PROFIT: Jurnal Administrasi Bisnis

Vol. 17. No. 1, 2023

e ISSN: 2338-4654
p ISSN: 1978-743 X
https://profit.ub.ac.id

The Effect of Work Life Balance and Work Engagement on Employee

Loyalty and Performance

Ahmad Maulana Rahmansyah1*, Hamidah Nayati Utami2, Arik Prasetya3

Brawijaya University Malang, East Java, Indonesia1,2,3
maulanarhmnsyh@student.ub.ac.id1, hamidahn@ub.ac.id2, aridya76@gmail.com3

ABSTRACT
The purpose of the research is to determine the effect of work-life balance and work-engagement
on employee loyalty and performance at a coffeeshop in Malang city. Competition between cafe
entrepreneurs is getting tougher, so the growth of coffeeshops is also getting faster, and employees are
always required to develop their performance and increase productivity and loyalty at work which leads
to the Coffeeshop's performance. Coffeeshop's performance must pay attention to the work-life balance
and work-engagement of employees as an important factor to make a policy to maintain work
productivity and employee performance. This study uses quantitative research methods and the research
sample was 54 employees selected by random sampling technique. The data collection was a
questionnaire technique, and be analyzed using Structural Equation Modeling-Partial Least Square
(SEM-PLS). The result of the research is that worklife-balance and work-engagement are one of the
factors that influence employee performance and loyalty in working at a coffeeshop in Malang city.

Keywords: Worklife-Balance, Work-Engagement, Employee Performance, Loyalty

ABSTRAK
Tujuan penelitian yang telah dilakukan adalah untuk mengetahui pengaruh work life balance dan
work engagement terhadap loyalitas dan kinerja karyawan pada coffeeshop di kecamatan lowokwaru
kota malang. Persaingan antar pengusaha café yang semakin ketat membuat pertumbuhan Coffeeshop
juga semakin pesat, dan karyawan selalu dituntut untuk selalu mengembangkan kualitas kinerja serta
meningkatkan produktifitas dan loyalitas dalam bekerja karena itu akan menjadi tolak ukur keberhasilan
kinerja Coffeeshop tersebut. Salah satunya harus memperhatikan worklife-balance dan work-
engagement karyawan, karena, hal itu merupakan faktor penting yang perlu dipertimbangkan oleh
perusahaan dalam membuat suatu kebijakan agar produktivitas kerja dan kinerja karyawan tetap terjaga.
Penelitian ini menggunakan metode penelitian kuantitatif. Penelitian ini dilakukan di Coffeeshop yang
berlokasi di kecamatan lowokwaru kota Malang, dan sampel penelitiannya adalah beberapa karyawan
yang bekerja di Coffeeshop di kecamatan lowokwaru kota Malang yang berjumlah 54 karyawan dengan
teknik pengambilan sampel secara random (random sampling). pengumpulan data menggunakan teknik
kuesioner, kemudian di analisis dengan menggunakan Structural Equation Modelling-Partial Least
Square (SEM-PLS). Hasil penelitiannya adalah Worklife balance dan Work engagement adalah salah
satu factor - factor yang mempengaruhi suatu kinerja karyawan dan loyalitas karyawan dalam bekerja
di Coffeeshop daerah kecamatan lowokwaru kota Malang.

