ORIGINAL RESEARCH

published: 21 June 2022

doi: 10.3389/fpsyg.2022.906876

Work-Life Balance, Job Satisfaction,

and Job Performance of SMEs
Employees: The Moderating Role of
Family-Supportive Supervisor
Behaviors
Perengki Susanto 1† , Mohammad Enamul Hoque 2* † , Taslima Jannat 3 , Bamy Emely 1 ,
Mega Asri Zona 1 and Md Asadul Islam 2
1
Department of Management, Universitas Negeri Padang, Padang, Indonesia, 2 BRAC Business School, BRAC University,
Dhaka, Bangladesh, 3 Faculty of Economics and Management, National University of Malaysia, Bangi, Malaysia

Even though studies on work-life balance and family-supportive supervisor behaviors

are prevalent, there are few studies in the SME setting, and the implications are
Edited by: yet unexplained. Thus, the study examines the effect of work-life balance on the
Esther Lopez-Zafra,
University of Jaén, Spain performance of employees in SMEs, along with the mediating role of job satisfaction
Reviewed by: and the moderating role of family-supportive supervisor behaviors. We have developed
Kittisak Jermsittiparsert, a conceptually mediated-moderated model for the nexus of work-life balance and
University of City Island, Cyprus
Laxmiprada Pattnaik,
job performance. We collected data from SMEs and employed SEM-PLS to test the
Utkal University, India research hypothesis and model. Empirical results demonstrate that work-life balance
*Correspondence: positively influences job satisfaction and performance. Our empirical findings also
Mohammad Enamul Hoque revealed that job satisfaction partially mediates the relationship between work-life
[email protected]
† These authors have contributed
balance and job performance. We also found that when FSSB interacts with work-life
equally to this work and share first balance and job satisfaction, it moderates the relationship between work-life balance
authorship and job performance and job satisfaction and job performance. Hence, our findings
provide exciting and valuable insights for research and practice.
Specialty section:
This article was submitted to Keywords: work-life balance, job satisfaction, job performance, family-supportive supervisor behaviors,
Organizational Psychology, Indonesia
a section of the journal
Frontiers in Psychology
Received: 29 March 2022 INTRODUCTION
Accepted: 27 April 2022
Published: 21 June 2022 The importance of Small and Medium Enterprises (SMEs) in the global and national economies
Citation: is worth mentioning, considering their role in creating employment and contributing to GDP.
Susanto P, Hoque ME, Jannat T, According to a World Bank (2020) survey on SMEs, the sector accounts for 90% of businesses
Emely B, Zona MA and Islam MA and 50% of jobs globally. According to the report, this sector contributes more than 40% of GDP
(2022) Work-Life Balance, Job and creates 70% employment in developing economies. The SME sector is rapidly expanding in
Satisfaction, and Job Performance
Indonesia, and around 63 million SMEs operate (Surya et al., 2021). Of those, 62 million are
of SMEs Employees: The Moderating
Role of Family-Supportive Supervisor
classified as medium-sized firms, and 0.75 million are classified as small businesses. SMEs are
Behaviors. divided into four categories: household businesses with 1–5 workers; small and medium businesses
Front. Psychol. 13:906876. with 6–19 workers; medium-sized companies with 20–29 workers; and large companies with more
doi: 10.3389/fpsyg.2022.906876 than 100 workers (Badan Pusat Statistik, 2020). More importantly, the sector contributes 61.07%

Frontiers in Psychology | www.frontiersin.org 1 June 2022 | Volume 13 | Article 906876

Susanto et al. Moderating Role of Family-Supportive Supervisor Behaviors on Job-Performance

of the country’s total GDP and provides 97% of the entire (WLB) and job performance. It also raises the question of how
employment (ILO, 2019; Kementerian Koperasi dan UKM moderation affects the existing relationship between work-life
Republik Indonesia, 2019; Pramono et al., 2021). balance (WLB) and job satisfaction and the relationship between
Given the importance of SMEs in the economy, it is work-life balance (WLB) and job performance. However, past
necessary to maintain and sustain the sector’s human resource studies have not investigated the moderating role of family-
performance. A strand of the literature highlighted that supportive supervisor behaviors (e.g., Greenhaus et al., 2012;
firm-specific factors and the environment impact employee Wang et al., 2013; Heras et al., 2021; Lamane-Harim et al., 2021).
performance. Another strand of the literature highlighted that Past studies on work-life balance have primarily focused
the performance of an employee could be influenced by on large firms. Several other studies have recommended more
cognitive factors, such as individual quality (Luthans et al., studies of this topic in SMEs (Lavoie, 2004; Cegarra-Leiva et al.,
2007), supervisor support, work-life balance (Talukder et al., 2012). Recently, Lamane-Harim et al. (2021) have researched
2018), cognitive abilities, personality (Kanfer and Kantrowitz, work-life balance and WLBSC on Spanish SMEs. Furthermore,
2005), leadership, and family supportive supervisor behaviors most research analyzing the relationships between WLBSC and
(Walumbwa et al., 2010; Wang et al., 2013; Kim et al., 2015). employee outcome has been conducted in the United States.
Although all these factors are important determinants, the Moreover, national culture can also affect the intensity of the
current study argues that work-life balance and family supportive link between WLB practices and their effects on employee
supervisor behavior are more important than employees’ outcomes (Spector et al., 2007; Poelmans et al., 2005; Cegarra-
involvement in every possible business activity of SMEs. Leiva et al., 2012; Lucia-Casademunt et al., 2015; Ollier-Malaterre
In the SME world, the working hours are different from those and Foucreault, 2017; Putnik et al., 2020; Kelley et al., 2021).
in larger firms. SMEs demand longer hours from employees. Thus, the current study fills the research gap by examining
Therefore, it is difficult for employees to balance work and the moderating role of family-supportive supervisor behaviors
personal life. Some of the time, they also failed to maintain on the relationship between work-life balance (WLB) and job
social and personal life due to high engagement and stress satisfaction and the relationship between work-life balance
at work. The entanglements between work and family are a (WLB) and job performance. To fulfill these objectives, a review
significant source of psychological discomfort for employees of the literature is carried out. The research hypotheses are
(Cegarra-Leiva et al., 2012; Lamane-Harim et al., 2021). This developed, which are examined in an empirical study with a
could lead to job dissatisfaction and poor job performance. sample of employees of Indonesian SMEs in an industrial sector.
Hence, the employee turnover and the intention to quit. On the The implications arising from the investigation are given in the
other hand, Haar et al. (2014) stated that WLB has a positive final part. Henceforth, the current study will be beneficial to the
impact on one’s achievements, including performances. Similarly, SME sector in Indonesia alongside the literature.
increased job satisfaction impacts performance (Luthans et al.,
2007; Walumbwa et al., 2010). Positive job satisfaction will
increase employee capacity, which, if appropriately managed, LITERATURE REVIEW
will have a good impact on the employee’s job performance
(Luthans et al., 2007). Social Exchange Theory
However, in the competitive market, being a small team, According to the Social Exchange Theory (SET) (Blau, 1964),
the SMEs may not be able to afford to lose their skilled social exchange relationships rest on the norm of reciprocity
and knowledgeable employees as they are involved in product (Gouldner, 1960). The theory argues that when one party
innovation and product sales. In order to facilitate work-life provides a benefit to another, the recipient tends to reciprocate
balance, SMEs indeed need to deploy the WLB’s supportive the favor by offering benefits and favorable treatment to the
culture. Lamane-Harim et al. (2021) suggest that practices or first party (Coyle-Shapiro and Shore, 2007). In an organizational
the introduction of WLBSC could influence job satisfaction and behavior context, the social exchange theory is frequently used
organizational commitment. These factors ultimately determine to explain the formation and maintenance of interpersonal
employee performance in SMEs and their sustainability (e.g., relationships between employees and employers regarding
Cuéllar-Molina et al., 2018). In the practices of WLBSC, family- reciprocation procedures (Chen et al., 2005; Rawshdeh et al.,
supportive supervisor behaviors could play an important role, as 2019). The theory explains why employees choose to be less or
family-supportive supervisor behaviors are expected to influence more engaged in their jobs (Lee and Veasna, 2013) and how the
outcomes related to one’s performance (Wang et al., 2013). In organizational support system influences subordinates’ creativity
previous studies, supportive family supervisor behaviors were (Amabile et al., 2004) and other positive behavior.
associated with job satisfaction and job performance (Greenhaus Past studies have argued that when management provides
et al., 2012; Wang et al., 2013; Heras et al., 2021). Past studies benefits to employees, employees tend to feel indebted to the
also suggest the mediating role of work-life balance supportive organization and make more substantial efforts to ensure its
culture in SMEs. However, since the work-life balance supportive well-being and achieve its goal (Eisenberger et al., 2001; Vayre,
culture is a contextual factor and a new introduction into the 2019). Several studies found evidence in the work-life balance
working environment, it is expected to increase or decrease the literature that when organizations or supervisors care about
extent of the relationship between work-life balance (WLB) and their employees’ personal and professional well-being, employees
job satisfaction and the relationship between work-life balance tend to reciprocate by helping them achieve their goals through

