system that affects changes in the performance of workers (Alfatihah et al.,
2021). The WFH system can provide flexibility for office workers to harmonize
their time management, personal tasks, and work (Irawanto et al., 2021). When
the fulfilling factors expected by office workers during the COVID-19 pandemic
era are met, then workers have positive feelings towards work (Robbins & Judge,
2019) and high job satisfaction, which also encourages workers’ decisions to be
willing to continue WFH on an ongoing basis (Caligiuri & de Cieri, 2021). Based
on the statement above, proposed hypotheses in the form of
H3: Job satisfaction has a positive influence on continuance intention to WFH.

Source: Author’s own

Figure 1. Research Model

Methodology
Population and Sample
This study population was all office workers who underwent WFH in Indonesia.
In obtaining data that follows the research needs, the authors use a judgmental
sampling technique where the sample must meet certain criteria to play a role. This
study’s sample criteria included office workers who underwent WFH for the first
time during the COVID-19 pandemic. The method used to determine the sample
size in this study is the Lemeshow equation using a value of 0.5 to represent the
assumption of the proportion of the research population with a 95% confidence
level. Based on the calculations, the minimum sample size for this study was 100
people. However, 208 samples were collected for this study to anticipate errors
in data collection.

12
 REVISTA DE CERCETARE SI INTERVENTIE SOCIALA - VOLUMUL 78/2022

Measurement
This research comprises four variables that will be examined using questionnaire
questions adapted from prior studies and modified to the study’s context and
objectives. The four variables covered are job satisfaction, work-life balance,
work motivation, and continuance intention to WFH. Job satisfaction used the Job
Satisfaction Scale (JSS), consisting of a six-item questionnaire (Dartey-Baah et al.,
2020; Taylor & Bowers, 1974). Work-life balance was measured using a six-item
questionnaire adapted from The Industrial Work-Life Checklist (Dex & Bond,
2005). Work motivation consists of two dimensions, i.e., intrinsic work motivation
was measured using a four-item questionnaire adapted from (Ryan & Deci, 2000;
Tremblay et al., 2009), and the extrinsic work-motivation dimension using a three-
item questionnaire adapted from (Hanaysha & Majid, 2018). Continuance intention
to WFH used a four-item questionnaire adapted from Rahi & Ghani (2019) and
Verneau et al. (2019). All question items from each variable are measured using a
5-point Likert scale, where point one states that the respondent strongly disagrees
and point five states that the respondent strongly agrees with the item.

Data Collection
The data is collected through online questionnaires conducted from April to
May 2022 in major cities in Indonesia. This questionnaire is made up of three
sections. The first section provides screening questions, the second section poses
profile-related questions, and the third section comprises questions linked to study
variables that respondents will answer.

Data Analysis
This study’s collected data will be examined using the Partial Least Squares
(PLS) approach in conjunction with the Structural Equation Modeling (SEM)
analytical method and Smart PLS software version 3. First, PLS-SEM is used in
this study for several reasons: first, the score of latent variables both in the form
of reflective and formative indicators can be calculated directly in PLS-SEM
(Mehmetoglu, 2012). Second, this technique can perform statistical analysis with
a small sample size and complex research model (Hair et al., 2014). Thirdly, PLS-
SEM is among the suitable data analysis methods for the development of new
theories (Oyewobi et al., 2019). Therefore, PLS-SEM data analysis is applied to
test the hypothesis.

Respondents’ Characteristics
Based on the questionnaire results, as many as 208 respondents were involved
in the questionnaire via Google form in May 2022. The selected respondents had
been screened and were confirmed to meet the criteria we needed. The majority
13
 REVISTA DE CERCETARE SI INTERVENTIE SOCIALA - VOLUMUL 78/2022

of the respondents were male (51%), aged less than 24 years (92.8%). The last
education is generally a bachelor’s degree (57.2%), is unmarried with no children
(97.6%). The dominance of respondents working in the retail industry (22.6%),
sales/marketing (32.7%), with a duration of work in the company less than 1 year
(66.3%), with a position as a staff (office worker) (70.2%).

