Investigating Factors Affecting Construction Workers Performance

Journal of Environmental Treatment Techniques

2020, Volume 8, Issue 3, Pages: 1209-1219

J. Environ. Treat. Tech.

ISSN: 2309-1185

Journal web link: http://www.jett.dormaj.com

https://doi.org/10.47277/JETT/8(3)1218

Investigating Factors Affecting Construction

Workers Performance

Wibawa Prasetya , Christine Natalia , Stella

Senior Lecturer, Industrial Engineering , Atma Jaya Catholic University of Indonesia, Indonesia

Lecturer, Industrial Engineering , Atma Jaya Catholic University of Indonesia, Indonesia

Research Fellow, Industrial Engineering , Atma Jaya Catholic University of Indonesia, Indonesia

Received: 29/05/2020 Accepted: 29/07/2020 Published: 20/09/2020

Abstract

Employee performance is fundamental to successful execution of construction project where it depends by internal and external

factors. To increase employee performance, the organization should analyze the external factors that may reflect on employee

performances. This research examines the relationship of work-life balance, mental workload and job satisfaction with the

performance of construction employee. Data collection using questionnaires that have been tested for validity and relibiality and

sampling technique using purposive sampling. The data processing was done by using NASA-TLX method to find out the mental

workload and SEM (Structural Equation Modeling) method. The results showed that the mental work load negatively affect job

satisfaction and employee performance, work-life balance positivetly affect job satisfaction and employee performance, and job

satisfaction positively affect employee performance. The findings of the paper can be a guidance for construction companies to

formulate strategy for increasing employee performances by adding the number of employees for the workload to be decreased,

compressing work week for a balanced work-life and to promote the employees more frequently to increase job satisfaction.

keywords : Work-Life Balance, Mental Workload, Job Satisfaction, Employee Performance, SEM

Introduction¹

working hours and frequent overtime can affect the workload

experienced by employees, which based on previous research,

excessive working hours can add to the burden it receives (7).

Excessive workloads can cause errors such as misinformation

or errors in carrying out the works that can be fatal to the

continuity of the project (8). Thus, the organizations need to

pay attention to the workloads experienced by its employees

Construction project is very dependent on the performance

of its employees, especially site-based employees.

Professionals who work in the construction field such as

engineers or architects have a very important role in order to

faciliate effective communication between field workers and

the organization and also solving problems in the workplace.

In addition, these professional employees must coordinate

with other project parties such as clients, designers, suppliers,

sub-contractors and others (1). Therefore, it can be said that

the performance of professional employees is fundamental to

successful construction projects (1). Employees’ performance

in general is influenced by two factors, namely the willingness

and abilities of employees to complete the works entrusted to

them, as well as external factors from the companies (2), (3).

One of the external factors from the organizations is work-life

balance. Work-life balance is a condition where employees

can balance work with other things or commitments such as

family, hobbies, art, etc (4). Construction work has a very

demanding work environment that is likely to have an adverse

influence on its employees’ life (5). Work in the construction

field can put high pressure on workers due to deadlines,

frequent meetings with shareholders and sub-contractors,

problem solving on the ground which certainly causes long

working hours and often has to work on holidays. Thus,

construction companies need to take the initiative to support

the work life balance experienced by their workers (6).

Construction work is a complex job and often takes a very

long working hours, especially among project staffs who work

in the field office (site-based employees). The length of

(

9). These workloads consist of two; physical load and mental

demand in which the physical burden is generally easier to

identify while the mental burden is much more difficult to

estimate. Based on previous research, the calculation of

mental load has a high possibility in increasing the workers’

productivity and safety conditions (8), (10).

Job satisfaction is also one of the external factors that

need to be considered by the organizations. Job satisfaction is

an emotional state that is both pleasant and unpleasant about

the views of workers on their works (11). Based on research

of job satisfaction in the US construction field, it is said that

job dissatisfaction is a factor that triggers low productivity and

causes increased costs and late completion of the project (12).