Frontiers in Psychology | www.frontiersin.org 2 June 2022 | Volume 13 | Article 906876

Susanto et al. Moderating Role of Family-Supportive Supervisor Behaviors on Job-Performance

improved performance (Campo et al., 2021). Therefore, based job performance. Organizations are increasingly focusing on
on the social exchange theory, this study argues that when implementing a variety of HR practices and strategies, including
organizations take care of the balance between employees’ work-life balance, on increasing employee job performance, as
personal and professional lives, employees’ perceived positive work-life balance is seen as one of the most important factors
feelings increase their job satisfaction, and they are more inclined influencing job performance (Thevanes and Mangaleswaran,
to reciprocate the favor through high job performance (Talukder 2018). Previous research found ample evidence that work-life
et al., 2018). In such circumstances, the supervisor’s formal and balance is essential to increasing employee job performance
informal support further increases employees’ perceived positive (Preena, 2021). Therefore, the role of work-life in influencing
feelings toward the job and strengthens the relationship between SME employees’ job performance should be determined to ensure
work-life balance, job satisfaction, and job performance. We the industry’s survival.
present a conceptual model in Figure 1, which illustrates the
expected causal relationship among study variables.
Work-Life Balance, Job Satisfaction, and
Job Performance Job Performance
Employee job performance refers to an employee’s expertise in Work-life balance refers to balancing one’s professional work,
carrying out their duties in a way that helps the organization family responsibilities, and other personal activities (Keelan,
achieve its goals (Luthans et al., 2007, 2008; Nohe et al., 2014; 2015; Kerdpitak and Jermsittiparsert, 2020). It refers to an
Moonsri, 2018). It is also defined as an individual’s productivity employee’s sense of a balance between work and personal life
compared to their coworkers on a variety of job-related behaviors (Haar et al., 2014). It represents how people fulfill or should fulfill
and results (Babin and Boles, 1998; Aeknarajindawat and their business and personal obligations so that an overlapping
Jermsittiparsert, 2020). Performance is determined by the quality situation is avoided (Konrad and Mangel, 2000). The changing
and quantity of work completed as part of an employee’s assigned work patterns and the pressing demand for domestic chores have
responsibilities. Employee performance directly influences an had an adverse impact on people’s work, social, and family lives
organization’s financial and non-financial outcomes (Anitha, (Barling and Macewen, 1992). Therefore, researchers suggested
2014). Thus, organizations need high-performing employees to that the human resource management of an organization should
achieve their corporate goals, vision, and mission and gain a develop effective policies such as adequate mentoring, support,
competitive advantage (Thevanes and Mangaleswaran, 2018). flexible working hours, reducing workload, and many others that
A business must have a persistent competitive advantage in can reduce employees’ work-life conflict (Cegarra-Leiva et al.,
the SME context with many competitors to compete with other 2012) and positively influence their satisfaction (Allen et al.,
companies in the same industry. While job stress has been shown 2020) and performance (Hughes and Bozionelos, 2007).
to have a significant negative impact on employee performance, Work-life balance is one of the most important issues that
work overload, lack of work-life balance, management style, and human resource management should address in organizations
job insecurity are some of the factors that contribute to increased (Abdirahman et al., 2020). Regardless of their size, organizations
job stress (Naqvi et al., 2013). Since SMEs need employees to work should ensure that employees have adequate time to fulfill
longer hours, it is possible that SMEs’ employees lack a healthy their family and work commitments (Abdirahman et al., 2020).
balance between work and family life, thereby impacting their A flexible working environment allows employees to balance

FIGURE 1 | Conceptual research model.

Frontiers in Psychology | www.frontiersin.org 3 June 2022 | Volume 13 | Article 906876

Susanto et al. Moderating Role of Family-Supportive Supervisor Behaviors on Job-Performance

personal and professional responsibilities (Redmond et al., 2006). (2019) found that job satisfaction mediates the relationship
Organizations that ignore the issue of work-life balance suffer between employee work-life balance and job performance in
from reduced productivity and employee performance (Naithani, a medical context. Since work-life balance has been seen as
2010). Indeed, employees with a healthy work-life balance are an influencer of job satisfaction (Victoria et al., 2019) and job
generally grateful to their employers (Roberts, 2008). As a result, satisfaction influences employee job performance (Dormann
they put forth their best effort for the company as a gesture and Zapf, 2001; Saari and Judge, 2004; Crede et al., 2007;
of gratitude, resulting in improved job performance (Ryan and Luthans et al., 2007; Tschopp et al., 2014; Krishnan et al.,
Kossek, 2008). Thus, a high work-life balance employee could 2018; Zhao et al., 2019; Abdirahman et al., 2020). Thus, based
be highly productive and an excellent performer (French et al., on the above research findings, this study offers the following
2020). Thus, based on these discussions and research findings, we hypothesis:
developed the following hypothesis:
H4: Job satisfaction significantly mediates the relationship
Hypothesis 1: Work-life balance has a positive effect on
between work-life balance and job performance.
job performance.
Previous researchers have argued that satisfaction and success
in family life can lead to success and satisfaction at work
Family Supportive Supervisor Behaviors
Hammer et al. (2009) define family-supportive supervisor
Victoria et al. (2019). Employees who are pleased with their
behaviors (FSSB) as the emotional, instrumental, role-modeling,
personal and professional achievements are more likely to
and creative work-family management supportive behaviors
achieve the organizational goal (Dousin et al., 2019). While
that the supervisors provide to ensure employee effectiveness
the work-life conflict has been shown to have a negative
and satisfaction on and off the job. It refers to an employee’s
impact on employee job performance and satisfaction (Dousin
perception of their supervisor’s positive attitude toward them
et al., 2019), work-life balance has been found to improve
(Clark et al., 2017). Supervisory support could be formal or
employee satisfaction and job performance in various industries
informal (Achour et al., 2020). It is critical in developing flexible
and countries (Mendis and Weerakkody, 2017; Thevanes and
work arrangements (Suriana et al., 2021).
Mangaleswaran, 2018; Victoria et al., 2019; Obrenovic et al.,
Supervisory supportive behavior is very important for
2020; Rini et al., 2020; Preena, 2021). It is documented
ensuring work-life balance and achieving organizational
that medical doctors’ job satisfaction and performance are
goals. It has been shown to reduce work-family spillover
influenced by their perceptions of flexible working hours and
(García-Cabrera et al., 2018) by increasing employee job
supportive supervision (Dousin et al., 2019). Besides, there is
satisfaction autonomy and reducing work pressure (Marescaux
ample empirical evidence that job satisfaction can positively
et al., 2020). The flexibility and independence generated by FSSB
influence employee job performance (Krishnan et al., 2018;
help to reduce work-family conflict (Greenhaus et al., 2012)
Zhao et al., 2019; Abdirahman et al., 2020). Based on the
by increasing employees’ control over their work (Marescaux
above research findings, the following hypotheses have been
et al., 2020) and allowing them to strike a balance between
developed:
their work and family life (Heras et al., 2021). Employees who
Hypothesis 2: Work-life balance has a positive effect on believe their managers care about their personal and professional
job satisfaction. lives are more likely to improve their performance and meet
supervisory objectives (Rofcanin et al., 2018). In a university-
Hypothesis 3: Job satisfaction has a positive influence on job based study, Achour et al. (2020) showed how supervisory
performance support positively moderates the relationship between a female
Job satisfaction refers to the positive attitude felt by an academic’s work-family demands and perceived well-being.
employee toward the company where they work (Luthans Kim et al. (2017) show that supervisory support can strengthen
et al., 2007; Tschopp et al., 2014). It combines cognitive and the relationship between deep acting and job performance,
affective responses to the disparity between what an employee exacerbating the negative relationship between surface acting
wants and what they get (Cranny et al., 1992). Previous and job performance. Therefore, this study argues that, in an
research has often linked a person’s job satisfaction with organization, when work-life balance is valued, supervisory
their behavior at work (Crede et al., 2007). It is argued that support might influence employees’ positive perception, and the
employees would be more committed to their jobs if they effect of work-life balance strategies and job satisfaction on job
found them satisfying and enjoyable (Noah and Steve, 2012). performance will be greater.
Employee job satisfaction is influenced by an organization’s
commitment to work-life balance, and satisfied employees are Hypothesis 5: Family-supportive supervisor behaviors will
more likely to invest their time and effort in the development strengthen the positive effect of work-life balance on job
of the organization (Dousin et al., 2019) in exchange for the performance.
support they received (Krishnan et al., 2018; Abdirahman et al.,
2020). Previous research found that employee work-life balance Hypothesis 6: Family-supportive supervisor behaviors will
increases employee job performance by positively influencing strengthen the positive effect of job satisfaction on job
psychological well-being (Haider et al., 2017). Dousin et al. performance.

