THE INFLUENCE OF WORK-LIFE BALANCE AND

TRANSFORMATIONAL LEADERSHIP ON
ORGANIZATIONAL COMMITMENT WITH JOB
SATISFACTION AS A MEDIATING VARIABLE IN
PT BANK CENTRAL ASIA TBK

THESIS PROPOSAL

FELISIA
NIM B1024181014

INTERNATIONAL MANAGEMENT
FACULTY OF ECONOMICS AND BUSINESS
UNIVERSITAS TANJUNGPURA
PONTIANAK
2021
 CHAPTER I
INTRODUCTION

1.1. Research Background

Everyone has attributes and traits within their personality, some are loyal
towards their organization because they want to be, but some are loyal or
committed because they feel attached to the organization (Mathur & Salunke,
2015). All this time, organizational commitment plays a very important role and is
highly valuable as it has a huge influence on the performance and afterwards the
success of a company. This is because highly committed employees will align
with the values and goals of a company, have stronger desires to be parts of a
company, and are willing to show more of their organizational citizenship
behaviour for instance a willingness to do the job tasks beyond their formal basic
job tasks. Thus, if human resources are the greatest assets of an organization, then
committed human resources are the competitive advantage of an organization.
However, today, business competition is increasing and becoming tighter in the
current era of globalization and this has been a challenge for all companies
(Senjaya & Anindita, 2020), in which issue of organizational commitment has
been growing significantly over the period especially with globalization induced
employment opportunity within and abroad the nation. Now, organizations are in
the race of exerting pull of competent employees from competitors along with the
traditional focus of retaining competent employees. Eventually, psychological
attachment of employees towards their job and organization is the crux of human
resource management in the competitive world (Gautam, 2018).
Organizational commitment is a psychological construct which is a
characteristic of the relationship between organizational members and the
organization and has implications for individual decisions to continue
membership in organizations (Allen and Mayer, 1993). One of the way to increase
organizational commitment is to implement a good work-life balance program.
Work-life balance is a balance that includes that work or personal life load is
directly proportional to the improvement of the quality of work and personal life
(Fisher in Fisher-McAuley et al., 2003). Besides being influenced by work-life
balance, there is another factor affecting organizational commitment, namely
transformational leadership. Transformational leadership is a form of leadership
when leaders expand and increase the interest of their employees, when they
generate awareness and acceptance of the group's goals and mission, and when
they move their employees to look beyond their self-interest for the good of the
group (Bass, 1990). Furthermore, job satisfaction turns out to affect this
relationship as well. Job satisfaction is a person's general attitude towards one's
job which shows the difference between the amount of rewards employees receive
and the amount they believe they should receive (Robbins, 2003).
Several studies have been conducted between work-life balance,
transformational leadership, job satisfaction and organizational commitment.
D.S.R. Adikaram (2016) conducted a study on the impact of work life balance on
employee job satisfaction in private sector commercial banks of Sri Lanka. The
research result indicates that work life balance is significantly positively
correlated with job satisfaction. Timotius F.C.W. Sutrisno, Damelina B
Tambunan, Teofilus, Aria G Henryanto, and Devi R Wijayadne (2020) conducted
a study on transformational leadership and job satisfaction: a quantitative study on
textile companies in Solo Central Java. The research result indicates that
transformational leadership has a significant effect with positive direction on job
satisfaction. Moreover, Mohammad Awal Hossen and Md. Nazrul Islam (2019)
conducted a study on the impact of work life balance on organizational
commitment of university teachers: evidence from Jashore University of Science
and Technology. The research result indicates that work life balance has positive
impact on organizational commitment of university teachers. Furthermore, a study
was conducted by Imen Keskes, Jose M Sallan, Pep Simo, Vicenc Fernandez
(2018) on transformational leadership and organizational commitment: mediating
role of leader-member exchange. The research result indicates that
transformational leadership has positive influence on organizational commitment.
Also, Dr. Garima Mathur and Megha Salunke (2015) conducted a study on
organizational commitment and job satisfaction: a study of manufacturing sector.
The research result indicates that there is a positive relationship between job
satisfaction and organizational commitment. The independent variable (job
satisfaction) has significant impact on dependent variable (organizational
commitment).
Although these studies seem to show positive and significant results.
Another study by Darko-Asumadu, Daniel Ampema, Sika-Bright, Solomon, Osei-
Tutu, Brempong (2018) on the influence of work-life balance on employees’
commitment among bankers in Accra, Ghana shows that there is a weak but
positive relationship between work-life balance and commitment among
employees. Thus, as work-life balance increases, employees’ commitment to work
increases but just a little. Another study by Ali Çağlar Gulluce, Erdoğan Kaygin,
Sultan Bakadur Kafadar, Metin Atay (2016) on the relationship between
transformational leadership and organizational commitment: a study on the bank
employees shows that there is a positive but moderate relationship between
transformational leadership scale and organizational commitment scale. In
addition, a study by Senjaya and Anindita (2020) has revealed that there was the
research limitations that the authors suggest to add more variables and to do a
further research on other location as the research was just focused on one location.
These indicate that there is the research gap, thus the author of this research is
interested to do further research regarding work-life balance, transformational
leadership, job satisfaction and organizational commitment in PT Bank Central
Asia Tbk which is considered to be the largest privately-owned bank in Indonesia
according to Bank Indonesia (2020).

1.2. Research Problem

1.2.1. Problem Statement
Based on the research background, organizational commitment is crucial
for banking sector to maintain their performance and gain success. Two of key
factors that can affect organizational commitment are work-life balance and
transformational leadership. In addition, job satisfaction also turns out to affect
this relationship. Therefore, it is important to examine the relationship between
work-life balance and transformational leadership with job satisfaction and
organizational commitment. The formulation of problem in this research is how
work-life balance and transformational leadership influence organizational
commitment with job satisfaction mediating the relationship between them in PT
Bank Central Asia Tbk.