Kata kunci : Worklife-Balance, Work-Engagement, Kinerja, Loyalitas Karyawan

* Corresponding author : E-mail : maulanarhmnsyh@student.ub.ac.id

Profit: Jurnal Administrasi Bisnis | Volume. 17 No. 1 2023| 10

1. INTRODUCTION
The business competition is very
competitive and require every entrepreneur to
have a strength to fight against his competitors.
Every entrepreneur must compete to attract
consumers to succeed in his business.
Entrepreneurs are required to be able to set the
best strategy in their business so they are able to
survive and compete against competitors. Cafe
entrepreneurs have developed a lot of business
concepts in order to compete against
competitors, from cafes with outdoor concepts,
cafes with modern concepts and so on.
Previously, customers select restaurants or cafes
only because of the price or the facilities
provided, but now their preference has changed
to select restaurants or cafes that provide new
experiences to consumers.
The application of this new concept has
been carried out by entrepreneurs in big cities
such as Surabaya, Bandung, Jakarta, and
Malang. In Malang City, cafe growth has
increased rapidly, with more than 1,444 cafes in
2018 and increasing to 2,015 cafes in 2020,
according to Department of Youth, Sports and
Tourism Malang City 2020. Given the rapidly
growing growth of the cafe, in the lowokwaru
sub-district, Malang city, there are many
coffeeshops that are spread in every corner of the
city and on the roadside. The coffee shop, which
is located in Lowokwaru, Malang city, "opens
orders" from evening to night, of course, this is
a problem for employees who have dependents
at home and have to balance their family life
with their work life. Because employees are
required to always develop the quality of
performance and increase productivity and
loyalty at work because it will be a benchmark
for the success of the Coffeeshop's performance.
The balance between life at work, namely "Work
life balance" is an important factor that needs to
be considered by the company in making a
policy so that work productivity and employee
performance are maintained. In addition, one of
the factors that affect employee performance and
loyalty is "Work Engagement". The company
tends to select the employees who have a work
ethic and morale, so that employees who have
high quality of work engagement will maintain
it and it leads to improve the loyalty of the
employees.
According to Nirmala et al. (2019)
concerning the effect of worklife balance on
employee loyalty in Cv. Banjar Sari Catering
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Samarinda shows that there is a significant
positive effect between the worklife balance on
employee loyalty. Likewise with previous
research by Putri et al., (2020) showed that work
engagement has a significant positive effect on
employee loyalty and employee performance.
Then, Sayekti (2019) also found that worklife
balance and work engagement have a positive
effect on employee performance with job
satisfaction as an intervening variable at Pt.
Antam Tbk Head Office.
Based on the previous results
phenomenon of coffeeshops in Malang there is a
research gap found. It is quite rarely found
research regarding the influence of work life
balance, work engagement, employee
performance, employee loyalty simultaneously
in Malang especially in Coffeeshops. Therefore
this research is important to be conducted to fill
the gap.
b. Research purposes
1. To analyze the significant effect of Worklife
balance on employee loyalty at Coffeeshops
in Malang City
2. To analyze the significant effect of Work
Engagement on employee loyalty at a
Coffeeshop in Malang City
3. To analyze the significant effect of Worklife
balance on employee performance at a
Coffeeshop in Malang City
4. To analyze the significant effect of Work
Engagement on employee performance at a
Coffeeshop in Malang City
2. LITERATURE REVIEW
a. Work life balance
The explanation of work life balance is a
state of balance in which the demands of a
person's work and personal life are equal or