Frontiers in Psychology | www.frontiersin.org 4 June 2022 | Volume 13 | Article 906876

Susanto et al. Moderating Role of Family-Supportive Supervisor Behaviors on Job-Performance

METHODS AND RESULTS TABLE 1 | Characteristics of respondents.

Respondents Frequency Percent (%)

The current study has adopted a quantitative approach to
determine the causal relationship of a phenomenon or problem- Gender
solving understudy to see how far the influence of exogenous Male 228 57%
variables extends to endogenous variables. The current study Female 172 43%
has also developed and distributed structured questionnaires to Age (years)
around 600 employees who work in SMEs in Indonesia. 16–25 116 29%
To obtain and collect data, the study employed a non- 26–35 202 50.5%
probability method, namely purposive sampling. Purposive 36–50 62 15.5%
sampling is limited to certain types of people who can provide 51–70 20 5%
the desired information, maybe because they are the only ones Children
who have it, or perhaps they fit the criteria set by the researcher 9 1 0.2%
(Sekaran and Bougie, 2017). The selected sample is employees 7 1 0.2%
who work in SMEs that already have an employee recruitment 6 4 1.0%
system, have supervisors, and are married. The sample size was 5 7 1.8%
taken as many as 400 samples with consideration of the adequacy 4 22 5.5%
of the sample statistically to get a power of 0.8 with an alpha of 3 27 6.8%
0.05. The sample was repeated at least five times until 20 items 2 103 25.8%
were observed (Hair et al., 2015). The demographic profile of 1 120 30.0%
the respondents is presented in Table 1. The majority of the 0 115 28.8%
respondents were male (57%), aged 26–35 (50.5%), had one child Education
(30%), were senior high school graduates (42.5%), and had 2 to Primary school 4 1%
10 years of experience (43.2%). Furthermore, measurements and Junior high school 10 2.5%
variables are presented in Table 2. The construct measurement Senior high school 170 42.5%
items are reflective in nature. Diploma 90 22.5%
Bachelor degree 126 31.5%
Tenure (years)
Empirical Estimations and Results
<1 72 18%
We employ the Partial Least Square (PLS) method to test
1–2 101 25.2%
hypotheses, considering variables’ direct, indirect, and total
2–10 173 43.2%
effects. PLS was chosen because the method of solving structural
>10 54 13.5%
equation modeling (SEM) with PLS, which in this case fits
the research objectives, is more appropriate than other SEM
techniques. PLS is an analytical method that is not based
on many assumptions (Hair et al., 2015). Finally, we employ reliability approach. If a value has a Cronbach’s alpha value
PLS-SEM because of its applicability and effectiveness in both better than 0.7, it is deemed to be consistent (Hair et al.,
exploratory and confirmatory research and prediction (Chin 2014). Convergent validity testing reveals the average variance
and Dibbern, 2010; Ringle et al., 2012). To cope with missing extracted value (AVE), which should be greater than 0.6 Hair
values, we consider the mean replacement strategy (Wesarat et al. (2014). The discriminant validity test is carried out
et al., 2018). The parameters of the measurement and structural by examining the value of the cross-loading factor and the
models are computed in accordance with the recommendations criterion of the heterotrait-monotrait correlation ratio (HTMT).
of Hair et al. (2014). Hypothesis testing is done by looking The HTMT ratio should not exceed 0.85 (Henseler et al.,
at the p-value generated by the inner model. This test is 2015). Finally, the multi-collinearity test focuses on determining
carried out by operating bootstrapping on the SmartPLS 3.0 if there is a relationship between exogenous variables. The
program to obtain the relationship between exogenous and tolerance and variance inflation factor (VIF) values are used
endogenous variables. to analyze the extent of collinearity. A VIF value of less than
10 indicates the presence of a collinearity-free indicator. Multi-
Measurement Model Evaluation collinearity is not an issue in our study as we used reflective
The measurement model has been evaluated in this study measuring items.
based on internal consistency, construct validity, and instrument The results of convergent validity and composite reliability
reliability. The composite reliability can be used to assess the are presented in Table 2. We have observed that Cronbach’s
reliability of a variable’s indicators. With its indicators, there alpha values for the construct lie between 0.820 and 0.907,
is a latent loading factor value. The loading factor is the path which are above the cut-off value of 0.6, and all latent
coefficient that connects the latent variable to the indicator. If variables had Cronbach’s alpha values above 0.7. So, it
an indicator has a composite reliability value greater than 0.6, can be concluded that the construct of our study has met
it can fulfill reliability requirements. Cronbach’s alpha needs to the reliability criteria. Additionally, the indicator loadings
be taken into account in the reliability test using the composite range between 0.709 and 0.918, which has been presented

Frontiers in Psychology | www.frontiersin.org 5 June 2022 | Volume 13 | Article 906876

Susanto et al. Moderating Role of Family-Supportive Supervisor Behaviors on Job-Performance

TABLE 2 | Summary for convergent validity and internal consistency reliability.

Constructs/Items LF CA ρA CR AVE

Work-life-balance (Talukder et al., 2018) 0.897 0.897 0.936 0.830

I have enough time for my family and friends 0.911
I have enough time to carry out personal matters 0.904
I have enough time to fulfill my personal interests 0.918
Family supportive supervisor behavior (Bosch et al., 2018) 0.820 0.830 0.893 0.735
My supervisor makes me feel comfortable talking to him/her about my conflicts between work and non-work 0.812
My supervisor demonstrates effective behaviors in how to juggle work and non-work issues 0.879
My supervisor works effectively with employees to creatively solve conflicts between work and non-work 0.879
Job satisfaction (Talukder et al., 2018) 0.907 0.913 0.925 0.607
My job is like a hobby to me 0.788
My job is usually interesting enough to keep me from getting bored 0.820
I feel that I am happier in my work than most other people 0.848
I like my job better than the average worker does 0.842
I find real enjoyment in my work 0.853
Job performance (Talukder et al., 2018) 0.888 0.891 0.918 0.690
I meet formal performance requirements of the job 0.714
I fulfill responsibilities specified in the job description 0.758
I engage in activities that can positively affect my performance evaluation 0.709
I perform tasks that are expected of me 0.814
I can make constructive suggestions to the overall functioning of my work group 0.831
I encourage others to try new and more effective ways of doing their jobs 0.805