1.2.2. Research Question

Based on the research background above, the author could identify the
research questions as follow:
1. Does work-life balance have an influence on job satisfaction in PT Bank
Central Asia Tbk?
2. Does transformational leadership have an influence on job satisfaction in PT
Bank Central Asia Tbk?
3. Does work-life balance have an influence on organizational commitment in
PT Bank Central Asia Tbk?
4. Does transformational leadership have an influence on organizational
commitment in PT Bank Central Asia Tbk?
5. Does job satisfaction have an influence on organizational commitment in PT
Bank Central Asia Tbk?

1.3. Research Objective

According to the research background presented above, the objectives of
this research are to know the influence of work-life balance and transformational
leadership on organizational commitment with job satisfaction mediating the
relationship between them in PT Bank Central Asia Tbk:
1. To test and to analyze the influence of work-life balance on job satisfaction in
PT Bank Central Asia Tbk.
2. To test and to analyze the influence of transformational leadership on job
satisfaction in PT Bank Central Asia Tbk.
3. To test and to analyze the influence of work-life balance on organizational
commitment in PT Bank Central Asia Tbk.
4. To test and to analyze the influence of transformational leadership on
organizational commitment in PT Bank Central Asia Tbk.
5. To test and to analyze the influence of job satisfaction on organizational
commitment in PT Bank Central Asia Tbk.

1.4. Research Contribution

1.4.1. Theoretical Contribution
This research provides contribution for some parties, including:
1. The Company
The results of this research are expected to provide a useful contribution to
work-life balance, transformational leadership, job satisfaction and organizational
commitment. Thus, the company could find the right way in an attempt to use its
work-life balance and transformational leadership to improve job satisfaction and
organizational commitment.
2. The Academy
The results of this research are expected to help the learning process as
well as the application of science, especially Human Resource Management
(HRM), related to work-life balance and transformational leadership on job
satisfaction and organizational commitment.

1.4.2. Practical Contribution

The results of this research provide contribution for other parties. It can be
used as an additional reference or for the development of new ideas for further
research and as a consideration of companies or other institutions facing similar
problems.

1.5. Contextual Description

The object of this research is PT Bank Central Asia Tbk as Kubu Raya's
main branch office located on Jalan Arteri Supadio, Kubu Raya, Kalimantan
Barat. PT Bank Central Asia Tbk itself is considered to be the largest privately-
owned bank in Indonesia. Concerning the current condition of human resource
management, PT Bank Central Asia Tbk is said to be committed in ensuring
employee job satisfaction by maintaining a balance between work and personal
life so that work efficiency can be maximized. To that end, the bank offers various
activities and training aimed not only to improve skills related to employee duties
and obligations, but also to meet their personal needs. BCA provides various
training programs related to health, financial management, and child care, as well
as training for preparation for retirement.  Various group activities held to support
employee hobbies have increased rapidly in terms of number of participants and
have been able to facilitate employees' ability to pursue personal interests outside
of their work routine. This community includes photography, fishing, biking and
hiking. BCA also provides counseling services to help employees find solutions to
problems in their personal lives through Halo SDM. Moreover, the work life
balance program is also supported by the implementation of flexible working
hours in the Information Technology (IT) Group work units starting 2016 as an
effort to provide a more comfortable and flexible work environment. This work
pattern provides flexibility for employees in determining working hours that are
not fixed to the prevailing office operating hours, but instead work based on the
number of daily working hours. Furthermore, since 2010, BCA has organized a
Day Care Program at several bank offices. This program is intended for
employees' children of elementary school age and takes place after the Idul Fitri
holiday. In addition, BCA also conducts training and education oriented towards
the banking industry which emphasizes the development of soft skills that are as
important as improving technical skills. This program includes topics in the field
of leadership. The transformation made by BCA to Halo BCA has changed the
orientation of the division from previously being a contact center to being a center
of digital. This achievement cannot be separated from the quality of competent
human resources, in this case leadership, which is obtained from the results of
continuous human resource development.
 CHAPTER II
LITERATURE REVIEW

2.1. Theoretical Basis

2.1.1. Organizational Commitment
2.1.1.1. Definition of Organizational Commitment
Organizational commitment is one aspect that influences employee
behavior in organizations. The commitment that employees have to the
organization can be said to be an organizational commitment. Employees who
have organizational commitment will try to get involved in activities to advance
the company. Employees will choose to stay in the company and continue their
membership as a form of organizational commitment that employees have. Allen
and Mayer (1993) state that organizational commitment is a psychological
construct which is a characteristic of the relationship between organizational
members and the organization and has implications for individual decisions to
continue membership in organizations. Members who are committed to the
organization will be more able to survive as part of the organization.
Organizational commitment is an attitude that reflects employee loyalty
to the organization and a continuous process in which organizational members
express their concern for the organization. Luthans (2006) in the book
Organizational Behavior defines organizational commitment as an attitude,
namely:
1. Strong desire to remain a member of a certain organization.
2. The desire to try hard according to the wishes of the organization.
3. Certain beliefs, acceptance of organizational values and goals.
Employee commitment to the organization is more than just passive
loyalty to the organization. This involves an active relationship in which
employees try to contribute to the achievement of company goals. The employee's
organizational commitment is shaped by the work environment and through the
employee's self-development process.
 Organizational commitment shows employee loyalty to an organization or
company. This loyalty can be in the form of a willingness to work harder for the
achievement of company goals. According to Robbins (2007) employee
commitment is an attempt to define and involve oneself in the organization and
there is no desire to leave it. Commitment to the organization shows the
employees' efforts and willingness to exert all efforts for the benefit of the
organization and an interest in remaining part of the organization.