Table 1. Demographics
Total
Demography Category Percentage
Frequency
(%)
Man 106 51%
Gender
Woman 102 49%
Less than 25 193 92.8%
25-34 11 5.3%
Age
35-44 1 0.5%
More than 44 3 1.4%
Senior / Voca onal 77 37%
High School
Last Associate Degree 6 2.9%
Educa on
Undergraduate 119 57.2%
Graduate 6 2.9%
Married 5 2.4%
Marital Status
Unmarried 203 97.6%

Having Have children 5 2.4%

children Not yet 203 97.6%
Retail 47 22.6%
Health 9 4.3%
Educa on 16 7.7%
Transporta on 6 2.9%
Recent
Company’s Technology 39 18.8%
Industry
Construc on 11 5.3%
Entertainment 9 4.3%
Manufacture 13 6.3%
Others 58 27.8%
14
 REVISTA DE CERCETARE SI INTERVENTIE SOCIALA - VOLUMUL 78/2022

Sales / Marke ng 68 32.7%

Informa on 26 12.5%
Technology

Field of Work Design 26 12.5%

Finance 18 8.7%
Human Resource 17 8.2%
Others 53 25.4%
Less than 1 year 138 66.3%

Working 1-3 years 63 30.3%

Dura on
in Recent 4-6 years 4 1.9%
Company 7-10 years 1 0.5%
More than 10 years 2 1%
Director 2 1%
Senior Manager 4 1.9%
Manager 11 5.3%

Posi on Staff (Office 146 70.2%

Worker)
Officer (Field 17 8.2%
Worker)
Others 28 13.4%
Source: Author’s own

Results
Reliability and Validity Analysis
Each instrument employed in this research was subjected to validity and
reliability tests. In order to fulfill the validity test, the factor loading value of an
indicator must be at least more than 0.5 (Bagozzi & Yi, 1988). Additionally, the
reliability test is determined by the composite reliability (CR) value should be
more than 0.60 (Mas-Machuca et al., 2016) and the average variance extracted
(AVE) value greater than 0.50 (Hair et al., 2014). From a total of 24 questionnaire
items distributed, one item did not pass the validity test on the work-life balance
variable, so that item was not continued to the next test. A total of 23 items were

15
 REVISTA DE CERCETARE SI INTERVENTIE SOCIALA - VOLUMUL 78/2022

then retested, and all items showed the results passed the validity test with a factor
loading value ranging from 0.639 - 0.872.

Table 2. Factor Loading, AVE, and Composite Reliability (CR)

Factor Composite
Variable Dimension Indicator Mean AVE
Loading Reliability
Work Extrinsic WME1 4.192 0.741 0.623 0.832
Mo va on (WME) WME2 4.173 0.852
(WM) WME3 4.312 0.771
Intrinsic WMI1 4.591 0.676 0.509 0.805
(WMI) WMI2 4.149 0.650
WMI3 4.341 0.757
WMI4 4.380 0.763
Work-Life - WLB1 4.394 0.653 0.533 0.872
Balance WLB2 4.351 0.713
(WLB) WLB3 4.197 0.754
WLB4 3.760 0.678
WLB5 4.178 0.832
WLB6 4.154 0.738
Job - JS1 4.284 0.809 0.544 0.877
Sa sfac on JS2 4.250 0.714
(JS) JS3 4.346 0.762
JS4 4.245 0.690
JS5 4.255 0.712
JS6 4.409 0.732
Con nuance - INT1 4.053 0.865 0.664 0.886
Inten on INT2 3.822 0.872
(INT) INT3 3.995 0.859
INT4 2.736 0.639
Source: Author’s own
In addition, a discriminant validity test was conducted following the Fornell-
Larcker criteria, which stipulates that discriminant validity is proven if the square
root of the AVE of each association is greater than the other components (Fornell
& Larcker, 1981). It can be seen in the table below that all AVE square root values
for each correlation are higher than the AVE square root values in other constructs,
so this study also fulfills the discriminant validity test.

