Navigating Work-Life Balance: Job Demands, Social Support, and Personal Boundaries Among Generation Z Employees

Authors

  • Dhita Fadhillah Azza Universitas Semarang, Indonesia
  • Arumwardhani Nusandari Universitas Semarang, Indonesia
  • Rusmalia Dewi Universitas Semarang, Indonesia

DOI:

https://doi.org/10.61987/jemr.v5i5.3186

Keywords:

Work-Life Balance, Job Demands, Social Support

Abstract

Work-life balance is increasingly important as employees must manage demanding work responsibilities while maintaining meaningful participation in personal life. This study aimed to explore how Generation Z employees experience job demands, work-related pressure, social support, and boundaries between work and nonwork activities. A qualitative descriptive approach was employed through semi-structured interviews with eight employees occupying different positions within the same organization. Data were analyzed through data condensation, data display, and verification to identify patterns and variations across participants’ experiences. The findings revealed five interconnected themes: demands for speed and accuracy, pressure associated with mistakes and uncertainty, work extending into personal life, social support and its limitations, and task clarity and work-life boundaries. Some employees experienced continued work-related thoughts, fatigue, and reduced participation in family or personal activities, while others reported more manageable experiences when tasks were clear, teamwork was supportive, and work boundaries were maintained. The study implies that work-life balance should be addressed through context-sensitive workplace practices, including appropriate workload allocation, clearer task procedures, accessible task-specific assistance, and reasonable boundaries for work-related communication outside working hours.

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Published

2026-10-07

How to Cite

Azza, D. F., Nusandari, A., & Dewi, R. (2026). Navigating Work-Life Balance: Job Demands, Social Support, and Personal Boundaries Among Generation Z Employees . Journal of Educational Management Research, 5(5), 6193–6207. https://doi.org/10.61987/jemr.v5i5.3186

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