balanced (Lockwood, 2003: 2). According to
Schabracq, et al., (2003) there are several factors
that might affect a person's work-life balance,
such as personality characteristics, family
characteristics, work characteristics, and
attitudes
b. Work Engagement
Work engagement is that organizational
members can use their roles well in their work
and in work engagement, people use and express
themselves physically, cognitively, and
emotionally during their work (Armstrong and
Taylor, 2014: 194). According to Simon (in
11
Kimberly, 2013) the factors that influence work
engagement are motivation, social support, and
work environment.
c. Work Loyalty
According to Istijanto (2008), employees
who have high loyalty to a company will be
willing to work beyond ordinary conditions,
proud to tell about their company to others, are
willing to accept various tasks, feel that there is
a common value with the company, pay attention
to the company as a whole, and feel good about
the company. inspired. Conversely, employees
who do not have loyalty to the company are
characterized by negative feelings.
According to Djodiismanto (2007:2),
there are four ways to increase loyalty and
increase work motivation
1. Special attention to special employees. This
can be implemented by increasing positions
and increasing salaries
2. Build family values
3. Improve your career. Raising the position of
outstanding employees is very necessary,
because it is a matter of pride
4. By analyzing the state of the employee, the
leader will know the condition and level of
employee needs.
d. Employee performance
According to Mangkunegara (2009),
employee performance can also be interpreted as
something that a person achieves when he
successfully carries out his work very well, such
as the responsibilities that have been given by
the companies.
A review of previous studies that have
conceptual similarities and relationships
between research variables, such as the research
by Rahmawati (2018) on the Effect of Work Life
Balance and Job Satisfaction on the Loyalty of
Private Vocational High School Teachers in
Cakung District, East Jakarta, and based on the
results of her research that work life balance has
a positive effect on employee loyalty.
Workli
H3
fe
balanc
H1
e (X1)
Kinerja
Loyalita Karya
s H5
wan
Work H2
Karyaw
Engag H4
ement
Figure 1 : Research Model
Source: Literature Review Results
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H1: There is a positive and significant effect
between work-life balance on employee
loyalty.
H2: There is a positive and significant effect
between Work Engagement on employee
loyalty
H3: There is a positive and significant effect
between work life balance on employee
performance.
H4: There is a positive and significant effect
between Work Engagement on employee
performance.
H5: There is a positive and significant influence
between Loyalty on Employee Performance
3. RESEARCH METHOD
This research method uses quantitative
methods with the aim of testing and analyzing
the effect of work life balance and work
engagement on employee loyalty and
performance at the Coffeeshop in Malang
Indonesia. This research was conducted on all
Coffeeshop employees located in Lowokwaru
sub-district, Malang city by using a population
of all working employees, which amounted to
118 employees.
The population in this study is very large
so to determine the number of samples to be used
in this study using the Slovin formula (Muliari
and Setiawan, 2010):
𝑛 = 𝑁____
1.
1 + N(𝑒)
n = number of samples
N = population
e = error margin due to sampling errors that can
still be tolerated or desired, in this study is 10%
with the following calculations:
𝑛 = 118____
1 + 118(0,1)2
𝑛 = 118___
2,18
𝑛 = 54,128 round off 55
Based on the calculation using the
Slovin formula above, the number of samples
selected is 55 employees.
Data analysis
This study used descriptive and inferential
statistical analysis.
a. Descriptive Statistical Analysis
Descriptive statistical analysis was used to
provide an empirical description of the
12
quantitative data collected in the study