16
 REVISTA DE CERCETARE SI INTERVENTIE SOCIALA - VOLUMUL 78/2022

Table 3. Discriminant Validity (Fornell-Larcker) Criterion

INT JS WLB WME WMI

INT 0.815
JS 0.435 0.737
WLB 0.401 0.587 0.730
WME 0.219 0.545 0.524 0.789
WMI 0.341 0.673 0.574 0.558 0.714
Source: Author’s own

Hypothesis Test and Results

From the hypothesis testing, the study model demonstrates an R2 value of 0.527
for job satisfaction and an R2 value of 0.189 for the continuance intention to WFH.
In testing the hypotheses that have been proposed previously, the results showed
that all the tests carried out showed significant results. Work-life balance of office
workers positively influences their job satisfaction (path coefficient = 0.435; t >
1.96; p < 0.05), which supports H1. In addition, the work motivation of office
workers also positively influence job satisfaction (path coefficient = 0.245; t > 1.96;
p < 0.05), supporting H2. The study results also describe a strong and positive
influence between the extrinsic (path coefficient = 0.613) and intrinsic (path
coefficient = 0.511) dimensions of work motivation on work motivation as a whole.
Job satisfaction from office workers themselves is proven to positively influence
continuance intention to WFH perceived by office workers (path coefficient =
0.547; t > 1.96; p < 0.05), which supports H3.

Table 4. Hypothesis Test and Results

Path Path Coefficient T-Value P-Value Result

WLB ⟶ JS 0.435 7.291 0.000 Supported
WM ⟶ JS 0.245 3.039 0.002 Supported
JS ⟶ INT 0.547 7.823 0.000 Supported
Source: Author’s own

17
 REVISTA DE CERCETARE SI INTERVENTIE SOCIALA - VOLUMUL 78/2022

Source: Author’s own

Figure 2. Hypothesis Test Results

Discussion
In general, this research findings center on the preferences of office employees
who choose to continue using the Work from Home (WFH) system, which is
relatively new in Indonesia compared to the Work from Office (WFO) system. In
reaction to these occurrences, this research identifies job satisfaction as influencing
office employees’ preference for the WFH system. This research also identifies work
motivation and work-life balance during WFH as the two primary determinants
of office employees’ job satisfaction throughout the WFH period. This study
deepens the discussion about work motivation by raising two dimensions that
form work motivation which include extrinsic and intrinsic motivation. Overall,
the results obtained in this study are directly influenced by the characteristics of
the respondents who participated in the study, namely office workers belonging
to generation Z (under 25 years).
The findings of this research indicate that the amount of job satisfaction
experienced by office employees directly affects their continuance intention with
WFH. This correlates with Caligiuri & Cieri (2021) and Tiwari (2019), which
state that meeting the needs felt by office workers is a significant contributor to
the desire of office workers to continue to undergo WFH. The results of this study
prove that fulfillment is felt by office workers during the WFH period. However,
Generation Z has different needs to fulfill than the previous generation. Like the
social need to communicate, Generation Z is more accustomed to communicating
digitally so that their social needs are still met during WFH. This is supported by
Scrotch (2019), who states that Generation Z performs 74% digital communication
and only 26% direct communication. Therefore, his need to communicate with
co-workers can still be fulfilled by using communication media in the world of
work, such as Slack or other social networking tools. These social skills may
assist Generation Z in gaining self-assurance, coping with stress, and minimizing
workplace anxiety, sadness, and dissatisfaction (Schroth, 2019).

