Relationship between Work-Life Balance and Job Performance Moderated by Knowledge Risks: Are Bank Employees Ready?

Abstract

Despite the focus on knowledge risks in the literature, a limited number of studies have empirically examined technological knowledge risks in terms of digitalization, old technologies, and cybercrime as moderating variables in the relationship between work-life balance and job performance. To address this gap, this paper investigated the moderation effects of technological knowledge risks on the relationship between work-life balance and job performance during the pandemic period in employees of cooperative credit banks. A quantitative approach that involved gathering surveys was adopted. Applying PLS-SEM, the empirical findings revealed that technological knowledge risks have a significant impact on the relationship between work-life balance and job performance. Additionally, this research encourages managers to create and maintain a healthy work environment that promotes valuable employees’ job performance while also evaluating the use of new technological advances and their related risks.

Association of Sleep, Work Environment, and Work–Life Balance With Work Performance

“…15 Similarly, job satisfaction and work performance are correlated, and greater satisfaction with the current job leads to a higher commitment to the job and better work performance. 16 Workers who feel a state of well-being, both physically and mentally, tend to have high job satisfaction and high work performance. 15 In addition, psychological factors, such as self-efficacy, which refers to an individual's belief in his/her capacity to execute behaviors necessary to produce specific performance, 17 influence job satisfaction, and work performance.…”

“…A workplace with good relationships, wherein workers are surrounded by reliable coworkers, makes it easier for workers to interact and help each other, and such workplaces engender good work performance 15 . Similarly, job satisfaction and work performance are correlated, and greater satisfaction with the current job leads to a higher commitment to the job and better work performance 16 . Workers who feel a state of well-being, both physically and mentally, tend to have high job satisfaction and high work performance 15 .…”

Revisión literaria estrés y calidad de vida laboral del personal en el área comercial

“…Aunque la expresión calidad de vida laboral (CVL) no se utilizaba a finales del siglo XIX, ya se habían realizado algunos esfuerzos aislados para mejorar las condiciones de los trabajadores (Britto et al, 2020). Por ejemplo, Peter Drucker afirmó que Frederick Taylor (padre de la administración científica), entre todos sus contemporáneos, verdaderamente merecía el título de humanista porque creía en hacer coincidir las habilidades de la persona con las complejidades del trabajo, alentó sugerencias de los trabajadores, creía en la capacitación adecuada para un trabajo, sentía que la gerencia tenía la culpa de la restricción de producción de los trabajadores en lugar de la inferioridad de los trabajadores, y creía en dar retroalimentación a las personas para ayudarlas a cambiar (Borgia et al, 2022). Sin embargo, este enfoque mecánico o cuantitativo que aseguraba la gestión científica dio paso a la frustración de los trabajadores que condujo al movimiento de las relaciones humanas y más tarde al movimiento socio técnico que es la base de la calidad de vida laboral actual.…”

Human Capital Dimensions Influencing Knowledge Hiding in the Public Sector: Evidence from Italy

“…Human knowledge risks refer to personal, social, and psychological aspects and occur in the context of interactions between organisational members (Durst and Zieba, 2019). Technological knowledge risks concern the relationship of organisations with technology, which can show technology's risky side as in the case of cyber-attacks (Durst and Zieba, 2019) or when employees use obsolete technologies, especially when working from home (Borgia et al, 2022). Operational knowledge risks are instead connected to the management of knowledge in the day-to-day operations of organisations, as well as in extraordinary events, as in the case of mergers and acquisitions (Durst and Zieba, 2019).…”