(Ferdinand, 2006). The form of descriptive
measurement is a provision in numerical criteria,
both in the form of amounts and in percentages.
The results of descriptive statistical analysis are
used to obtain information related to the
frequency distribution of respondents' answers,
including the average score or mean answers
obtained for each indicator or variable observed
in this study. Besides that, the descriptive data
obtained discussed a series of questions that
discussed the age of the business being run, the
number of employees owned, the level of
income, the market share of the business, the
margin of operating profit, and the average
growth rate of the business.
b. Inferential Statistical Analysis
This study uses Partial Least Square (PLS)
as a tool to analyze data with a calculation
process assisted by the SmartPLS software
application program. PLS analysis has two
models, which are categorized as inner model
and outer model.
Outer model
The outer model category is also called
the outer relation or measurement model,
showing the specification of the relationship
between variables and their indicators. In other
words, the outer model defines the
characteristics of the construct with its manifest
variables.
Inner model
The inner model analysis shows the
relationship between variables according to
research theory and support the results of
previous research. measurement for this model.
This can be done in several ways, among others:
by analyzing the coefficients, R-Square (R2),
Predictive relevance (Q2), and Goodness of Fit
(GoF).
4. RESULT
This research with hypothesis testing has
been conducted to known the direct influence of
worklife balance (X1) and work engagement
(X2) on employee loyalty (Y1) and employee
performance (Y2). Statistical hypothesis testing
in this study was carried out by looking at the
significance results with the p value (p-value)
smaller than alpha 0.05, to conclude that there is
a significant direct effect and the initial
hypothesis that has been proposed can be
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accepted. On the other hand, where the p-value
(p-value) is greater than alpha 0.05, it can be
concluded that the direct effect is not
significant,, so that the initial hypothesis that has
been proposed is rejected or not accepted.
Hypothesis testing is based on the R-
square value which explains the effect of the
independent variable on the dependent variable.
The results are presented in the following table.
Konstruk R-Square
Y1 0,259
Y2 0,688
Table 1. Results of R-Square . Value
Source: Primary Data processed 2022
Based on the table, it is known that the R-
square for employee loyalty variable (Y1) is
0.259, which means employee loyalty (Y1) is
influenced by work life balance (X1), work
engagement (X2) by 25.9%. While the other
74.1% is influenced by other factors.
The value of R-square for employee
performance variable (Y2) is 0.688, which
means employee performance (Y2) is influenced
by work life balance (X1), work engagement
(X2), employee loyalty (Y1) by 68.8%. While
the other 31.2% are influenced by other factors.
The goodness of fit in PLS can be seen
from the value of Q2. The value of Q2 has the
same meaning as the coefficient of
determination (R-square / R2) in the regression
analysis. With a higher R2, is is indicated that the
model is more fit with the data. A Q-Square
value greater than 0 (zero) indicates that the
model has predictive relevance, while a Q-
Square value less than 0 (zero) indicates that the
model lacks predictive relevance (Imam Gozali,
2006: 26). From the table above, it can be seen
that the value of Q2 is as follows:
Q2 = 1 – (1 – R21 ) (1-R22) (1 – R23) …. (1
– R 2n)
= 1- (1-0.259) (1-0.688)
= 1- 0.2313 = 0.768671 = 76.87%
In this research model, the Q-square (Q2)
value generated in the overall model equation is
76.87%, which means that the structural model
has high predictive relevance, the model is
getting better and feasible to use in predictions.
a. The direct effect of exogenous variables on
endogenous variables