18
 REVISTA DE CERCETARE SI INTERVENTIE SOCIALA - VOLUMUL 78/2022

For job satisfaction, the results demonstrate the respective impacts of work
motivation and work-life balance on the job satisfaction of office employees.
The results indicate that employees’ perceived work-life balance directly affects
job satisfaction. Most respondents are unmarried office workers, so they have
lighter responsibilities and roles than workers who are married and have children.
Therefore, they can focus more on their work because their role mainly revolves
around it. Office workers who do not have multiple roles tend to have goals to
focus on work performance and personal well-being, while workers who have
multiple roles tend to have more difficulty in dividing time in each role (Campo
et al., 2021). Each worker’s work-life balance level depends on their respective
values and priorities in life (Haar et al., 2014).
Furthermore, the WFH system implemented in Indonesia offers flexibility for
office workers to manage their time, balancing their work and personal lives,
which creates a sense of satisfaction with the work they are currently doing. With
the WFH system, companies can improve their performance through increased
employee satisfaction due to a better work-life balance, reduced distractions, and
increased time efficiency due to the absence of commuting (OECD, 2020). The
majority of respondents work in marketing and sales, which incidentally has high
flexibility in terms of place and schedule. This makes the respondents feel more
comfortable when WFH due to the flexibility of the schedule, which allows them
to arrange their schedule according to the priorities they need. Of course, this is
also supported by the generation and education level of the majority of respondents
who can respond to technology, so that the subject of WFH is not something new
for them, and they have sufficient ability to adapt quickly. Thus, this makes the
respondent’s work-life balance level high, which is supported by the adaptive level
of the respondents. Similar to prior research, this study confirms that work-life
balance significantly affects job satisfaction (Irawanto et al., 2021; Khoury, 2021;
Qiu & Dauth, 2022).
Similarly, this study’s results show that office employees’ work motivation
directly affects job satisfaction (Alfatihah et al., 2021; Salma Sultana et al., 2021).
Respondents in this study were office workers who had just started working during
the pandemic (duration of work < 3 years), so they had only experienced working
and interacting through technological means but were not necessarily able to adapt
to the work environment and their co-workers. With these obstacles in adapting, the
motivation to stay in the job can come from the type of work that office workers
themselves enjoy. Most of the respondents work in staff positions, so the space for
personal and career development is still vast, which contributes to the motivation
felt by office workers while working. Office workers who are still relatively new
to the job have a desire to achieve something in their work and the achievements
obtained by office workers as well. This is in line with Kirchmayer & Fratričová’s
(2018) research, which states that enjoying work, self-development, and achieving
career achievements encourage generation Z’s motivation to work.

19
 REVISTA DE CERCETARE SI INTERVENTIE SOCIALA - VOLUMUL 78/2022

Conclusion
The implementation of the WFH work system, which is relatively new in
Indonesia during the COVID-19 pandemic, has made office workers more
comfortable working with a system that allows them to have more control over
their work. This study examines the continuance intention of WFH office workers
by raising the job satisfaction they feel during the WFH period as the cause.
Satisfaction in the work environment, the awards they have received, and the
developments they have achieved during WFH are important contributors to their
job satisfaction (Irawanto et al., 2021; Robbins & Judge, 2019). The satisfaction
that office workers feel in their work during WFH arises from the balance they
feel in sharing their roles in both work and personal life and from the motivation
they feel while doing the work. The existence of a balance that office workers can
achieve in their personal and work lives makes them comfortable in managing
problems both concerning their personal and work lives which will lead to
satisfaction with their work (Qiu & Dauth, 2022). In addition, the motivation
they feel while working is also an important factor that shapes the satisfaction
they feel while working. The motivation that arises from the external side, such as
the salary and recognition they get as well as a comfortable and conducive work
environment while working, and from the internal side, such as the interest and
comfort they feel when carrying out their work, are also important factors that
shape the satisfaction they feel towards their work (Panagiotopoulos et al., 2018).
This research can provide managerial insights for institutions and organizations
regarding the work-life balance and work motivation influence on job satisfaction
for office workers who staff workers, unmarried, dominant, and has less than
five years of experience, and how this influences their preferences for future
work systems. Second, several things that can be considered and benchmarks
to determine the level of welfare and job satisfaction for office workers can be
through a focus on providing both extrinsic and intrinsic motivation. The company
can give extrinsic motivation by appreciating the workers’ work and providing
additional compensation and security guarantees such as health and safety benefits.
The company can provide intrinsic motivation by providing flexibility rights,
working following the skills of the workers, as well as providing opportunities to
develop self-potential.
Apart from motivation, the company can also create a healthy work environment
among workers by focusing on teamwork work systems and conducting regular
monitoring and evaluation. With the implementation of the teamwork system,
workers are trained to communicate, exchange ideas, and establish relationships
between workers. That way, when workers feel comfortable in their work and are
supported by sufficient attention given by the company, workers can be motivated
to do their best. When the work environment is well developed, each individual
will have a sense of ownership, which will lead to more responsibility felt by each
worker. Individuals who can effectively manage their work can also share their
20
 REVISTA DE CERCETARE SI INTERVENTIE SOCIALA - VOLUMUL 78/2022