2.1.1.2. Factors Affecting Organizational Commitment

The commitment that employees have to this organization is an employee's
effort to get involved in the company. The commitment of employees is
influenced by factors that come from internal and external employees. According
to Minner (2008), organizational commitment is influenced by the following
factors.
1. Personal factors such as age, gender, level of education, work experience and
personality.
2. Job characteristics such as scope of position, challenges in work, role
conflicts, level of difficulty at work.
3. Characteristics of the structure such as the size of the organization, the form
of the organization, the presence of a work union, and the level of control
exercised by the organization towards employees.
4. Work experience, someone's experience affects the level of employee
commitment to the organization. Employees who are new and who have
worked for a long time have different levels of commitment.
Employee commitment to the organization does not just arise, but through
a long and gradual process. Employee commitment is also shaped by a number of
factors. Steers and Porter (1983) distinguish the factors that influence
commitment into four categories, namely:
1. Personal characteristics, including age, tenure, achievement motives, gender,
race, and personality factors. While the level of education has a negative
correlation with company commitment. Employees who have worked for
 longer hours show a high level of commitment.
2. Job characteristics, including clarity and alignment of roles, feedback, job
challenges, autonomy, opportunities for interaction, and job dimensions.
3. Structural characteristics, including the degree of formalization, functional
dependence, decentralization, the level of participation in decision making
and the control function in the company.
4. Work experience is seen as an important socialization force for employees
because it has a positive correlation with organizational commitment.

2.1.1.3. Organizational Commitment Indicators

Organizational commitment can describe the desire of employees to
participate in achieving company goals and employee loyalty to the company.
According to Mowday, et al (1983) organizational commitment can be measured
using four indicators that have been developed as follows:
1. A strong desire to remain as a member, employees are proud to work for the
company, and consider the company as a good place to work.
2. The desire to try hard at work, the feeling of comfort felt by employees makes
employees motivated to always perform better.
3. Acceptance of organizational values, employees feel that the values that are
applied and applicable in the company are in accordance with the values held
by employees.
4. Acceptance of organizational goals, the desire to remain in the company makes
employees try hard in carrying out their duties so that the company goals are
achieved.
The commitment that employees have has different levels, from low to
high levels. To measure the level of commitment of employees Mayer, et al
(1993) states that commitment can be divided into 3 dimensions, namely:
1. Affective commitment
The affective component is related to the emotional, identification, and
involvement of employees in an organization.
2. Continuance commitment
 This commitment is based on employees' perceptions of the losses they will
face if employees leave the organization. Employees with a strong
sustainability commitment will continue their membership in the organization,
because they need it.
3. Normative commitment
Normative is the employee's feelings about the obligation he has to give to the
organization, and this action is the right thing to do. Employees with a strong
normative commitment will continue to join the organization because they
have had enough with their lives.

2.1.2. Job Satisfaction

2.1.2.1. Definition of Job Satisfaction
Basically, in job satisfaction, there are individual differences, according to
the individual's perception of his job. Individual perceptions of work and its
results as well as related factors around their work affect the individual's feelings
or attitudes towards their work. Employees with a high level of satisfaction show
a positive attitude with the job they have. Meanwhile, someone who is not
satisfied with his job shows a negative attitude towards the job. Job satisfaction is
closely related to the sustainability of employees in a company. Employees who
feel that they get job satisfaction tend to choose to stay longer at the company.
Meanwhile, employees who feel job dissatisfaction tend to think about leaving the
company. According to Robbins (2003), job satisfaction is a person's general
attitude towards one's job which shows the difference between the amount of
rewards employees receive and the amount they believe they should receive.
Job satisfaction reflects a person's emotional state or feelings about his job.
This is manifested by employees' attitudes towards work and everything in their
work environment. Kreitner and Kinicki (2001) argue that job satisfaction is an
effectiveness or emotional response to various aspects of work. Job satisfaction
has great benefits for employees who carry out their duties. Employees have high
morale and increased employee work commitment is a benefit of job satisfaction
in employees.
 Job satisfaction shows a match between the expectations that arise from an
employee and the benefits provided by the company. Breuer (2004) states that
employees who consider themselves valued by their company will be satisfied,
more loyal to the company and more creative. Employee job satisfaction or
dissatisfaction depends on the difference between what is expected or it can be
said that the job satisfaction of each employee is different.
Job satisfaction is one of the factors of an employee's performance. From
the theories put forward by experts, it is known that job satisfaction is an
employee's emotional state whether happy or not happy with the situation in
carrying out the job. If the employee gets a reward in accordance with his
expectations, then the employee can feel the job satisfaction. Satisfied employees
will show a positive attitude towards their work.

2.1.2.2. Factors Affecting Job Satisfaction

Job satisfaction has factors in influencing the feelings of employees about
their jobs. These factors can increase the job satisfaction of employees or vice
versa. Luthans (2006) suggests that the factors that influence job satisfaction are
as follows:
1. The work itself
Which includes jobs that provide satisfaction are interesting and challenging
jobs, jobs that are not boring, and jobs that can provide status.
2. Wages or salaries
Wages and salaries are significant, but complex and multidimensional factors
in satisfaction.
3. Promotion
The opportunity to be promoted seems to have various effects on job
satisfaction, because promotion takes different forms and the rewards vary.
4. Supervision
Supervision is one important thing and is another source of job satisfaction.
5. Team work
 Basically, the work group will have an effect on job satisfaction. Friendly and
cooperative coworkers are a source of job satisfaction for employees.
6. Working conditions or work environment
If the working conditions are good, the employees will be eager to leave their
jobs.
Job satisfaction factors relate to job content, job performance, supervision,
organizational management, opportunities for advancement for employees,
salaries received and other financial benefits.