LF = Loading’s factor; CA = Cronbach’s Alpha; ρA = rho_A; CR = Composite Reliability; and, AVE = Average Variance Extracted.

in Figure 2, suggesting good content validity. Furthermore, study model is greater than 20%, indicating a good model (Hair
the AVE value of our study variable is more than 0.50, et al., 2014).
indicating that convergent validity has been established.
Furthermore, the results of discriminant validity are presented Hypothesis Testing
in Table 3. From the Fornell-Lacker Criterion in Panel A For Hypothesis testing, resampling with bootstrapping can be
of Table 3, we noted the square roots of the AVE values used to compute the statistical t value. This study considered
(bold) are higher than the latent construct correlation. We 5,000 sub-sample for bootstrapping and a two-tail significance
also found that the HTMT ratio in Panel B of Table 3 level with biased correction. The empirical results for hypothesis
between variables was less than 0.85. Henceforth, the testing are presented in Figure 2 and Table 4. Our hypotheses are
Fornell-Lacker Criterion and HTMT ratio indicates the supported by the empirical results at the significance level of 5%.
discriminant validity of the construct. In panel C of Table 3,
the correlation between constructs is less than 0.90, showing no
multicollinearity issue in the model (Pallant, 2011; Hair et al., CONCLUSION AND DISCUSSION
2013).
Theoretical Implications
Structural Model Evaluation Employees who have a poor work-life balance suffer from
Once the measurement model had met all the thresholds, the next reduced productivity and low employee performance (Naithani,
step was to test the structural model. The r-square (reliability 2010). In contrast, employees with a healthy work-life balance
indicator) for endogenous components can be used to evaluate have improved job performance (Roberts, 2008; Ryan and
the structural model. The goal of variance analysis (R2) is to Kossek, 2008). In this regard, our findings demonstrate that
identify how exogenous variables affect endogenous variables. the direct effect of work-life balance on job performance is
Figure 2 shows that R2 of 0.44 of job performance indicates significant with a coefficient of 0.152 (T-statistic of 3.007),
that work-life balance, family-supportive supervisor behaviors, suggesting a positive relationship between work-life balance and
and job satisfaction explain 44 percent of the job performance job performance. These empirical results also suggest that the
variable, while the remaining 56 percent is explained by employee’s job performance will also increase with a higher
outside factors. Job satisfaction’s R2 of 0.304 indicates that work-life balance. The respondents in the study also commented
work-life balance, family-supportive supervisor behaviors, and on their readiness to be flexible at work when needed, and
job performance explain 30.4 percent of the job satisfaction they underlined that they are not ready to sacrifice their
variable. In contrast, the remaining 69.6 percent is explained by personal lives for work. Thus, the empirical findings lend strong
components other than those explored in this study. The R2 of the support to our hypothesis H1. Our results are in line with
endogenous variables job performance and job satisfaction in our the social exchange theory that a balanced proportion of time

Frontiers in Psychology | www.frontiersin.org 6 June 2022 | Volume 13 | Article 906876

Susanto et al. Moderating Role of Family-Supportive Supervisor Behaviors on Job-Performance

FIGURE 2 | Result of structural model.

given by an employee to work-life and life-outside of work that the effect of work-life balance on job satisfaction is significant
will make the employee more productive (Brough et al., 2008; with a coefficient of 0.187 (with a T-statistic value of 2.95),
Roberts, 2008; Ryan and Kossek, 2008; Hofmann and Stokburger- which is indicative of a positive relationship between work-
Sauer, 2017). In support of the WLB and performance nexus, life balance and job satisfaction. This finding implies that with
French et al. (2020) and Haar et al. (2014) stated that a high a higher work-life balance, the job satisfaction of employees
work-life balance also makes individuals yield to their higher will also increase. Henceforth, the current results are strongly
job performance. Therefore, SMEs need to create a work-life supported by hypothesis H2. These findings are in line with
balance supportive culture in the organization in order to Haar et al. (2014); Dousin et al. (2019), and many others. Their
bring out employees’ best performances, which could lead to studies also found that work-life balance has a positive effect
better firm performance. The fact is that the entanglements on job satisfaction; namely, the higher the work-life balance,
between work and family are a significant source of psychological the higher the job satisfaction of employees. Flexible working
discomfort for employees (Cegarra-Leiva et al., 2012), which hours, given autonomy, and company policies that support the
causes poor performance. Additionally, Lamane-Harim et al. creation of a balance between work and personal life will lead
(2021) suggested that WLB could lead to better employee to higher job satisfaction (French et al., 2020). Feeney and
outcomes in Spanish SMEs. As a result, both employees and Stritch (2019) stated that family-friendly policies and a culture
employers must work together to foster a work-life balance- of family support are essential in generating a healthy work
supportive culture in the organization, which is especially difficult climate. Henceforth, job satisfaction will increase. Additionally,
in the SME sector. creating a family-supporting culture, flexible working hours,
According to Victoria et al. (2019), satisfied and prosperous and autonomy could not be done in the SME industry
family life could lead to success and satisfaction at work. as the working environment is different from that of large
Therefore, the importance of work-life in employee job organizations. However, suppose SMEs take the initiative to
satisfaction is indicated in the literature (Dousin et al., 2019). create some sort of flexible working hours and give some
Concerning that affirmation, this study’s evidence demonstrates autonomy depending on their position inside the company.

Frontiers in Psychology | www.frontiersin.org 7 June 2022 | Volume 13 | Article 906876

Susanto et al. Moderating Role of Family-Supportive Supervisor Behaviors on Job-Performance