Workers will be more productive and willing to stay in their

careers for a longer period of time if they are satisfied with

their jobs (13). The followings are some previous studies

regarding the effects of work-life balance, mental workload

and job satisfaction on employee performance. In the research

of Romel G. Solis Carcano and Jose A. Gonzalez Fajardo (2)

research was conducted on the job satisfaction of

construction employees in Mexico using the Minnesota

Satisfaction questionnaire. The results of this study indicate

that project employees in Mexico still feel dissatisfied with

their jobs, especially for the salary levels. However, this study

does not discuss further about the consequences of employee

dissatisfaction with the employee's performance. Then in

Renty Anugerah Mahaji Puteri and Zafira Nur Kamila

Corresponding author: Wibawa Prasetya, Senior Lecturer,

Industrial Engineering, Atma Jaya Catholic University of

Indonesia, Indonesia. Email: wibawa.prasetya@atmajaya.ac.id

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2020, Volume 8, Issue 3, Pages: 1209-1219

Sukarna (14) carried out workload analysis at PT. ABC

Construction using the CVL and NASA-TLX methods. From

the results, it was found that the mental workload experienced

by the engineer head office and project engineer was in the

medium category and a proposal was made to divide the work

effectively and efficiently between the engineer leader and the

assistant engineer. However, this study does not discuss

further about the impact of the workload experienced by

employees on employee satisfaction and performance.

Another research conducted by Jiayu Chen, John E. Taylor

and Semra Comu regarding the measurement of mental

In the research of Yo and Surya (16) entitled “the influence of

workload on job satisfaction with job stress as mediation

variable” shows that workload has a negative effect on

employee satisfaction. Employees with high mental workloads

tend to be stressed out and not satisfied with their jobs. Thus

the following hypotheses are proposed:

: Mental workload has no effect on job satisfaction

H3: Mental workload affects job satisfaction

4) The relationship between mental workload and employee

performance

In Ningsih’s research (17) on the relationship between

workload and job satisfaction with employee performance in

eye hospital medial record installation Dr. Yep Yogyakarta”

shows that workload affects employee perofrmance with a

negative impact. Employees with high levels of mental

workloads tend to perform poorly. Thus the following

hypotheses are proposed:

workload

construction

projects

using

electroencephalography (EEG) and NASA-TLX methods.

This study only measured the mental workload and did not

analyze the effect of this mental workload on the satisfaction

and performance of its employees.

In the research of Helen Lingard, Kerry Brown, Lisa

Bradley, Caroline Balley and Keith Townsend, a study

concerning the improvement of the work life balance of

workers in the construction industry was conducted. The

result of this study is the compressing of work time in a week

to 5 working days can improve the work-life balance

experienced by workers. However, this study does not discuss

further the effect of work-life balance on employee

satisfaction and performance. In addition, research on work-

life factors that affect the satisfaction of handicraft

construction workers, no further analysis of the influence of

the work-life factors on employee performance is carried out.

Based on previous studies, it can be seen that there is no

research that examines the influences of work life balance,

mental workload and job satisfaction on employee

performance in the construction field. Studies on job

satisfaction in the construction industry have been conducted,

but almost all of them have only analyze the effects on the

laborers. This study aims to analyze the relationship between

work-life balance, mental workload and job satisfaction with

employee performance. The method used is structural

equation model (SEM) to analyze the relationship between

each variables.

H0 : Mental workload has no effect on employee performance

H4: Mental workload affects employee performance

5) The relationship between job satisfaction and employee

performance. In Ningsih’s research (17) shows that job

satisfaction affects employee performance with a positive

impact. Employees with high level of job satisfaction tend to

perform well. Thus the following hypotheses are proposed:

H0 : Job satisfaction has no effect on employee

performance

H3: Job satisfaction affects employee performance

Methodology

In the research methodology, there are stages that must be

carried out in order for the research’s objectives to be

achieved.

.1 Preparation

At this stage, a field study was conducted, specifically a

visit to one of the construction companies in Jakarta in order

to find information about problems that occurred in the

company and a preliminary study was conducted as a basis for

determining the research topic. Literature studies were also

conducted from books and research journals covering all

variables, namely work-life balance, mental workload, job

satisfaction, employee performance and the method used

which is the SEM method.

Model Building & Research Hypotheses

The following hypotheses are proposed:

)

The relationship between work-life balance and job

satisfaction. In the study of Ganapathi and Gilang (15) on the

effect of work-life balance on employee job satisfaction (case

study at pt. bio farma persero) shows that work-life balance

has a positive effect on job satisfaction, which means that

employees with high work-life balance tend to have a high

level of job satisfaction. Thus the following hypotheses are

proposed:

3.2 Research Design

Based on the theories and previous researches, obtained

the hypotheses that will be applied in research is obtained. In

this study, there are exogenous and endogenous variables.

Exogenous variables are independent variables that affect

other variables. This exogenous variables consists of work-life

balance and mental work load. Endogenous variables are

dependent variables that are influenced by other variables in

the study, namely job satisfaction and employee performance.