2.1.2.3. Job Satisfaction Indicator

The level of job satisfaction of each individual is different. Employee job
satisfaction depends on what is expected and what is received. The level of job
satisfaction is related to the physical aspects of doing work, the conditions of the
work environment, co-workers and their interactions. The level of job satisfaction
can be seen through job satisfaction indicators. Job satisfaction indicators are
proposed by Sowmya and Panchanatham (2011) which states that job satisfaction
can be measured using the following five indicators:
1. Salary and promotion, in terms of salary is measured by fairness in the
provision of salaries, the amount of salary received and the appropriateness of
the remuneration for work. While promotion is seen from the opportunities to
achieve advancement in position.
2. Organizational aspects, namely the attitudes that employees have towards
organizational conditions. This can be measured by the feelings employees
have for the organization and the treatment the organization has on
employees.
3. Supervisory behavior, the supervisor's ability to show concern for employees
such as supervision and delivery of organizational policies.
4. Employment and working conditions that indicate the degree to which job
tasks are considered attractive and provide opportunities for learning and
accepting responsibility.
5. Behavior of coworkers that can be measured by pleasant coworker behavior
 and communication between employees
In general, the job satisfaction of each individual in the company is
different. The job satisfaction of an employee will have an impact on the
employee's performance. According to Robbins (2003), to find out employee job
satisfaction is measured using five indicators:
1. Satisfaction with salary, namely the wages that a person earns is proportional
to the work done and is the same as the wages received by other people in the
same work position.
2. Satisfaction with the job itself, namely the extent to which the job provides an
opportunity for someone to learn to take responsibility for a particular task
and the challenge of achieving an interesting job.
3. Satisfaction with promotion, namely the opportunity for someone to achieve
or be promoted to a higher level in the organization.
4. Satisfaction with superiors' attitudes, namely the superior's ability to provide
technical assistance and support for jobs that are the responsibility of
subordinates.
5. Satisfaction with colleagues, namely the extent to which colleagues are
technically proficient and socially supportive of other coworkers' duties.
Employee job satisfaction is more influenced by factors originating from
external employees, as well as job satisfaction indicators. The indicators used to
measure job satisfaction are influenced by external factors of employees.

2.1.3. Work-Life Balance

2.1.3.1. Definition of Work-Life Balance
The term work-life balance was first recognized by British society in the
late 1970s. At that time, work-life balance was defined as a balance between
individual work and the individual's personal life. Even though in the few years
after being known, the term work-life balance is still rarely mentioned and
discussed in daily life.
According to Greenhaus, Collins, and Shaw (2002), balance is generally
seen as the absence of conflict. But when connected and included in the meaning
of work-life balance, balance here comes from effectiveness (good functioning,
productive, successful) and positive impacts (satisfying, happy) both for work and
family roles (Direnzo, 2010). It can be said that individuals who pay attention to
the balance of work-life and personal life are individuals who are more concerned
with their psychological well-being rather than pursuing wealth alone (Westman,
Brough, & Kalliath, 2009). Work-life balance is a balance that includes that work
or personal life load is directly proportional to the improvement of the quality of
work and personal life (Fisher in Fisher-McAuley et al., 2003).
Based on the description of work life balance above, it can be concluded
that work life balance is the ability of individuals to be able to allocate their time
and energy in two different domains, namely the work environment and the
environment outside of work such as family, hobbies, religion, education, and
social life by reducing the conflict between the two domains.

2.1.3.2. Work-Life Balance Aspects

Fisher, Bulger, and Smith (2009) also said that work-life balance has four
shaping dimensions, namely:
1. Work Interference with Personal Life
This aspect refers to the extent to which work can interfere with an individual's
personal life. For example, working can make it difficult for a person to
manage time for his personal life, for example when someone has to work
overtime due to targets that must be completed, thus making workers spend
more time at work than in their personal life.
2. Personal Life Interference with Work
This aspect refers to the extent to which an individual's personal life interferes
with his work life. For example, if an individual has a conflict in his personal
life, this can interfere with the individual's performance at work. For example,
when individuals experience problems with their families such as husbands,
parents, children, it will make the individual unfocused and not enthusiastic at
work, thus hindering him from doing the tasks that must be fulfilled.
3. Personal Life Enhancement of Work
 This dimension refers to the extent to which a person's personal life can
improve individual performance in the world of work. For example, if the
individual feels happy because his personal life is pleasant, this can make the
individual's mood at work pleasant. Individuals who have a good personal life
make individuals feel happy and feel sufficient for their personal lives, so that a
positive feeling appears when they are at work, so that when they are at work,
individuals do their job optimally.
4. Work Enhancement of Personal Life
This dimension refers to the extent to which work can improve the quality of
an individual's personal life. For example, the skills that individuals acquire at
work allow individuals to utilize these skills in everyday life.
So, in conclusion the aspects of work-life balance expressed by Fisher,
Bulger, and Smith (2009) are Work Interference with Personal Life, Personal Life
Interference with Work, Personal Life Enhancement of Work, and Work
Enhancement of Personal Life.

2.1.4. Transformational Leadership

2.1.4.1. Definition of Transformational Leadership
Burns (1978) defines transformational leadership as a specific set of
behaviors from a process in which leaders and followers raise each other to higher
levels of morality and motivation. Extending Burns' early theory, Bass (1990)
defines transformational leadership as a form of leadership when leaders expand
and increase the interest of their employees, when they generate awareness and
acceptance of the group's goals and mission, and when they move their employees
to look beyond their self-interest for the good of the group. Transformational
leaders inspire their subordinates to put their personal interests aside for the good
of the organization and are able to exert tremendous influence on their
subordinates. Transformational leaders also use a supportive attitude towards
employees, provide an explanation of the vision, foster hope, encourage
employees to innovate, consider individuals and expand communication.
2.1.4.2. Transformational Leadership Dimensions
Bass and Avolio (1993) argue that transformational leadership has four
dimensions called The Four I's. The following are the characteristics of the Four I
dimension:
1. Idealized Influence or Charisma.
The idealized influence is behavior that evokes strong emotions and
identification from subordinates to the leader. Idealized influence is
characterized by a leader who provides a vision and mission, instills pride, and
earns respect and trust. Leaders prioritize the interests of the organization and
the interests of subordinates rather than their own interests. The leader can give
the impression to his subordinates that he has expertise in doing his job.
2. Inspirational Motivation
Inspirational motivation is the behavior of a leader in arousing the motivation
of his subordinates. Inspirational motivation is characterized by leaders who
communicate high expectations, use symbols to focus efforts, and state
important goals in simple ways. Leaders can inspire or motivate their
subordinates by providing confidence that goals can be achieved. This will
have an impact on subordinates who feel able to carry out work tasks and are
able to provide various ideas.
3. Intellectual stimulation
Intellectual stimulation is a behavior that increases subordinates' awareness of
problems and influences subordinates to see problems from a new perspective.
Intellectual stimulation is characterized by a leader who increases intelligence,
thinks rationally, and solves problems carefully. Leaders are able to foster new
ideas, provide creative solutions to problems faced by subordinates, and
provide motivation to subordinates to find new approaches in carrying out their
work.
4. Individual Considerations
Individual consideration is the behavior of the leader in providing support,
encouragement and training to each of his subordinates. Characterized by a
leader who gives personal attention, treats each subordinate individually, and
 trains and advises. The leader listens attentively to input from subordinates. In
addition, leaders also pay attention to, nurture, guide and train each person
personally and personally.