TABLE 3 | Discriminant validity and latent variable correlation. rather than a full one. Thus, our hypothesis H4 is accepted.
The current empirical findings also support the past empirical
Constructs FSSB JP JS WLB
studies, as Dousin et al. (2019) found the mediation role of
Panel A: Fornell-lacker criterion job satisfaction between employee work-life balance and job
Family Supportive Supervisor Behaviors (FSSB) 0.857 performance in a medical context. Hence, our findings imply
Job Performance (JP) 0.431 0.779 that work-life balance improves job performance by increasing
Job Satisfaction (JS) 0.521 0.573 0.831 job satisfaction.
Work-Life Balance (WLB) 0.545 0.388 0.421 0.911 Family supportive supervisor behaviors (FSSB)
Panel B: Heterotrait-monotrait ratio (HTMT) in the organization are about work-family spillover
Family Supportive Supervisor Behaviors (FSSB) 1.000 (García-Cabrera et al., 2018) by boosting employee job
Job Performance (JP) 0.493 1.000 satisfaction autonomy and minimizing work pressure
Job Satisfaction (JS) 0.605 0.629 1.000 (Marescaux et al., 2020). Hence, it has been able to increase
Work-Life Balance (WLB) 0.637 0.425 0.471 1.000 job satisfaction and performance. In this regard, although we do
Panel C: Latent variable correlation not hypothesize the direct effect of family-supportive supervisor
Family Supportive Supervisor Behaviors (FSSB) 1.000 behaviors, our findings confirm that FSSB positively influences
Job Performance (JP) 0.431 1.000 job satisfaction and performance. Therefore, the existence of
Job Satisfaction (JS) 0.521 0.573 1.000 FSSB is essential to improve employees’ job satisfaction and job
Work-Life Balance (WLB) 0.545 0.388 0.421 1.000 performance. Hence, these findings agree with the past studies
The square roots of the AVE values (bold) are higher the latent construct correlation. that present a positive influence of FSSB on job satisfaction and
job performance (Rofcanin et al., 2018; Talukder et al., 2018;
In that case, the employees could be more satisfied, especially Campo et al., 2021). Henceforth, these findings confirm the
if the primary intention is to increase employee productivity assertion of social exchange theory and organizational support
and performance. In support of this statement, our findings theory that supervisors’ formal and informal support further
have found a positive influence of job satisfaction on job increase employees’ attitude toward the job, which improves job
performance. satisfaction and job performance (Talukder et al., 2018).
Job satisfaction and job performance are widely studied Furthermore, our empirical results indicate that the
relationships in HRM and organizational contexts. Most studies interaction between FSSB and work-life balance positively
have discovered a positive relationship between job satisfaction affects job performance (with a coefficient of 0.235 and a
and job performance (Dormann and Zapf, 2001; Saari and t-statistic of 5.04). These findings suggest that when FSSB
Judge, 2004; Crede et al., 2007; Luthans et al., 2007; Tschopp interacts with work-life balance, it attenuates the link between
et al., 2014; Krishnan et al., 2018; Jermsittiparsert et al., 2019; work-life balance and job satisfaction and job performance. As
Zhao et al., 2019; Abdirahman et al., 2020). As expected, in a result, the current findings provide significant support for our
the current context of the study, we also found that the effect hypothesis H5. Kim et al. (2017) discovered that supervisory
of job satisfaction on job performance is significant, with a support could increase the link between deep acting and work
coefficient of 0.401 (with a T-statistic value of 7.761). Hence, performance. On the other hand, Alias (2021) suggest that
the current empirical findings lend strong support to H3 that supervisory support cannot moderate the relationship between
job satisfaction will increase job performance. Therefore, in flexible work arrangements and employee performance. Our
line with the extant studies, we also argue that SMEs should findings, however, offer evidence that contradicts the assertion
attempt to keep employees satisfied with their jobs so they of Alias (2021), in which we demonstrated that there could be
can generate their best performance. The organizational theory moderating effects on the relationship between work-life balance
suggests that perceived job satisfaction makes employees more and job performance. Hence, our finding adds novel evidence in
committed toward their jobs, hence better output. In the SME the area of work-life balance and job performance. Again, these
case, work–life balance and a supportive culture could play findings reinforce the need for a work–life balance supportive
an important role in making employees more committed and culture in the organization, as it could facilitate supervisory
satisfied, which will increase job performance. Our hypothesis actions to a certain degree in supporting employees’ family
rectifies this assertation that H3 work-life balance has positive and personal life.
effects on job satisfaction. Based on hypothesis H5, we concurred on the moderating
In their study, Haider et al. (2017) have discussed how impact of FSSB on the link between job satisfaction and job
work-life balance increases employee job performance via performance. We evaluated the moderating influence of FSSB on
influencing psychological well-being. Job satisfaction is one of the this relationship. The current study’s empirical findings indicate
main components of psychological well-being at the workplace. that the interaction effects of FSSB and work satisfaction on
Therefore, on the mediating role of job satisfaction, our findings job performance are relatively positive (with a coefficient of
demonstrate that the relationship between work-life balance and 0.206 and a t-statistic of 3.25). These findings suggest that when
job performance is mediated by job satisfaction (with a coefficient FSSB interacts with work-life balance and job satisfaction, it
of 0.075 and a T-statistic value of 2.64). Since there is a direct moderates the link between work-life balance and job satisfaction
relationship between work-life balance and job performance, and job performance. Hence, the current empirical results verify
it can be concluded that the mediation is a partial mediation our claim and offer substantial support for Hypothesis H6.

Frontiers in Psychology | www.frontiersin.org 8 June 2022 | Volume 13 | Article 906876

Susanto et al. Moderating Role of Family-Supportive Supervisor Behaviors on Job-Performance

TABLE 4 | Results for direct effects, mediating effect, and moderating effect.

Relationships Std-Beta STDEV T Statistics P-Values 95% BCa Confidence Decisions

Interval*

Lower Upper

Control variables
Age→ Job Performance (JP) 0.057 0.059 0.879 0.380 −0.074 0.157 NA
Education→ Job Performance (JP) 0.044 0.043 1.057 0.291 −0.037 0.133 NA
Gender→ Job Performance (JP) 0.012 0.039 0.321 0.748 −0.063 0.087 NA
Number of children→ Job Performance (JP) 0.037 0.062 0.681 0.496 −0.071 0.167 NA
Direct effects
H1: Work-Life Balance (WLB)→ Job Performance (JP) 0.152 0.051 3.007 0.003 0.056 0.256 Supported
H2: Work-Life Balance (WLB)→ Job Satisfaction (JS) 0.187 0.063 2.956 0.003 0.062 0.307 Supported
H3: Job Satisfaction (JS)→ Job Performance (JP) 0.401 0.051 7.761 0.000 0.294 0.492 Supported
Family Supportive Supervisor Behaviors (FSSB)→ Job Performance (JP) 0.133 0.057 2.289 0.022 0.012 0.238 Supported
Family Supportive Supervisor Behaviors (FSSB)→ Job Satisfaction (JS) 0.405 0.055 7.297 0.000 0.294 0.511 Supported
Mediating effect
H4: Work-Life Balance (WLB)→ Job Satisfaction (JS)→ Job Performance (JP) 0.075 0.028 2.639 0.008 0.024 0.134 Supported
Moderating effects
H5: WLB × FSSB to JP→ Job Performance (JP) 0.235 0.047 5.046 0.000 0.141 0.324 Supported
H6: JS × FSSB to JP→ Job Performance (JP) 0.206 0.063 3.253 0.001 0.080 0.323 Supported

Significant at the level of 0.05.

The interaction effects are reasonably sensible in that when managers may gain useful knowledge to create efficient job
employees are satisfied and believe that they will receive the systems to improve job performance in SMEs, taking into
required support from their boss while coping with family or account the relevance of work-life balance, family supportive
personal concerns. As a result, when the level of belief and supervisor behaviors, and job satisfaction. Individuals in SMEs
job satisfaction rises, so does the level of job commitment can increase job performance by balancing their work and
and engagement, resulting in higher job performance. In personal life. The impact of SMEs on employee work-life balance
this regard, the current study contributes to the body of and performance is a fascinating topic. As a result, work-life
evidence on the FSSB’s moderating effects on job satisfaction balance will have a bigger impact on the organization’s overall
and performance. performance.

Practical Implications Limitation and Future Research

In support of the WLB-performance nexus, several studies We propose that this research be expanded into a longitudinal
have indicated that an excellent work balance also leads study in the future, providing a greater grasp of the issue.
to more extraordinary job performance. Thus, SMEs must However, the findings may not be generalizable, and the results
foster a work–life balance-friendly culture to bring out the must be interpreted in light of the evolving context and economic
best in their employees, which may contribute to improved conditions in which the study was done. Additionally, future
business/firm performance. In reality, the entanglements between studies should look into religiosity as a moderator of the
work and family are a major source of psychological distress relationship between WLB and job satisfaction and performance.
for employees, resulting in poor performance. Henceforth, the It’s important to think about becoming a moderator since
implementation of various WLB practices is suggested for employees who have a strong understanding of religion and
Indonesian SMEs, particularly those not required by regulation put it into practice have a good sense of self-control. It
or legal minimum to fulfill the needs of all employees. could have a different effect when attempting to explain the
Furthermore, we also recommend that firms should provide link between work-life balance and job performance. Stress
separate WLB practice alternatives for men and women because and anxiety are one of the most essential factors to consider
the impacts of WLB on job satisfaction are varied, as suggested when attempting to explain the link between WLB and job
by Lamane-Harim et al. (2021). Furthermore, family-supportive performance. Many employees may feel stressed and anxious
supervisor behaviors are important for promoting employees’ about their professional and personal development while working
performance. Therefore, firms and supervisors provide some in SMEs. As a result, as moderators in this association, it may
support to employees to handle and overcome family-related be an important aspect to investigate in future research. Finally,
issues. In this regard, our findings emphasized the need to future research should look at deviant behavior as a result of
establish a work–life balance supportive culture in the firm work-life balance and job satisfaction. Employees with a poor
as it might assist supervisory activities in supporting workers’ work-life balance and dissatisfaction are more likely to engage in
family and personal life to a different extent. In addition, deviant behavior.