roles at work and home (Campo et al., 2021). So, companies must also care about
the needs of their workers, such as having a role other than work. The company can
support this by providing flexible working hours and jobs according to the agreed
job description. With strong motivation and a healthy work-life balance, office
employees will experience greater job satisfaction (Alfatihah et al., 2021). When
workers’ job satisfaction while undergoing WFH is high, it will also encourage
workers to be willing to continue WFH sustainably (Caligiuri & de Cieri, 2021).
In general, this research contributes to the development of theory in the work
environment. First, the study provides evidence regarding the situation of office
workers and their intentions with the change from the WFO system to the WFH
system with certain conditions and preferring WFH in the future, namely with
fulfilled job satisfaction from work motivation both external and internal, as well as
work-life balance felt by office workers. Second, the study becomes a reference for
researchers that certain factors and conditions make workers make their choices,
such as when office workers who have lower work-load jobs choose to remain
WFH because of perceived benefits such as the ability to manage time flexibly
and perceived self-development. Furthermore, this study motivates academics to
investigate further the aspects that influence the decision of office employees to
work at WFO or WFH, depending on future situtions.

Suggestions for Future Research

Respondents obtained in this study cannot represent all office workers in
various regions in Indonesia and provide sufficient descriptions of either married
or senior office workers. Although this research contributes to managerial theory
and practice, future researchers can still develop research with the support of
respondents who have samples that can represent Indonesia as a whole and have
different conditions and demands for meeting the needs of office workers outside the
big cities in Indonesia. In addition, researchers can further evaluate the intentions
of married workers who have worked for more than five years regarding the choice
of working WFO or WFH, which is influenced by external factors such as the
family environment. Researchers can also explore respondents by raising social
factors that play a role in the decision-making of each office worker. When there
are factors that meet the needs expected by office workers during the COVID-19
pandemic era, workers have positive feelings about work (Robbins & Judge, 2019)
and high job satisfaction which also encourages workers’ decisions to continue
WFH sustainably (Caligiuri & de Cieri, 2021). Additionally, work interactions
substantially affect job satisfaction (Andrade et al., 2020). During WFH, office
workers do not have a direct relationship with their co-workers and superiors.
Therefore, researchers can explore the effect of work relations on continuance
intention to WFH with job satisfaction as a mediating variable.

21
 REVISTA DE CERCETARE SI INTERVENTIE SOCIALA - VOLUMUL 78/2022

References
Alfatihah, I., Nugroho, A. S., Haessel, E., & Maharani, A. (2021). The Influence of Work-
Life Balance with Work Motivation as Mediating Factor on Job Satisfaction A
Prediction toward Transition to New Normal Situation. The Management Journal
of Binaniaga, 6(1). DOI: 10.33062/mjb.v6i1.431.
Andrade, M. S., Miller, D., & Westover, J. H. (2021). Job satisfaction factors for
housekeepers in the hotel industry: a global comparative analysis. International
Hospitality Review, 35(1). DOI: 10.1108/ihr-06-2020-0018.
Arbar, T. F. (2021, September 16). Terungkap, Banyak Pekerja Kantor Tak Mau
Lagi WFO 100%. CNBC Indonesia. https://www.cnbcindonesia.com/
lifestyle/20210916130230-33-276807/terungkap-banyak-pekerja-kantor-tak-mau-
lagi-wfo-100
Arif, B., & Farooqi, A. (2014). Impact of work life balance on job satisfaction and
organizational commitment among university teachers: A case study of University
of Gujrat, Pakistan. International Journal of Multidisciplinary Sciences and
Engineering, 5(9).
Aziz-Ur-Rehman, M., & Siddiqui, D. A. (2019). Relationship Between Flexible Working
Arrangements and Job Satisfaction Mediated by Work-Life Balance: Evidence
From Public Sector Universities’ Employees of Pakistan. International Journal of
Human Resource Studies, 10(1). DOI: 10.5296/ijhrs.v10i1.15875.
Bagozzi, R. P., & Yi, Y. (1988). On the evaluation of structural equation models. Journal
of the Academy of Marketing Science, 16(1). DOI: 10.1007/BF02723327.
Bird, J. (2019). Redefining Work-Life Balance: One-Minute Tools to Manage Stress,
Achieve More & Enjoy Life Every Day. Lifestyle Entrepreneurs Press.
Cahill, K. E., McNamara, T. K., Pitt-Catsouphes, M., & Valcour, M. (2015). Linking shifts
in the national economy with changes in job satisfaction, employee engagement
and work-life balance. Journal of Behavioral and Experimental Economics, 56.
DOI: 10.1016/j.socec.2015.03.002.
Caligiuri, P. M., & de Cieri, H. (2021). Predictors of Employees’ Preference for Working
from Home Post-Pandemic. Business and Economic Research, 11(2). DOI: 10.5296/
ber.v11i2.18411.
Campo, A. M. D. V., Avolio, B., & Carlier, S. I. (2021). The Relationship Between
Telework, Job Performance, Work–Life Balance and Family Supportive Supervisor
Behaviours in the Context of COVID-19. Global Business Review. DOI:
10.1177/09721509211049918.
Dartey-Baah, K., Quartey, S. H., & Osafo, G. A. (2020). Examining occupational stress,
job satisfaction and gender difference among bank tellers: evidence from Ghana.
International Journal of Productivity and Performance Management, 69(7). DOI:
10.1108/IJPPM-07-2019-0323.
Demircioglu, M. A., & Chen, C. A. (2019). Public employees’ use of social media: Its
impact on need satisfaction and intrinsic work motivation. Government Information
Quarterly, 36(1). DOI: 10.1016/j.giq.2018.11.008.
Dex, S., & Bond, S. (2005). Measuring work-life balance and its covariates. In Work,
Employment and Society, 19(3). DOI: 10.1177/0950017005055676.
Diana, Eliyana, A., Susita, D., Aditya, V., & Anwar, A. (2021). Determining the effect of
job satisfaction, work motivation, and work commitment on nurse performance
22
 REVISTA DE CERCETARE SI INTERVENTIE SOCIALA - VOLUMUL 78/2022