2.2. Previous Research

Previous research is a collection of research results that have been done by
previous researchers and is related to the research that will be carried out. The
following are the results of research related to the influence of organizational
culture and compensation towards performance.

Table 2.1
Previous Research
Name and Title of Journal
No. Volume of (Researcher, Keywords Variables Measurements Findings
Journal Year)
1. International Impact of Work Work Life Work-Life  Work-Life Work life balance
Journal of Life Balance on Balance, Job Balance Balance: working is significantly
Scientific Employee Job Satisfaction, → hours, working positively
Research and Satisfaction in Work Force, Job conditions, work correlated with
Innovative Private Sector Private Satisfaction pressure, change of job satisfaction.
Technology Commercial Commercial job, and work-life
ISSN: 2313- Banks of Sri Banks balance programs.
3759 Vol. 3 Lanka (D.S.R.
No. 11; Adikaram, 2016)  Job
November Satisfaction: a
2016 person's ability
to complete
required tasks,
the level of
communication
in an
 organization,
and the way
management
treats
employees.
2. International Work-Life Work-Life Work-Life  Work-Life There was a
Journal of Balance and Job Balance, Job Balance Balance: working significant effect
Control and Satisfaction: A Satisfaction, → hours, working of work-life
Automation Case Study of Bank, Jakarta Job conditions, work balance on job
Vol. 13, No. 4, Employees on Satisfaction pressure, change of satisfaction in the
(2020), pp. 439 Banking job, and work-life bank industry in
- 451 Companies in balance programs. Jakarta,
Jakarta Indonesia.
(Kasbuntoro,  Job Satisfaction:
Dasih Irma, Sari work-life
Maemunah, Imam balance.
Mahfud,
Mochammad
Fahlevi, Ryani
Dhyan Parashakti,
2020)
3. Problems and Impact of Work- Women Work-Life  Work-Life There are positive
Perspectives in Life Balance on Doctors, Balance Balance: time and significant
Management, Job Satisfaction Hospital, → balance, relationships
14(2-2), 319- of Women Work-Life Job psychological between worklife
324 Doctors Balance, Job Satisfaction involvement balance and job
(Anuradha and Satisfaction balance, and satisfaction.
Mrinalini Pandey, satisfaction
2016) balance
(Greenhaus and
colleagues,
 2003).

 Job Satisfaction:
appreciation,
communication,
co-workers,
fringe benefits,
job conditions,
nature of the
work,
organization,
personal
growth, policies
and procedures,
promotion
opportunities,
recognition,
security, and
supervision
(Spector, 1997).
4. Psychology The Role of Job Job Work-Life  Work-Life The result of this
and Education Satisfaction as Satisfaction, Balance Balance: Work research indicates
(2020) 57(2): Mediator between Organization → Interference a significant
106-110 WorkLife al Job with Personal positive influence
Balance and Commitment Satisfaction Life (WIPL), of lecturer’s
Organizational , Higher- Personal Life work-life balance
Commitment Educational, Interference on job
among Lecturers Work-Life with Work satisfaction.
(Reza Lidia Sari Balance (PLIW),
and Ali Nina Personal Life
Liche Seniati, Enhancement of
 2020) Work (PLEW),
and Work
Enhancement of
Personal Life
(WEPL)
(Fishcer, Bulfer,
& Smith, 2009).