Frontiers in Psychology | www.frontiersin.org 9 June 2022 | Volume 13 | Article 906876

Susanto et al. Moderating Role of Family-Supportive Supervisor Behaviors on Job-Performance

DATA AVAILABILITY STATEMENT AUTHOR CONTRIBUTIONS

Data will be provided by the first author upon All authors listed have made a substantial, direct, and intellectual
request. contribution to the work, and approved it for publication.

REFERENCES Cranny, C. J., Smith, P. C., and Stone, E. (1992). Job satisfaction: how people feel
about their jobs. Pers. Psychol. 46, 365–472.
Abdirahman, H. I. H., Najeemdeen, I. S., Abidemi, B. T., and Ahmad, R. (2020). Crede, M., Chernyshenko, O. S., Stark, S., Dalal, R. S., and Bashshur, M. (2007).
The relationship between job satisfaction, work-life balance and organizational Job satisfaction as mediator: an assessment of job satisfaction’s position within
commitment on employee performance. Adv. Business Res. Int. J. 4, 42–52. the nomological network. J. Occup. Organ. Psychol. 80, 515–538. doi: 10.1348/
doi: 10.24191/abrij.v4i1.10081 096317906x136180
Achour, Y., Ouammi, A., Zejli, D., and Sayadi, S. (2020). Supervisory model Cuéllar-Molina, D., García-Cabrera, A. M., and Lucia-Casademunt, A. M. (2018).
predictive control for optimal operation of a greenhouse indoor environment Is the institutional environment a challenge for the well-being of female
coping with food-energy-water nexus. IEEE Access 8, 211562–211575. doi: 10. managers in Europe? The mediating effect of work–life balance and role clarity
1109/access.2020.3037222 practices in the workplace. Int. J. Environ. Res. Public Health 15:1813. doi:
Aeknarajindawat, N., and Jermsittiparsert, K. (2020). Does organization justice 10.3390/ijerph15091813
influence the organization citizenship behavior, job satisfaction & organization Direnzo, M. S., Greenhaus, J. H., and Weer, C. H. (2015). Relationship between
outcomes? Syst. Rev. Pharm. 11, 489–496. protean career orientation and work-life balance: a resource perspective.
Alias, E. S. B. (2021). Supervisor support as a moderator between flexible working J. Organ. Behav. 36, 538–560. doi: 10.1002/job.1996
arrangement and job performance–Malaysia evidence. Turk. J. Comput. Math. Dormann, C., and Zapf, D. (2001). Job satisfaction: a meta-analysis of stabilities.
Educ. 12, 525–539. J. Organ. Behav. 22, 483–504. doi: 10.1002/job.98
Allen, T. D., French, K. A., Dumani, S., and Shockley, K. M. (2020). A cross- Dousin, O., Collins, N., and Kaur Kler, B. (2019). Work-life balance, employee
national meta-analytic examination of predictors and outcomes associated with job performance and satisfaction among doctors and nurses in Malaysia. Int.
work–family conflict. J. Appl. Psychol. 105, 539–576. doi: 10.1037/apl0000442 J. Hum. Resour. Stud. 9, 306–319. doi: 10.5296/ijhrs.v9i4.15697
Amabile, T. M., Schatzel, E. A., Moneta, G. B., and Kramer, S. J. (2004). Leader Eisenberger, R., Armeli, S., Rexwinkel, B., Lynch, P. D., and Rhoades, L. (2001).
behaviors and the work environment for creativity: perceived leader support. Reciprocation of perceived organizational support. J. Appl. Psychol. 86, 42–51.
Leadersh. Q. 15, 5–32. doi: 10.1016/j.leaqua.2003.12.003 doi: 10.1037/0021-9010.86.1.42
Anitha, J. (2014). Determinants of employee engagement and their impact on Feeney, M. K., and Stritch, J. M. (2019). Family-friendly policies, gender, and
employee performance. Int. J. Product. Perform. Manag. 63, 308–323. doi: 10. work–life balance in the public sector. Rev. Public Pers. Adm. 39, 422–448.
1108/ijppm-01-2013-0008 doi: 10.1177/0734371X17733789
Babin, B. J., and Boles, J. S. (1998). Employee behavior in a service environment: a French, K. A., Allen, T. D., Miller, M. H., Kim, E. S., and Centeno, G. (2020).
model and test of potential differences between men and women. J. Market. 62, Faculty time allocation in relation to work-family balance, job satisfaction,
77–91. doi: 10.2307/1252162 commitment, and turnover intentions. J. Vocat. Behav. 120:103443. doi: 10.
Badan Pusat Statistik (2020). Statistik Indonesia dalam Infografis 2020. Jakarta: 1016/j.jvb.2020.103443
Badan Pusat Statistik. García-Cabrera, A. M., Lucia-Casademunt, A. M., Cuéllar-Molina, D., and Padilla-
Barling, J., and Macewen, K. E. (1992). Linking work experiences to facets of Angulo, L. (2018). Negative work-family/family-work spillover and well-being
marital functioning. J. Organ. Behav. 13, 573–583. doi: 10.1002/job.4030130604 across Europe in the hospitality industry: the role of perceived supervisor
Blau, P. M. (1964). Exchange and Power in Social Life. New York, NY: Wiley. support. Tour. Manag. Perspect. 26, 39–48. doi: 10.1016/j.tmp.2018.01.006
Bosch, M. J., Heras, M., Las, Russo, M., Rofcanin, Y., and Grau i Grau, M. (2018). Gouldner, A. (1960). The norm of reciprocity, american sociological review. Am.
How context matters: the relationship between family supportive supervisor Sociol. Rev. 25, 161–178. doi: 10.2307/2092623
behaviours and motivation to work moderated by gender inequality. J. Busi. Greenhaus, J. H., Ziegert, J. C., and Allen, T. D. (2012). When family-supportive
Res. 82, 46–55. doi: 10.1016/j.jbusres.2017.08.026 supervision matters: relations between multiple sources of support and work-
Brough, P., Holt, J., Bauld, R., Biggs, A., and Ryan, C. (2008). The ability of work- family balance. J. Vocat. Behav. 80, 266–275. doi: 10.1016/j.jvb.2011.10.008
life balance policies to influence key social/organisational issues. Asia Pac. J. Haar, J. M., Russo, M., Suñe, A., and Ollier-Malaterre, A. (2014). Outcomes of
Hum. Resour. 46, 261–274. doi: 10.1177/1038411108095758. work-life balance on job satisfaction, life satisfaction and mental health: a study
Campo, A. M. D. V., Avolio, B., and Carlier, S. I. (2021). The relationship between across seven cultures. J. Vocat. Behav. 85, 361–373. doi: 10.1016/j.jvb.2014.08.
telework, job performance, work–life balance and family supportive supervisor 010
behaviours in the context of COVID-19. Glob. Bus. Rev. [Epub ahead of print]. Haider, S., Jabeen, S., and Ahmad, J. (2017). Moderated mediation between
Cegarra-Leiva, D., Sánchez-Vidal, M. E., and Cegarra-Navarro, J. G. (2012). Work work life balance and employee job performance: the role of psychological
life balance and the retention of managers in Spanish SMEs. Int. J. Hum. Resour. wellbeing and satisfaction with co-workers. Rev. Psicol. Trabajo Organ.
Manag. 23, 91–108. doi: 10.1080/09585192.2011.610955 34, 1–24.
Chen, Z. X., Aryee, S., and Lee, C. (2005). Test of a mediation model of perceived Hair, J. F., Ringle, C. M., and Sarstedt, M. (2013). Partial least squares structural
organizational support. J. Vocation. Behav. 66, 457–470. doi: 10.1016/j.jvb.2004. equation modeling: rigorous applications, better results and higher acceptance.
01.001 Long Range Plan. 46, 1–12. doi: 10.1016/j.lrp.2013.01.001
Chin, W. W., and Dibbern, J. (2010). “An introduction to a permutation based Hair, J. F., Sarstedt, M., Hopkins, L., and Kuppelwieser, V. G. (2014). Partial least
procedure for multi-group PLS analysis: results of tests of differences on squares structural equation modeling (PLS-SEM): an emerging tool in business
simulated data and a cross cultural analysis of the sourcing of information research. Eur. Bus. Rev. 26, 106–121. doi: 10.1108/EBR-10-2013-0128
system services between Germany and the USA,” in Handbook of Partial Least Hair, J., Wolfinbarger, M., Money, A. H., Samouel, P., and Page, M. J. (2015).
Squares, eds V. Esposito Vinzi, W. Chin, J. Henseler, and H. Wang (Berlin: Essentials of Business Research Methods. Abingdon: Routledge.
Springer), 171–193. doi: 10.1007/978-3-540-32827-8_8 Hammer, L. B., Kossek, E. E., Yragui, N. L., Bodner, T. E., and Hanson, G. C.
Clark, M. A., Rudolph, C. W., Zhdanova, L., Michel, J. S., and Baltes, B. B. (2017). (2009). Development and validation of a multidimensional measure of family
Organizational support factors and work–family outcomes: exploring gender supportive supervisor behaviors (FSSB). J. Manag. 35, 837–856. doi: 10.1177/
differences. J. Fam. Issues 38, 1520–1545. doi: 10.1177/0192513x15585809 0149206308328510
Coyle-Shapiro, J. A., and Shore, L. M. (2007). The employee–organization Henseler, J., Ringle, C. M., and Sarstedt, M. (2015). A new criterion for assessing
relationship: where do we go from here? Hum. Resour. Manag. Rev. 17, 166–179. discriminant validity in variance-based structural equation modeling. J. Acad.
doi: 10.1016/j.hrmr.2007.03.008 Mark. Sci. 43, 115–135. doi: 10.1007/s11747-014-0403-8