13
 This direct effect shows the magnitude of be interpreted that the better Work Engagement
the direct effect of exogenous variables on (X2) will increase employee loyalty (Y1). Vice
endogenous variables without involving versa, the less good Work Engagement (X2),
mediating variables. then it will reduce employee Loyalty (Y1).
The estimation results of the inner model
Table 2. Direct effect for the direct effect of Work Engagement (X2)
Origina
l
Sample
Mean
Standard
Deviation
T Statistics P on employee performance (Y2) show a p-value
Sample (|O/STDEV|) Values
(O)
(M) (STDEV) 0.013, where the value is smaller than alpha
X1 -> 0,01 0.05. So, it can be concluded that there is a
0,305 0,306 0,126 2,411
Y1 6 positively & significant direct effect between
X1 ->
0,536 0,537 0,078 6,917
0,00 Work Engagement (X2) on employee
Y2 0 performance (Y2) at 0.183. The positive effect
X2 -> 0,00 of Work Engagement (X2) on employee
0,383 0,390 0,094 4,065
Y1 0
performance (Y2) can be interpreted that the
X2 -> 0,01 better Work Engagement (X2) will improve the
0,183 0,182 0,073 2,504
Y2 3
employee performance (Y2). Vice versa, the less
Y1 -> 0,00
0,390 0,389 0,087 4,457
0 good Work Engagement (X2), then it will reduce
Y2
Original Sample (O)= koefisien path employee performance (Y2).
The estimation results of the inner model
The estimation results of the inner model for the direct effect of employee loyalty (Y1) on
for the direct effect of worklife balance (X1) on employee performance (Y2) show a p-value
employee loyalty (Y1) show a p-value 0.016, 0.000, where the value is smaller than alpha
where the value is smaller than alpha 0.05, so it 0.05. So, it can be concluded that there is a
can be concluded that there is a positively and positively & significant direct effect between
significant direct effect between Worklife employee loyalty (Y1) and employee
balance (X1) and Employee Loyalty (Y1) at performance (Y2) at 0.390. The positive
0.305. The positive effect can be interpreted that influence between employee loyalty (Y1) on
the better the work life balance (X1) will lead to employee performance (Y2) can be interpreted
increase the employee loyalty (Y1). On the other that the better employee loyalty (Y1) tends to
hand, the less good the work life balance (X1), improve employee performance (Y2). Vice
the lower the employee loyalty (Y1). versa, the less good employee loyalty (Y1), then
The estimation results of the inner model it will reduce employee performance (Y2).
for the direct effect of worklife balance (X1) on
employee performance (Y2) show a p value b. Indirect effect of exogenous variables on
0.000, where the value is smaller than alpha endogenous variables
0.05. As a result, it can be concluded that there This indirect effect shows the magnitude
is a positively and significant direct effect of the direct influence of exogenous variables on
between Worklife balance (X1) on Employee endogenous variables by involving mediating
performance (Y2) at 0.536. The positive effect variables.
of worklife balance (X1) on employee
performance (Y2) can be interpreted that the Table 3. Indirect Effects (Specific Indirect
Effects)
better worklife balance (X1) will improve the Standar
employee performance (Y2). On the other hand, Origina Sampl d
T Statistics P
l e Deviatio
(|O/STDEV| Value
the less good the work life balance (X1), the Sample Mean n
) s
(O) (M) (STDEV
lower the employee's performance (Y2). )
The estimation result of the inner model X1 ->
0,02
Y1 -> 0,119 0,117 0,053 2,254
for the direct effect of Work Engagement (X2) Y2
5
on employee loyalty (Y1) shows a p value (p- X2 ->
0,01
value) of 0.000, where the value is smaller than Y1 -> 0,149 0,154 0,058 2,586
0
Y2
alpha 0.05. So it can be concluded that there is a
positively and significant direct effect between
Work Engagement (X2) and Employee Loyalty The path coefficient value for the indirect
(Y1) at 0.383. The positive effect of Work effect between worklife balance (X1) through
Engagement (X2) on employee loyalty (Y1) can employee loyalty (Y1) on employee