 Job Satisfaction:
job,
superordinate,
colleagues,
work facilities,
reward,
promotion, and
communication
(Spector, 1997).
5. Leadership & Transformational Leadership Transformatio  Transformation There is a
Organization Leadership and Styles, Full- nal Leadership al Leadership: relationship
Development Job Satisfaction: Range → idealized between each of
Journal Vol. 39 The Moderating Theory, Job influence, the four
No. 4, 2018 pp. Effect of Organization Satisfaction inspirational dimensions of
522-537 Contingent al Study, motivation, transformational
Reward (Albert Path-Goal intellectual leadership style
Puni, Ibrahim Theory stimulation, and and employee job
Mohammed, individual satisfaction.
Emmanuel consideration Specifically, the
Asamoah, 2018) (Bass and Avoli transformational
o, 1990) leadership styles
have positive
influences on job
  Job satisfaction
Satisfaction: among the bank
pay, benefits, employees.
promotion,
work
conditions,
supervision,
organizational
practices, and
relationships
with co-workers
(Misener et al.,
1996).
6. MIX: Jurnal Transformational Transformati Transformatio  Transformation Transformational
Ilmiah Leadership and onal nal Leadership al Leadership: leadership has a
Manajemen, Job Satisfaction: Leadership, → idealized significant effect
Volume 10, A Quantitative Reward, Job Job influence, with positive
No. 3, Oktober Study on Textile Satisfaction, Satisfaction inspirational direction on job
2020 Companies in Textile motivation, satisfaction.
Solo Central Java Companies intellectual
(Timotius F.C.W. stimulation, and
Sutrisno, individual
Damelina B consideration
Tambunan, (Bass and Avoli
Teofilus, Aria G o, 1990)
Henryanto, and
Devi R  Job
Wijayadne, 2020) Satisfaction: job
promotion, job
relations, and
job
 characteristic.
7. Jurnal Transformational Transformati Transformatio  Transformation Transformational
Manajemen Leadership onal nal Leadership al Leadership: leadership
dan Pemasaran Positive Influence Leadership, → idealized significantly
Jasa Vol. 13 toward Employee Job Job attribution, affects employee
No. 2 Engagement Satisfaction, Satisfaction idealized job satisfaction.
September through Job Organization behaviour,
2020: 281-296 Satisfaction and al inspirational
Its Effect on Commitment motivation,
Improving , And intellectual
Organizational Employee stimulation, and
Commitment Engagement individual
(Anik consideration.
Herminingsih,
2020)  Job
Satisfaction:
salary,
profession,
promotion,
supervisor, and
colleague.
8. Pakistan Influence of Inspiration Transformatio  Transformation Components of
Journal of Transformational Motivation, nal Leadership al Leadership: TL have effect
Commerce and Leadership Intellectual → idealized with job
Social Components on Stimulation, Job influence, satisfaction of
Sciences 2017, Job Satisfaction Transformati Satisfaction inspirational employees.
Vol. 11 (1), and onal motivation,
147-166 Organizational Leadership intellectual
(PJCSS) Commitment Style, stimulation, and
(Waqas Umer Employee individual
Malik, Muqaddas Satisfaction, consideration
 Javed, Syed Organization (Bass and Avoli
Taimoor Hassan, al o, 1990)
2017) Commitment
 Job
Satisfaction:
Job Satisfaction
Index (JSI)
(Brayfield and
Rothe, 1951)
9. International Impact of Work Work Life Work-Life  Work-Life Work life balance
Journal of Life Balance on Balance, Balance Balance: time has positive
Scientific Organizational Organization, → balance, impact on
Research and Commitment of Family, Organizational psychological organizational
Management University Commitment Commitment involvement commitment of
(IJSRM) || Teachers: , University balance, and university
Volume||07|| Evidence from Teachers, satisfaction teachers.
Issue||04|| Jashore JUST balance
Pages||EM- University of (Greenhaus and
2019-1073- Science and colleagues,
1079||2019|| Technology 2003).
(Mohammad
Awal Hossen and  Organizational
Md. Nazrul Islam, Commitment:
2019) affective,
normative, and
continuance
commitment
(Meyer and
Allen, 1991).
10. Diponegoro Work-Life Work-Life Work-Life  Work-Life The dimensions
International Balance as a Balance, Balance Balance: time of work-life
 Journal of Predictor of Time → balance, balance (time
Business Vol. Organizational Balance, Organizational psychological balance,
2, No. 1, 2019, Commitment: A Involvement Commitment involvement involvement
pp. 18-22 Multidimensional Balance, balance, and balance, and
Approach Satisfaction satisfaction satisfaction
(Stefanus Balance, balance balance)
Rumangkit and Z Organization (Greenhaus and positively affects
Zuriana, 2019) al colleagues, organizational
Commitment 2003). commitment.

 Organizational
Commitment:
affective,
normative and
continuance
Commitment
(Meyer and
Allen, 1991).
11. International Impact of Work– Work–Life Work-Life  Work-Life WLB affected OC
Journal of Life Balance on Balance, Balance Balance: work positively and
Organizational Organizational Organization → place support significantly in
Analysis Vol. Commitment of al Organizational (WPS), work totality also,
28 No. 4, 2020 Women Health- Commitment Commitment interference with implying that
pp. 917-939 Care Workers , Women personal life most of the
Structural Workers, (WIPL), personal women workers
Modeling Health-Care, life interference consider WLB as
Approach (Sana India with work (PLIW), a necessary factor
Shabir and Abdul satisfaction with that makes them
Gani, 2020) WLB (SWLB), stay in their
and improved respective
effectiveness at
 work (IEW) (Banu organizations.
and Duraipandian,
2014).

 Organizational
Commitment:
affective,
normative, and
continuance
commitment
(Meyer and
Allen, 1991).
12. African The Influence of Work-Life Work-Life  Work-Life There is a weak
Journal of Work-Life Balance, Balance Balance: time positive
Social Work, Balance on Employee → balance, relationship
8(1), March Employees’ Commitment Organizational psychological between work-life
2018 Commitment , Ghana Commitment involvement balance and
among Bankers in balance, and commitment
Accra, Ghana satisfaction among
(Darko-Asumadu, balance employees. Thus,
Daniel Ampema, (Greenhaus and as work-life
Sika-Bright, colleagues, balance increases,
Solomon, Osei- 2003). employees’
Tutu, Brempong, commitment to
2018)  Organizational work increases
Commitment: but just a little.
affective,
normative, and
continuance
commitment
(Meyer and
 Allen, 1991).
13. International The Influence of Affective Transformatio  Transformation The top-level
Journal of Transformational Commitment nal Leadership al Leadership: managers’
Business and Leadership , → core transformational
Management; Behaviours on Continuance Organizational transformational leadership
Vol. 12, No. 4; Organizational Commitment Commitment leadership, behaviours show
2017 Commitment in , Normative providing significant effects
Omani Commitment individualized on middle-
Governmental , Oman support (PIS), managers’ overall
Organizations Organization intellectual organizational
(Salim Musabah al stimulation (IS), commitment.
Bakhit Al Zefeiti, Commitment and setting high
2017) , Public performance
Organization, expectation
Transformati (Podsakoff,
onal MacKenzie,
Leadership Moorman, and
Behaviors Fetter, 1990).