Frontiers in Psychology | www.frontiersin.org 10 June 2022 | Volume 13 | Article 906876

Susanto et al. Moderating Role of Family-Supportive Supervisor Behaviors on Job-Performance

Heras, M. L., Rofcanin, Y., Escribano, P. I., Kim, S., and Mayer, M. C. J. (2021). Mendis, M. D. V. S., and Weerakkody, W. A. S. (2017). The impact of work
Family-supportive organisational culture, work–family balance satisfaction and life balance on employee performance with reference to telecommunication
government effectiveness: evidence from four countries. Hum. Resour. Manag. industry in Sri Lanka: a mediation model. Kelaniya J. Hum. Resour. Manag. 12,
J. 31, 454–475. doi: 10.1111/1748-8583.12317 72–100. doi: 10.4038/kjhrm.v12i1.42
Hofmann, V., and Stokburger-Sauer, N. E. (2017). The impact of emotional labor Moonsri, K. (2018). The influence of job satisfaction affecting organizational
on employees’ work-life balance perception and commitment: a study in the commitment of the small and medium business employee. Asian Administr.
hospitality industry. Int. J. Hosp. Manag. 65, 47–58. doi: 10.1016/j.ijhm.2017. Manag. Rev. 1, 138–146. doi: 10.3389/fpsyg.2021.689511
06.003 Naithani, D. (2010). Overview of work-life balance discourse and its relevance in
Hughes, J., and Bozionelos, N. (2007). Work-life balance as source of job current economic scenario. Asian Soc. Sci. 6, 148–155.
dissatisfaction and withdrawal attitudes: an exploratory study on the views of Naqvi, S. M. H., Khan, M. A., Kant, A. Q., and Khan, S. N. (2013). Job stress and
male workers. Pers. Rev. 36, 145–154. doi: 10.1108/00483480710716768 employees’ productivity: case of Azad Kashmir public health sector. Interdiscip.
ILO (2019). Financing Small Businesses in Indonesia: Challenges and J. Contemp. Res. Bus. 5, 525–542.
Opportunities/International Labour Office. Jakarta: ILO. Noah, Y., and Steve, M. (2012). Work environment and job attitude among
Jermsittiparsert, K., Suan, C., and Kaliappen, N. (2019). The mediating employees in a Nigerian work organization. J. Sustain. Soc. 1, 36–43.
role of organizational commitment and the moderating role of perceived Nohe, C., Michel, A., and Sonntag, K. (2014). Family-work conflict and job
organizational support in the relationship between job satisfaction and job performance: a diary study of boundary conditions and mechanisms. J. Organ.
performance of educationists in public sector institutes of Thailand. Int. J. Behav. 35, 339–357. doi: 10.1002/job.1878
Innov. Creat. Change 6, 150–171. Obrenovic, B., Jianguo, D., Khudaykulov, A., and Khan, M. A. S. (2020). Work-
Kanfer, R., and Kantrowitz, T. M. (2005). “Ability and non-ability predictors of family conflict impact on psychological safety and psychological well-being: a
job performance,” in Psychological Management of Individual Performance, ed. job performance model. Front. Psychol. 11:475. doi: 10.3389/fpsyg.2020.00475
S. Sonnentag (Hoboken, NJ: John Wiley & Sons, Ltd), 27–50. doi: 10.1002/ Ollier-Malaterre, A., and Foucreault, A. (2017). Cross-national work-life research:
0470013419.ch2 cultural and structural impacts for individuals and organizations. J. Manage. 43,
Keelan, R. (2015). A Māori perspective on well-being. He Kupu 4:15. 111–136. doi: 10.1177/0149206316655873
Kelley, H. H., LeBaron-Black, A., Hill, E. J., and Meter, D. (2021). Perceived family Pallant, J. (2011). SPSS Survival Manual: A Step by Step guide To Data Analysis
and partner support and the work-family interface: a meta-analytic review. Rev. Using SPSS. Journal of Advanced Nursing, 4 Edn, Vol. 3rd. Crows Nest, NSW:
Psicol. Trabajo Organ. 37, 143–155. doi: 10.5093/jwop2021a15 Allen & Unwin.
Kementerian Koperasi dan UKM Republik Indonesia (2019). Laporan Kinerja Poelmans, S., O’Driscoll, M., and Beham, B. (2005). “An overview of international
Kementerian Koperasi dan UKM Tahun 2019. Jakarta: Kementerian Koperasi research on the work-family interface,” in Work and Family: An International
dan UKM Republik Indonesia. Research Perspective, ed. S. A. Y. Poelmans (Mahwah, NJ: Lawrence Erlbaum
Kerdpitak, C., and Jermsittiparsert, K. (2020). The effects of workplace stress, work- Associates Publishers), 3–46. doi: 10.4324/9781410612601
life balance on turnover intention: an empirical evidence from pharmaceutical Pramono, R., Sondakh, L. W., Bernarto, I., Juliana, J., and Purwanto, A. (2021).
industry in Thailand. Syst. Rev. Pharm. 11, 586–594. Determinants of the small and medium enterprises progress: a case study
Kim, H. J., Hur, W. M., Moon, T. W., and Jun, J. K. (2017). Is all support equal? of SME entrepreneurs in Manado, Indonesia. J. Asian Finance Econ. Bus. 8,
The moderating effects of supervisor, coworker, and organizational support on 881–889.
the link between emotional labor and job performance. BRQ Bus. Res. Q. 20, Preena, R. (2021). Impact of work-life balance on employee performance: an
124–136. doi: 10.1016/j.brq.2016.11.002 empirical study on a shipping company in Sri Lanka. Int. J. Glob. Bus. Manag.
Kim, T. Y., Liu, Z., and Diefendorff, J. M. (2015). Leader-member exchange and job Res. 10, 48–73.
performance: the effects of taking charge and organizational tenure. J. Organ. Putnik, K., Houkes, I., Jansen, N., Nijhuis, F., and Kant, I. (2020). Work-home
Behav. 36, 216–231. doi: 10.1002/job.1971 interface in a cross-cultural context: a framework for future research and
Konrad, A. M., and Mangel, R. (2000). The impact of work-life programs on firm practice. Int. J. Hum. Resour. Manage. 31, 1645–1662. doi: 10.1080/09585192.
productivity. Strateg. Manag. J. 21, 1225–1237. doi: 10.1002/1097-0266(200012) 2017.1423096
21:12<1225::aid-smj135>3.0.co;2-3 Rawshdeh, Z. A., Makhbul, Z. K. M., Shah, N. U., and Susanto, P. (2019). Impact of
Krishnan, R., Loon, K. W., and Tan, N. Z. (2018). The effects of job satisfaction and perceived socially responsible-HRM practices on employee deviance behavior.
work-life balance on employee task performance. Int. J. Acad. Res. Bus. Soc. Sci. Int. J. Bus. Manag. Sci. 9, 447–466.
8, 652–662. doi: 10.1186/s12913-016-1423-5 Redmond, J., Valiulis, M., and Drew, E. (2006). Literature Review of Issues Related to
Lamane-Harim, J., Cegarra-Leiva, D., and Sánchez-Vidal, M. E. (2021). Work–life Work-Life Balance, Workplace Culture and Maternity/Childcare Issues. Dublin:
balance supportive culture: a way to retain employees in Spanish SMEs. Int. J. Crisis Pregnancy Agency.
Hum. Resour. Manag. [Epub ahead of print]. Ringle, C. M., Sarstedt, M., and Straub, D. W. (2012). Editor’s comments: A critical
Lavoie, A. (2004). Work-life balance and SMEs: avoiding the “One-Size-Fits-All” look at the use of PLS-SEM in “MIS Quarterly”. J. Educ. Bus. 36, iii–xiv. doi:
trap. CFIB Res. 1–13. 10.2307/41410402
Lee, L. Y., and Veasna, S. (2013). The effects of social exchange perspective on Rini, R., Yustina, A. I., and Santosa, S. (2020). How work family conflict, work-
employee creativity: a multilevel investigation. Psychol. Res. 3:660. life balance, and job performance connect: evidence from auditors in public
Lucia-Casademunt, A. M., García-Cabrera, A. M., and Cuéllar-Molina, D. G. accounting firms. J. ASET 12, 144–154.
(2015). National culture, work-life balance and employee well-being in Roberts, E. (2008). Time and work-life balance: the roles of “temporal
European tourism firms?: the moderating effect of uncertainty avoidance values. customization” and “life temporality.”. Gend. Work Organ. 15, 430–453. doi:
Tour. Manage. Stud. 11, 62–69. 10.1111/j.1468-0432.2008.00412.x
Luthans, F., Avolio, B. J., Avey, J. B., and Norman, S. M. (2007). Positive Rofcanin, Y., de Jong, J. P., Las Heras, M., and Kim, S. (2018). The moderating
psychological capital: measurement and relationship with performance and role of prosocial motivation on the association between family-supportive
satisfaction. Pers. Psychol. 60, 541–572. doi: 10.1111/j.1744-6570.2007.0 supervisor behaviours and employee outcomes. J. Vocat. Behav. 107, 153–167.
0083.x doi: 10.1016/j.jvb.2018.04.001
Luthans, F., Norman, S. M., Avolio, B. J., and Avey, J. B. (2008). The mediating role Ryan, A. M., and Kossek, E. E. (2008). Work-life policy implementation: breaking
of psychological capital in the supportive organizational climate—employee down or creating barriers to inclusiveness? Hum. Resour. Manag. 47, 295–310.
performance relationship. J. Organ. Behav. 29, 219–238. doi: 10.1002/hrm.20213
Marescaux, E., Rofcanin, Y., Las Heras, M., Ilies, R., and Bosch, M. J. (2020). Saari, L. M., and Judge, T. A. (2004). Employee attitudes and job satisfaction. Hum.
When employees and supervisors (do not) see eye to eye on family supportive Resour. Manag. 43, 395–407. doi: 10.1002/hrm.20032
supervisor behaviours: the role of segmentation desire and work-family culture. Sekaran, U., and Bougie, R. (2017). Metode Penelitian Bisnis, Edisi 6 Buku 2. Jakarta:
J. Vocat. Behav. 121:103471. doi: 10.1016/j.jvb.2020.103471 Salemba Empat.