Profit: Jurnal Administrasi Bisnis | Volume. 17 No. 1 2023| 14

performance (Y2) is 0.119, which indicates a p-
value 0.025 and smaller than alpha 0.05. So, it
can be concluded that the indirect effect between
worklife balance (X1) to employee performance
(Y2) through employee loyalty (Y1) is
significant. In other words, the better the work
life balance (X1) affect the improvement in
employee loyalty (Y1), so that the increase in
employee loyalty (Y1) will increase employee
performance (Y2). Vice versa, the less good the
Worklife balance (X1), it will affect the decrease
in employee loyalty (Y1), so that the decrease in
employee loyalty (Y1) it will also reduce
employee performance (Y2).
The path coefficient value for the indirect
effect between Work Engagement (X2) through
employee loyalty (Y1) on employee
performance (Y2) is 0.149 indicating a p-value
0.010 which is smaller than 0.05. It can be
concluded that the indirect effect between Work
Engagement (X2) to employee performance
(Y2) through employee loyalty (Y1) is
significant. In other words, the better Work
Engagement (X2), will have an effect on
increasing employee Loyalty (Y1), so that by
increasing employee Loyalty (Y1) it will
improve employee performance (Y2). Vice
versa, the less good Work Engagement (X2), it
will affect the decrease in employee loyalty
(Y1), so that the decrease in employee loyalty
(Y1) it will also reduce employee performance
(Y2).
c. Results of Structural Model Analysis (inner
model)
The output of the structural model (inner
model) after the bootstrap calculation process
500 times can be seen in the following figure.
Information:
1. * = significant effect
2. numbers outside the sign () = coefficient of
loading factor
3. the number inside the sign () = p-value
4. the number inside the blue circle = R-square
Figure 2. Path analysis for PLS . Output Results
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Based on the results of the PLS path
diagram (path analysis), the testing of each
hypothesis can be explained as follows:
H1: Work-life balance affects employee
loyalty.
The direct effect of worklife balance on
employee loyalty was found to be significant for
employees who work in coffeeshops in
lowokwaru subdistrict, Malang city, the direct
effect of worklife balance (X1) on employee
loyalty (Y1) shows a p-value 0.016, so it can be
concluded that there is a positively and
significant direct effect between Worklife-
Balance (X1) on Employee Loyalty (Y1), it can
be interpreted that the better Worklife-Balance
(X1), it will increase employee Loyalty (Y1).
This research supports the previous
studies. According to research by Rahmawati
(2018) regarding work life balance on work
loyalty stated that work-life balance affects
employee loyalty so that employee loyalty can
be increased through improving work-life
balance. Then, Nirmala (2019) emplained that
there was a significant positive effect between
the worklife balance variable on employee
loyalty.
H2: Work Engagement has an effect on
employee loyalty.
The direct effect of work engagement on
employee loyalty was found to be significant for
employees who work in coffeeshops in the
lowokwaru sub-district of Malang city, the direct
effect of work-engagement (X2) on employee
loyalty (Y1) shows a p-value 0.000, so it can be
concluded that there is a positively & significant
direct effect between Work-Engagement (X2) on
employee loyalty (Y1). It can be interpreted that
the better Work-Engagement (X2), then it will
increase employee Loyalty (Y1).
This research supports the previous
studies conducted by Putri (2020) concerning the
Effects of Work Engagement on Employee
Loyalty and Performance which found that that
work engagement has a significant positive
effect on employee loyalty and employee
performance. Likewise, Alfajar (2020) showed
that there is a significant correlation between
loyalty and work engagement. This results
means that the higher the loyalty, the higher the
work engagement, conversely, the lower the
loyalty, the lower the work engagement.
15
H3: Work-life Balance has an effect on
employee performance.
The direct effect of work life balance on
employee performance was found to be
significant for employees who work in a
coffeeshop in the lowokwaru sub-district,
Malang city, the direct effect of worklife-balance
(X1) on employee performance (Y2) shows a p-
value 0.000, so it can be concluded that there is
a significant direct effect between Worklife-
Balance (X1) on employee performance (Y2).
Then, it can be interpreted that the better the
Worklife-Balance (X1), it will improve
employee performance (Y2) and vice versa.
According to Noorhidayat's research
(2017) concerning the effect of work life balance
on work stress and employee performance,
research results have proven that work life
balance has proven to have a significant positive
effect on employee performance. Likewise with
previous research by Sayekti (2019) concerning
the Effects of Worklife Balance and Work
Engagement on Employee Performance with Job
Satisfaction as an Intervening Variable, test
results have shown that worklife balance has a
positive effect on employee performance.
H4: Work Engagement has an effect on
employee performance.
The direct effect of work engagement on
employee performance was found to be
significant for employees who work in
coffeeshops in lowokwaru sub-district, Malang.
The direct effect of work engagement (X2) on
employee performance (Y2) shows a p-value
0.013, so it can be concluded that there is a
positive direct effect between work engagement
(X2) on employee performance (Y2). It can be
interpreted that the better work engagement (X2)
will improve employee performance (Y2) and so
