The effect of balanced life and career development on job satisfaction in bank maluku

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Abstract

This study aims to determine the effect of work balance and career development on job satisfaction at Bank Maluku Namlea and Namrole Branch. This research is an explanatory study because it seeks to explain the effect of work-life balance and career development on job satisfaction. Sources of data in this study are primary data and secondary data. The population in this study were all employees of Bank Maluku in Namlea and Namrole in Maluku Province, totaling 116 employees. The sampling technique used was the census technique. The choice of this technique is because the population is not too large so it is possible to be reached as a whole. This means that the number of samples in this study is the same as the total population of 116 employees of the Maluku Branch Bank in Namlea and Namrole, Maluku Province. Data collection techniques in this study were interviews and questionnaires. The data analysis technique in this study used multiple linear regression analysis. The results showed that work-life balance and career development either partially or simultaneously proved to have a positive and significant effect on the job satisfaction of employees of Bank Maluku, Namlea, and Namrole Branches. This can be proven by the regression coefficient which shows that if work-life balance or career development increases, this increase will be followed by an increase in job satisfaction of Bank Maluku employees, Namlea, and Namrole branches. Thus it can be said that the encouragement of improving work-life balance and career development will increase the level of job satisfaction of the employees of Bank Maluku, Namlea, and Namrole Branches.

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APA

Yusdianti Tenriawali, A., Chairul Basrun Umanailo, M., Wonua, A. R., Mutiara, I. A., Bakti, Damsid, & Ahriani, A. (2021). The effect of balanced life and career development on job satisfaction in bank maluku. In Proceedings of the International Conference on Industrial Engineering and Operations Management (pp. 6133–6142). IEOM Society. https://doi.org/10.46254/an11.20211026

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