Frontiers in Psychology | www.frontiersin.org 11 June 2022 | Volume 13 | Article 906876

Susanto et al. Moderating Role of Family-Supportive Supervisor Behaviors on Job-Performance

Spector, P. E., Allen, T. D., Poelmans, S. A. Y., Lapierre, L. M., Cooper, C. L., performance. Group Organ. Manag. 38, 258–287. doi: 10.1177/10596011124
Michael, O., et al. (2007). Cross-national differences in relationships of work 72726
demands, job satisfaction, and turnover intentions with work-family conflict. Wesarat, P. O., Majid, A. H., Shari, M. Y., Khaidir, A., and Susanto, P. (2018).
Pers. Psychol. 60, 805–835. doi: 10.1111/j.1744-6570.2007.00092.x Mediating effect of job satisfaction on the relationship between work-life
Suriana, E., Razak, A. Z. A. A., Hudin, N. S., and Sharif, S. (2021). Supervisor balance and job performance among academics: data screening. Int. J. Eng.
Support as a moderator between flexible working arrangement and job Technol. 7, 214–216.
performance- Malaysia evidence. Turk. J. Comput. Math. Educ. 12, 525–539. World Bank (2020). Small and Medium Enterprises Finance. Available online at:
Surya, B., Menne, F., Sabhan, H., Suriani, S., Abubakar, H., and Idris, M. (2021). https://www.worldbank.org/en/topic/smefinance (accessed January 10, 2022).
Economic growth, increasing productivity of SMEs, and open innovation. Zhao, K., Zhang, M., Kraimer, M. L., and Yang, B. (2019). Source attribution
J. Open Innov. Technol. Mark. Complex. 7:20. doi: 10.3390/joitmc7010020 matters: mediation and moderation effects in the relationship between work-
Talukder, A. K. M., Vickers, M., and Khan, A. (2018). Supervisor support and work- to-family conflict and job satisfaction. J. Organ. Behav. 40, 492–505. doi: 10.
life balance: impacts on job performance in the Australian financial sector. 1002/job.2345
Personnel Rev. 47, 727–744. doi: 10.1108/pr-12-2016-0314
Thevanes, N., and Mangaleswaran, T. (2018). Relationship between work-life Conflict of Interest: The authors declare that the research was conducted in the
balance and job performance of employees. IOSR J. Bus. Manag. 20, 11–16. absence of any commercial or financial relationships that could be construed as a
Tschopp, C., Grote, G., and Gerber, M. (2014). How career orientation shapes potential conflict of interest.
the job satisfaction-turnover intention link. J. Organ. Behav. 35, 151–171. doi:
10.1002/job.1857 Publisher’s Note: All claims expressed in this article are solely those of the authors
Vayre, É (2019). Impacts of telework on the worker and his professional, family and and do not necessarily represent those of their affiliated organizations, or those of
social spheres. Le Travail Humain 82, 1–39. the publisher, the editors and the reviewers. Any product that may be evaluated in
Victoria, A. O., Olive, E. U., Babatunde, A. H., and Nanle, M. (2019). Work-life this article, or claim that may be made by its manufacturer, is not guaranteed or
balance and employee performance: a study of selected peposit money banks in endorsed by the publisher.
Lagos State, Nigeria. J. Soc. Sci. Res. 5, 1787–1795. doi: 10.32861/jssr.512.1787.
1795 Copyright © 2022 Susanto, Hoque, Jannat, Emely, Zona and Islam. This is an open-
Walumbwa, F. O., Peterson, S. J., Avolio, B. J., and Hartnell, C. A. (2010). An access article distributed under the terms of the Creative Commons Attribution
investigation of the relationships among leader and follower psychological License (CC BY). The use, distribution or reproduction in other forums is permitted,
capital, service climate, and job performance. Pers. Psychol. 63, 937–963. doi: provided the original author(s) and the copyright owner(s) are credited and that the
10.1111/j.1744-6570.2010.01193.x original publication in this journal is cited, in accordance with accepted academic
Wang, P., Walumbwa, F. O., Wang, H., and Aryee, S. (2013). Unraveling practice. No use, distribution or reproduction is permitted which does not comply
the relationship between family-supportive supervisor and employee with these terms.

Frontiers in Psychology | www.frontiersin.org 12 June 2022 | Volume 13 | Article 906876