on the contrary.
Previous research by Ramadhan (2014) on
the Effect of work engagement on Employee
Performance showed that work engagement has
a significant effect on employee performance.
Similarly, Muliawan (2017) also showed that
work engagement has a positive effect on
employee performance.
H5: Loyalty affects employee performance
The direct effect of employee loyalty on
employee performance was found to be
significant for employees who work in
coffeeshops in the lowokwaru sub-district of
Malang city with a p-value 0.000. It can be
Profit: Jurnal Administrasi Bisnis | Volume. 17 No. 1 2023|
concluded that there is a positively and
significant direct effect between employee
loyalty (Y1) on employee performance (Y2) and
it can be interpreted that the better employee
loyalty (Y1), then it will increase employee
performance (Y2) and vice versa.
This study supports the previous research
by Sampul (2020) concerning the effect of
employee loyalty on employee performance
which stated that employee loyalty has a positive
and significant effect on employee performance.
5. DISCUSSION
The results of the research that have been
carried out show that work life balance and
employee loyalty are found to have a significant
effect. Similarly, work engagement and
employee loyalty are found to have a significant
effect. The other results also showed that work
life balance and employee performance are
found to have a significant effect, and work
engagement and employee performance are
found to have a significant effect as well. Then it
was also found that employee loyalty and
employee performance have a significant effect
so that it can be interpreted that the better
employee loyalty (Y1) will improve employee
performance (Y2).
The results of the research above have
been supported by previous research, for
example research conducted by Rahmawati
(2018), Nirmala (2018), and Martaperdana
(2019) which showing that there was an effect of
work life balance and employee loyalty. Putri (
2020) and Alfajar (2020) also found that work
engagement has a significant positive effect on
employee loyalty. Likewise, Noorhidayat (2017)
give the results of work life balance proven to
have a significant positive effect on employee
performance.
The results of research that have been
carried out are also supported by several
previous theories, one of which is according to
Dajendra (2013). With a work life balance,
employees will never ignore all aspects of work
life, personal, family, spiritual, and social.
According to Mendis & Weerakkody (2017),
employee performance is the ability of
employees to do work in a certain way that leads
to the organization and employees to achieve
common goals. According to Istijanto (2008),
employees who have high loyalty to a company
will be willing to work beyond ordinary
conditions, proud to tell about their company to
others, willing to accept various tasks, feel a
16
common value with the company, care about the
company as a whole, and feel inspired.
Conversely, employees who do not have loyalty
to the company are characterized by negative
feelings.
Overall, work life balance and work
engagement are one of the factors that influence
employee performance and employee loyalty in
working at a coffee shop in the lowokwaru sub-
district, Malang city.
6. CONCLUSION AND
RECOMMENDATION
Conclusion
This study was conducted with the aim of
analyzing the factors that influence work-life
balance and work engagement on employee
loyalty and performance. The results of research
that have been carried out show that:
1. Worklife balance and employee loyalty were
found to have a significant effect so that it can
be interpreted that the better the Worklife-
Balance (X1) will increase employee loyalty
(Y1)
2. Work engagement and employee loyalty are
found to have a significant effect, so it can be
interpreted that the better work engagement
(X2) will increase employee loyalty (Y1)
3. Worklife balance and employee performance
were found to have a significant effect so that
it can be interpreted that the better the
Worklife-Balance (X1) will increase
employee performance (Y2)
4. Work Engagement and employee
performance were found to have a significant
effect so that it can be interpreted that the
better Work Engagement (X2) will increase
employee performance (Y2)
5. Employee loyalty and employee performance
were found to have a significant effect so that
it can be interpreted that the better employee
loyalty (Y1) will increase employee
performance (Y2)
Overall, work life balance and work
engagement are factors that influence employee
performance and employee loyalty in working at
a coffee shop in the lowokwaru sub-district,
Malang city.
Recommendation
Based on the conclussion and limittion of
the research in this study, several suggestions
can be put forward which are expected to be
useful for the suggestions given include:
Profit: Jurnal Administrasi Bisnis | Volume. 17 No. 1 2023|
1. Café entrepreneurs must pay attention to and
provide appropriate policies for their
employees' work-life balance and always
provide rewards to employees who have high
work engagement in order to improve
employee performance and loyalty. Based on
this study, employees feel that their work life
sometimes disturb their personal life but they
are aware about this risk and tend to improve
their performance as long as the company
treath them properly.
2. Further research is expected to expand the
scope of the sample size so that the research
results can have a high level of generalization
and might include other independent and
dependent variables to expand the study.
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