Work-Life Balance and Work Motivation as Predictors of Employee Performance Among K-Pop Fans

Authors

  • Nindia Tri Wulandari Institut Teknologi dan Bisnis Asia Malang, Indonesia
  • Mariana Puspa Dewi Institut Teknologi dan Bisnis Asia Malang, Indonesia

DOI:

https://doi.org/10.61987/jemr.v5i5.3299

Keywords:

Work-Life Balance, Motivation, Employee Performance, K-pop Enthusiasts

Abstract

Employee performance is an important factor in achieving organizational goals and is influenced by various individual and workplace factors. Work-life balance and motivation are considered essential aspects that may contribute to employees' ability to perform effectively, particularly among employees with an interest in K-pop. This study aims to examine the effects of work-life balance and motivation on employee performance, both partially and simultaneously, and to identify the variable with the stronger influence. This study employed a quantitative approach using an online questionnaire with a five-point Likert scale. A total of 103 respondents were selected through purposive sampling from an initial population of 113, after excluding eight respondents who did not meet the research criteria and two outliers. Data were analyzed using multiple linear regression with SPSS. The results indicate that work-life balance (B = 0.309; p < 0.001) and motivation (B = 0.412; p < 0.001) have significant positive effects on employee performance. Simultaneously, both variables explain 47% of the variance in employee performance (R² = 0.470). Motivation demonstrates a stronger influence (β = 0.461) than work-life balance (β = 0.328). These findings suggest that organizations should promote work-life balance and strengthen employee motivation to improve performance. Future research may examine additional factors associated with employee performance.

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Published

2026-11-03

How to Cite

Wulandari, N. T., & Dewi, M. P. (2026). Work-Life Balance and Work Motivation as Predictors of Employee Performance Among K-Pop Fans . Journal of Educational Management Research, 5(5), 6725–6740. https://doi.org/10.61987/jemr.v5i5.3299

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