 Organizational
Commitment:
affective,
normative, and
continuance
commitment
(Meyer and
Allen, 1991).
14. BENEFIT The Influence of Transformati Transformatio  Transformation Transformational
Jurnal Transformational onal nal Leadership al Leadership: leadership has
Manajemen Leadership on Leadership, → idealized positive influence
dan Bisnis Organizational Procedural influence, on organizational
 Volume 3, Commitment and Justice, Organizational inspirational commitment.
Nomor 1, Juni Job Satisfaction Organization Commitment motivation,
2018: 1-14 with Procedural al intellectual
Justice as Commitment stimulation, and
Mediating , Job individual
Variable (Rico Satisfaction consideration
Saktiawan Jang (Bass and Avoli
Jaya, 2018) o, 1990)

 Organizational
Commitment:
affective,
normative, and
continuance
commitment
(Meyer and
Allen, 1991).
15. Journal of The Relationship Leadership, Transformatio  Transformation There is a positive
Service between Transformati nal Leadership al Leadership: moderate
Science and Transformational onal → idealized relationship
Management, Leadership and Leadership, Organizational influence, between
2016, 9, 263- Organizational Organization Commitment inspirational transformational
275 Commitment: A al motivation, leadership scale
Study on the Commitment intellectual and
Bank Employees stimulation, and organizational
(Ali Çağlar individual commitment
Gulluce, Erdoğan consideration scale.
Kaygin, Sultan (Bass and Avoli
Bakadur Kafadar, o, 1990)
Metin Atay,
2016)
  Organizational
Commitment:
affective,
normative, and
continuance
commitment
(Meyer and
Allen, 1991).
16. Journal of Transformational Transformati Transformatio  Transformation Transformational
Management Leadership and onal nal Leadership al Leadership: leadership has
Development Organizational Leadership, → idealized positive influence
Vol. 37 No. 3, Commitment: Organization Organizational influence, on organizational
pp. 271-284 Mediating Role of al Commitment inspirational commitment.
Leader-Member Commitment motivation,
Exchange (Imen , Leader- intellectual
Keskes, Jose M Member stimulation, and
Sallan, Pep Simo, Exchange, individual
Vicenc Multidimensi consideration
Fernandez, 2018) onal (Bass and Avoli
Constructs o, 1990)

 Organizational
Commitment:
affective,
normative, and
continuance
commitment
(Meyer and
Allen, 1991).
17. Dinamika Improving Job Job Job  Job Job satisfaction
Pendidikan 15 Satisfaction and Satisfaction, Satisfaction: (KK) has a
 (2) (2020) 172- Organizational Organization Satisfaction Minnesota positive and
189 Commitment: al → Satisfaction significant effect
Analysis of the Commitment Organizational Questionnaire on organizational
Effects of the , Commitment (MSQ) (Weiss commitment
Principal Transformati et al., 1967). (KO).
Transformational onal
Leadership Leadership  Organizational
(Dewiana Commitment:
Novitasari, 2020) affective,
normative, and
continuance
commitment
(Meyer and
Allen, 1991).
18. APOTHEOSIS Organizational Organization Job  Job There is a positive
: Tirpude’s Commitment and al Satisfaction Satisfaction: relationship
National Job Satisfaction: Commitment → appreciation, between job
Journal of A Study of , Job Organizational communication, satisfaction and
Business Manufacturing Satisfaction, Commitment co-workers, organizational
Research Sector (Dr. Manufacturin fringe benefits, commitment. The
(TNBJR) Garima Mathur, g job conditions, independent
Volume 4 Megha Salunke, nature of the variable (job
Issue 1 2015) work, satisfaction) has
organization, significant impact
personal on dependent
growth, policies variable
and procedures, (organizational
promotion commitment).
opportunities,
recognition,
security, and
 supervision
(Spector, 1997).

 Organizational
Commitment:
affective,
normative, and
continuance
commitment
(Meyer and
Allen, 1991).
19. Management& Effect of Job Job Job  Job Job satisfaction is
Marketing, Satisfaction on Satisfaction, Satisfaction Satisfaction: significantly
volume XIV, Organizational Intrinsic → intrinsic correlated with
issue 1/2016 Commitment Satisfaction, Organizational satisfaction organizational
(Azman Ismail Extrinsic Commitment (Ahmad et al., commitment. Job
and Mohd Satisfaction, 2012; satisfaction highly
Ridwan Abd Organization Elizeberth & associates with
Razak, 2016) al Zakkariya, organizational
Commitment 2015; Jacob et commitment in
al., 2010) and the studied
extrinsic organizations.
satisfaction
(Patrick et al.,
2009; Ahmad et
al., 2012;
Elizeberth &
Zakkariya,
2015).
  Organizational
Commitment:
organizational
commitment
literature
(Appelbaum,
2013; Elizeberth
& Zakkariya,
2015; Nick,
2012).
20. Journal of The Role of Organization Job  Job The results show
Applied Transformational al Culture, Satisfaction Satisfaction: that there is a
Management Leadership and Job → the job itself, relationship
(JAM) Volume Organizational Satisfaction, Organizational salary, between job
18 Number 4, Culture towards Organization Commitment promotion satisfaction and
December Organizational al opportunities, organizational
2020 Commitment Commitment supervision, and commitment. This
through Job , co-workers shows that high
Satisfaction Transformati (Luthan, 2006). job satisfaction
among Mining onal can increase
Industry Leadership,  Organizational organizational
Employees (Veny Mining Commitment: commitment in
Senjaya and Rina Industry affective, mining industry
Anindita, 2020) normative, and employees.
continuance
commitment
(Meyer and
Allen, 1991).
Source: Journal

2.3. Conceptual Framework and Hypothesis

2.4. Relationship among Variables
2.3.1. Relationship between Work-Life Balance and Job Satisfaction
Parvin and Kabir (2011) stated that organizations should provide work life
balance facilities to their employees so that employees can perform their duties
effectively and leads organization to the success. Ezra and Deckman (1991)
revealed that satisfaction with work-life balance is a major component of
employee’s job satisfaction.
D.S.R. Adikaram (2016) conducted a study on the impact of work life
balance on employee job satisfaction in private sector commercial banks of Sri
Lanka. The research result indicates that work life balance is significantly
positively correlated with job satisfaction. Kasbuntoro, Dasih Irma, Sari
Maemunah, Imam Mahfud, Mochammad Fahlevi, and Ryani Dhyan Parashakti
(2020) also conducted a study on work-life balance and job satisfaction: a case
study of employees on banking companies in Jakarta. The research result also
indicates that there was a significant effect of work-life balance on job satisfaction
in the bank industry in Jakarta, Indonesia. In addition, Anuradha and Mrinalini
Pandey (2016) conducted a study on impact of work-life balance on job
satisfaction of women doctors. The research result indicates that there are also
positive and significant relationships between worklife balance and job
satisfaction.