amidst COVID-19 pandemic. Problems and Perspectives in Management, 19(4).

DOI: 10.21511/ppm.19(4).2021.08.
Fatimah, S. (2021, September 18). Terlanjur Betah, Pandemi Bikin Pegawai Ogah Balik ke
Kantor. DetikFinance. https://finance.detik.com/berita-ekonomi-bisnis/d-5729396/
terlanjur-betah-pandemi-bikin-pegawai-ogah-balik-ke-kantor
Fornell, C., & Larcker, D. F. (1981). Evaluating Structural Equation Models with
Unobservable Variables and Measurement Error. Journal of Marketing Research,
18(1). DOI: 10.1177/002224378101800104.
Haar, J. M., Russo, M., Suñe, A., & Ollier-Malaterre, A. (2014). Outcomes of work-life
balance on job satisfaction, life satisfaction and mental health: A study across seven
cultures. Journal of Vocational Behavior, 85(3). DOI: 10.1016/j.jvb.2014.08.010.
Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2014). Multivariate Data Analysis
(Ed. 7th) (7th ed.). Pearson.
Hanaysha, J. R., & Majid, M. (2018). Employee Motivation and its Role in Improving
the Productivity and Organizational Commitment at Higher Education Institutions.
Journal of Entrepreneurship and Business, 6(1). DOI: 10.17687/jeb.0601.02.
Irawanto, D. W., Novianti, K. R., & Roz, K. (2021). Work from home: Measuring satisfaction
between work–life balance and work stress during the covid-19 pandemic in
indonesia. Economies, 9(3). DOI: 10.3390/economies9030096.
Jaharuddin, N. S., & Zainol, L. N. (2019). The Impact of Work-Life Balance on Job
Engagement and Turnover Intention. The South East Asian Journal of Management,
13(1). DOI: 10.21002/seam.v13i1.10912.
Jensen, K. W., Liu, Y., & Schøtt, T. (2017). Entrepreneurs innovation bringing job
satisfaction, work-family balance, and life satisfaction: In China and around
the world. International Journal of Innovation Studies, 1(4). DOI: 10.1016/j.
ijis.2017.11.002.
Khoury, M. M. (2021). Work-Life Balance Constructs and Job Satisfaction: Evidence
from the Palestinian Investment Sector. International Business Research, 14(2).
DOI: 10.5539/ibr.v14n2p13.
Kirchmayer, Z., & Fratričová, J. (2018). What motivates generation Z at work? Insights
into motivation drivers of business students in Slovakia. Proceedings of the 31st
International Business Information Management Association Conference, IBIMA
2018: Innovation Management and Education Excellence through Vision 2020.
Loan, L. T. M. (2020). The influence of organizational commitment on employees’ job
performance: The mediating role of job satisfaction. Management Science Letters,
10(14). DOI: 10.5267/j.msl.2020.6.007.
Marinković, V., Đorđević, A., & Kalinić, Z. (2020). The moderating effects of gender on
customer satisfaction and continuance intention in mobile commerce: a UTAUT-
based perspective. Technology Analysis and Strategic Management, 32(3). DOI:
10.1080/09537325.2019.1655537.
Mas-Machuca, M., Berbegal-Mirabent, J., & Alegre, I. (2016). Work-life balance and its
relationship with organizational pride and job satisfaction. Journal of Managerial
Psychology, 31(2). DOI: 10.1108/JMP-09-2014-0272.
Mehmetoglu, M. (2012). Partial Least Squares Approach to Structural Equation Modeling
for Tourism Research. Advances in Hospitality and Leisure.

