The Effect of Work Overload and Work Fatigue on Human Resource (HR) Performance Through Quality of Work Life (QWL) for Cash Work Unit Employees Bank Indonesia
Abstract
This study aims to assess the impact of Work Overload and Job Fatigue on human resource (HR) performance in Bank Indonesia Cash Work Unit, with Quality of Work Life (QWL) as a moderating variable. The study uses a quantitative approach with Structural Equation Modeling (SEM) technique based on Partial Least Square (PLS). Data were collected through questionnaires with a purposive sampling method involving 100 respondents from 895 employees spread across Bank Indonesia Representative Offices in Java, Sumatra, Kalimantan, Sulampua and Balinusra. The hypothesis acceptance criteria were determined based on a t-statistic value > 1.96 or a p-value < 0.05. The results of the study indicate that: (1) Work Overload has no significant effect on HR Performance; (2) Work Fatigue has a negative and significant effect on HR Performance; (3) Quality of Work Life (QWL) has a positive and significant effect on HR performance; (4) Work Overload has a negative and significant effect on QWL; (5) Work Fatigue does not have a negative and significant effect on QWL (6) Work overload has an effect on HR Performance mediated by QWL; and (7) Work fatigue does not have an effect on HR Performance mediated by QWL. These findings indicate that the effect of Work Overload on HR performance depends on the organizational context, organizational structure, and individual perceptions of the quality of work life. The implications of this research emphasize the importance of improving Quality of Work Life (QWL) as a strategy to mitigate the negative impact of Work Overload on HR performance in Bank Indonesia's cash work units.
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