2.3.2. Relationship between Transformational Leadership and Job

Satisfaction
Abelha et al. (2018), revealed that transformational leaders function as
inspiration for their followers by engaging in effective communication that
commitment, encourages trust, and eventually increases job satisfaction. The
stronger the transformational leadership style a leader has, the more employee job
satisfaction increase. ElKordy (2013), said that leaders need to realize that the
shared values and norms that shape organizational culture are important drivers of
job satisfaction.
Several studies show a positive relationship between transformational
leadership and job satisfaction. Timotius F.C.W. Sutrisno, Damelina B
Tambunan, Teofilus, Aria G Henryanto, and Devi R Wijayadne (2020) conducted
a study on transformational leadership and job satisfaction: a quantitative study on
textile companies in Solo Central Java. The research result indicates that
transformational leadership has a significant effect with positive direction on job
satisfaction. Also, Albert Puni, Ibrahim Mohammed, Emmanuel Asamoah (2018)
conducted a study on transformational leadership and job satisfaction: the
moderating effect of contingent reward. The research result indicates that there is
a relationship between each of the four dimensions of transformational leadership
style and employee job satisfaction. Specifically, the transformational leadership
styles have positive influences on job satisfaction among the bank employees.

2.3.3. Relationship between Work-Life Balance and Organizational

Commitment
A literature review by Deery (2008), focusing on the role of work-life
balance, finds that personal life-work balance can influence employee’s work
attitude, for instance improving organizational commitment. The more a person is
preoccupied with job responsibilities, the higher will be the work-family conflict
which leads to lower commitment (Adams et.al., 1996). Further, work-life balance
is also related to employee’s decision to stay or quit their workplace.
Mohammad Awal Hossen and Md. Nazrul Islam (2019) conducted a study
on the impact of work life balance on organizational commitment of university
teachers: evidence from Jashore University of Science and Technology. The
research result indicates that work life balance has positive impact on
organizational commitment of university teachers. Another study was conducted
by Stefanus Rumangkit and Z Zuriana (2019) on work-life balance as a predictor
of organizational commitment: a multidimensional approach. The research result
indicates that the dimensions of work-life balance (time balance, involvement
balance, and satisfaction balance) positively affects organizational commitment.
In addition, Sana Shabir and Abdul Gani (2020) conducted a study on the impact
of work–life balance on organizational commitment of women health-care
workers structural modeling approach. The research result indicates that work-life
balance affected organizational commitment positively and significantly in totality
also, implying that most of the women workers consider work-life balance as a
necessary factor that makes them stay in their respective organizations.

2.3.4. Relationship between Transformational Leadership and

Organizational Commitment
Transformational leadership facilitates organizational commitment, Limsili
and Ogunlana, (2008) and leader-member exchange and organizational
commitment being influenced by features of transformational leadership, Shiva
and Suar, (2010). Scholars also proclaim that affective commitment has an
expressive relationship among individual consideration and inspirational
motivation as both factors contribute to integration strategy with respect to
organizational commitment influential, Kim and Kim (2014).
Salim Musabah Bakhit Al Zefeiti (2017) conducted a study on the
influence of transformational leadership behaviours on organizational
commitment in Omani governmental organizations. The research result indicates
that the top-level managers’ transformational leadership behaviours show
significant effects on middle-managers’ overall organizational commitment.
Moreover, a study was conducted by Imen Keskes, Jose M Sallan, Pep Simo,
Vicenc Fernandez (2018) on transformational leadership and organizational
commitment: mediating role of leader-member exchange. The research result
indicates that transformational leadership has positive influence on organizational
commitment.

2.3.5. Relationship between Job Satisfaction and Organizational

Commitment
 The more job satisfaction increases, the organizational commitment of
employees will also increase. Employees whose job satisfaction levels are met
will feel more like a part of the company and will be more committed to fighting
for the interests of the company (Altinoz et al., 2012). Köse and Köse (2017),
revealed that job satisfaction is seen as an important tool for organizations to
increase organizational commitment. Employees who work in organizations that
care about their wants and needs will have higher job satisfaction. A high level of
job satisfaction will increase the level of organizational commitment so that it will
be easier to keep employees loyal to the organization. Mosadeghrad et.al. (2008),
also said employees who were very satisfied with their work tended to have
higher organizational commitment than dissatisfied employees.
Dr. Garima Mathur and Megha Salunke (2015) conducted a study on
organizational commitment and job satisfaction: a study of manufacturing sector.
The research result indicates that there is a positive relationship between job
satisfaction and organizational commitment. The independent variable (job
satisfaction) has significant impact on dependent variable (organizational
commitment). Furthermore, Azman Ismail and Mohd Ridwan Abd Razak (2016)
conducted a study on effect of job satisfaction on organizational commitment. The
research result indicates that job satisfaction is significantly correlated with
organizational commitment. Job satisfaction highly associates with organizational
commitment in the studied organizations.

2.4. Conceptual Framework

In this research, the measurement of the influence of the independent
variables, namely work-life balance (X1) and transformational leadership (X2) was
carried out on the dependent variable, namely organizational commitment (Y)
with job satisfaction (Z) as a mediating variable.

Figure 2.1
Conceptual Framework

Work-Life H3
Balance
 H1
Job Organizational
Satisfaction H5 Commitment
H2
Transformational
Leadership H4

2.5. Research Hypothesis

Based on the research objectives, the theoretical framework, and the
research problem that have been described previously, then the hypothesis
proposed as a temporary answer to the problem proposed in this research are as
follows:
H1: Work-life balance has a significant influence on job satisfaction.
H2: Transformational leadership has a significant influence on job satisfaction.
H3: Work-life balance has a significant influence on organizational commitment.
H4: Transformational leadership has a significant influence on organizational
commitment.
H5: Job satisfaction has a significant influence on organizational commitment.
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