23
 REVISTA DE CERCETARE SI INTERVENTIE SOCIALA - VOLUMUL 78/2022

Nurdiansyah, R., Mariam, S., Ameido, M. A., & Ramli, A. H. (2020). Work Motivation,
Job Satisfaction and Employee Performance. Business and Entrepreneurial Review,
20(2). DOI: 10.25105/ber.v20i2.8006.
OECD. (2020, September 7). Productivity gains from teleworking in the post COVID-19
era: How can public policies make it happen? OECD. https://www.oecd.org/
coronavirus/policy-responses/productivity-gains-from-teleworking-in-the-post-
covid-19-era-how-can-public-policies-make-it-happen-a5d52e99/
Oyewobi, L. O., Oke, A. E., Adeneye, T. D., & Jimoh, R. A. (2019). Influence of
organizational commitment on work–life balance and organizational performance
of female construction professionals. Engineering, Construction and Architectural
Management, 26(10). DOI: 10.1108/ECAM-07-2018-0277.
Panagiotopoulos, G., Petta, E., & Karanikola, Z. (2018). the Contribution of Motivation
To Job Satisfaction: a Survey of Technological Educational Institute Employees
of Western Greece. European Journal of Training and Development Studies, 5(3).
Petriella, Y. (2021, August 26). Ruang Kerja Fleksibel akan Menjadi Tren. Bisnis. https://
ekonomi.bisnis.com/read/20210826/47/1434350/ruang-kerja-fleksibel-akan-
menjadi-tren
Putra, E. D., Cho, S., & Liu, J. (2017). Extrinsic and intrinsic motivation on work
engagement in the hospitality industry: Test of motivation crowding theory. Tourism
and Hospitality Research, 17(2). DOI: 10.1177/1467358415613393.
Putri, A., & Amran, A. (2021). Employees’ Work-Life Balance Reviewed From Work From
Home Aspect During COVID-19 Pandemic. International Journal of Management
Science and Information Technology, 1(1). DOI: 10.35870/ijmsit.v1i1.231.
Qiu, F., & Dauth, T. (2022). Virtual work intensity, job satisfaction, and the mediating
role of work-family balance: A study of employees in Germany and China. German
Journal of Human Resource Management, 36(1). DOI: 10.1177/2397002221998227.
Rahi, S., & Abd. Ghani, M. (2019). Does gamified elements influence on user’s intention
to adopt and intention to recommend internet banking? The International
Journal of Information and Learning Technology, 36(1), 2–20. DOI: 10.1108/
IJILT-05-2018-0045.
Rahman, M. N. A., Syed Zamri, S. N. A., & Eu, L. K. (2017). A Meta-Analysis Study of
Satisfaction and Continuance Intention to Use Educational Technology. International
Journal of Academic Research in Business and Social Sciences, 7(4). DOI: 10.6007/
ijarbss/v7-i4/2915.
Ramadhan, N., Putu, N., & Wijaya, N. P. (2021). The Effect of Work Life Balance on
Motivation in Implementing WFH Policies during the COVID-19 Pandemic. In
Turkish Journal of Computer and Mathematics Education, 12 (8).
Robbins, S. P., & Judge, T. A. (2019). Organizational Behavior, Eighteenth Edition, Global
Edition. In Journal of Chemical Information and Modeling, 5(9).
Rozlan, N. Z. A., & Subramaniam, G. (2020). The Impact of Flexible Working Arrangements
on Millennials: A Conceptual Analysis. International Journal of Academic Research
in Business and Social Sciences, 10(11). DOI: 10.6007/ijarbss/v10-i11/8152.
Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic
motivation, social development, and well-being. American Psychologist, 55(1).
DOI: 10.1037/0003-066X.55.1.68

24
 REVISTA DE CERCETARE SI INTERVENTIE SOCIALA - VOLUMUL 78/2022

Salma Sultana, U., Abdullah, ain, Teng Mok, E., Hossain, J., Rehman Sherief, S., Lutfi
Iskandar, M., & Warda Andalib, T. (2021). Exploring Motivation and commitment on
job satisfaction and employee performance in Work from Home (WFH) perspective.
Psychology and Education, 58(3).
Schroth, H. (2019). Are You Ready for Gen Z in the Workplace? California Management
Review, 61(3), 5-18. DOI: 10.1177/0008125619841006.
Sheeran, P., & Abraham, C. (2003). Mediator of moderators: Temporal stability of intention
and the intention-behavior relation. Personality and Social Psychology Bulletin,
29(2). DOI: 10.1177/0146167202239046.
Sirgy, M. J., & Lee, D.-J. (2018). Work-Life Balance: an Integrative Review. Applied
Research in Quality of Life, 13(1), 229-254. DOI: 10.1007/s11482-017-9509-8.
Sitopu, Y. B., Sitinjak, K. A., & Marpaung, F. K. (2021). The Influence of Motivation,
Work Discipline, and Compensation on Employee Performance. Golden Ratio of
Human Resource Management, 1(2). DOI: 10.52970/grhrm.v1i2.79.
Siyal, S., Saeed, M., Pahi, M. H., Solangi, R., & Xin, C. (2021). They can’t treat you
well under abusive supervision: Investigating the impact of job satisfaction and
extrinsic motivation on healthcare employees. Rationality and Society, 33(4). DOI:
10.1177/10434631211033660.
Tan, S. K., & Rajah, S. (2019). Evoking Work Motivation in Industry 4.0. SAGE Open,
9(4). DOI: 10.1177/2158244019885132.
Taylor, J. C., & Bowers, D. G. (1974). Survey of organizations: A machine-scored
standardized questionnaire instrument. Institute for Social Research.
Tiwari, S., & Garg, P. (2019). Promoting Basic Need Satisfaction at Workplace: The
Relevance of Mindfulness in Support of Job Performance of Employees. Jindal
Journal of Business Research, 8(1). DOI: 10.1177/2278682118785812.
Tremblay, M. A., Blanchard, C. M., Taylor, S., Pelletier, L. G., & Villeneuve, M. (2009).
Work Extrinsic and Intrinsic Motivation scale: its value for organizational psychology
research. Canadian Journal of Behavioural Science, 41(4). DOI: 10.1037/a0015167.
Verneau, F., Barbera, F. la, Amato, M., & Sodano, V. (2019). Consumers’ concern towards
palm oil consumption an empirical study on attitudes and intention in italy. British
Food Journal, 121(9). DOI: 10.1108/BFJ-10-2018-0659.
WOLOR, C. W., SOLIKHAH, S., FIDHYALLAH, N. F., & LESTARI, D. P. (2020).
Effectiveness of E-Training, E-Leadership, and Work Life Balance on Employee
Performance during COVID-19. Journal of Asian Finance, Economics and Business,
7(10). DOI: 10.13106/jafeb.2020.vol7.no10.443.
Zhu, Y., Wang, R., & Pu, C. (2022). “I am chatbot, your virtual mental health adviser.”
What drives citizens’ satisfaction and continuance intention toward mental health
chatbots during the COVID-19 pandemic? An empirical study in China. Digital
Health, 8. DOI: 10.1177/20552076221090031.

25