The model research that iss being used in this research can be

seen in Figure 1and the indicators and statements used in the

questionare can be seen in Tabel 2. After designing the

questionnaire, the preliminary questionnaire is distributed to

test the validity and reliability of the statements. The initial

questionnaire that got distributed were only for work-life

balance, job satisfaction and employee performance

questionnaires, while for the mental workload questionnaire,

this research uses NASA-TLX questionnaire so there was no

need for preliminary questionnaires. The preliminary

questionnaire was distributed to 30 respondents / workers

form one of the construction companies in Jakarta.

: Work-life balance has no effect on employee job

satisfaction

H1: Work-life balance affects job satisfaction

)

The relationship between work-life balance and employee

performance. In the research of Ischevell Vialara Saina, Riane

Johnly Pio, and Wihelmina Rumawas entitled ”The Effect of

Work Life Balance and Compensation on Employee

Performance on PT. PLN Suluttengo Manado Area” shows

that work-life balance affects employee performance with a

positive impact. Employees with a balance work-life tend to

perform well. Thus the following hypotheses are proposed:

H0 : Work-life balance has no effect on employee

performance

H2: Work-life balance affects employee performance

)

The relationship between mental workload and job

satisfaction

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2020, Volume 8, Issue 3, Pages: 1209-1219

Tabel 1: Operational Definition and Indicator

Operational Definition Manifest Variables (Indicator)

Latent

Indicato

Source

r Code

Variables

Construct)

(

Social balance

Physical balance

Intellectual balance

Career balance

Emotional balance

Spiritual balance

Task Demand

Effort

Performance

Time load

Psychological pressure

Salary

Promotion

Colleagues

Supervisor

Occupation

Work quality

Work quantity

Working hours

Team work

Employees can freely use their flexible

Work-life

balance

work hours to balance their job with other

commitments such as families, arts, studies

and to not only focus on their jobs (18)

Rachman and

Savitri (2007)

“

Mental workload is the difference between

Hart and

Staveland

(1988)

Mental

Workload

task demands with the maximum load

capacity of the mental demands of a person

in a motivated state” (19)

A positive emotion that cimes form an

Celluci et al.

Job Satisfaction

Performance

employee’s job assessment or work

experience” (20)

(1978)

Dyne et al in

Mas'ud (2006)

and Diblitis

(2010)

"The ability of employees to do certain

skills” (21)

Tabel 2: Variables and Indicators for Questionnaire

Latent Variable

Manifest Variable

(Indicator)

Indicator

Statement Items

Code

(Construct)

A.1.1.

A.1.2.

A.2.1.

A.2.2.

I have a lot of time for my family

I have time to meet up with friends

The work provided is not tiring

I have time for excersicing

Social balance

Physical balance

A.3.1.

I have gotten a lot of knowledge since working in the company

Intellectual balance

Career balance

Emotional balance

Spiritual balance

Salary

A.3.2.

A.3.3.

I received various traning that are useful for works

I can manage my tasks without feeling pressured

Work-life

balance

A.4.1.

My job would be useful in the development for my carreer

A.5.1.

A.5.2.

I can divide my time to have some fun

I can use my own thoughts in finishing my tasks

A.5.3.

A.6.1.

I feel confident with my works

I can divide my time for my religious needs

C.1.1

C.1.2.

C.1.3.

My salary is compatible to the works that I do

My salary is enough to support my family

My company has provided many incentives for its employees

Job Satisfaction

Figure 1: Model Research

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2020, Volume 8, Issue 3, Pages: 1209-1219

Tabel 2: Variables and Indicators for Questionnaire (Cont.)

Latent Variable

Construct)

Manifest Variable

(Indicator)

Indicator

Code

Statement Items

(

C.2.1.

I feel satisfied with the promotion policies

The frequency of promotion is quite fast

Promotion

Colleagues

C.2.2.

C.3.1.

C.3.2.

C.4.1.

C.4.2.

I can communicate well with all my co-workers

I can work together with all my co-workers

I can communicate well with my supervisors

My supervisors always help me whenever I have troubles

My supervisors always give me supports and evaluations of my

works

Supervisor

Occupation

C.4.3.

C.5.1.

My work is interesting and fun

I feel satisfied with the amount of responbilities that I receive in

doing my job

C.5.2.

D.1.1.

D.1.2.

The task done is meeting the company standards

Employee doing his responbilities as described in the job description

Work quality

Work quantity

D.1.3.

D.1.4.

D.1.5.

Employee follows the procedures and policies set by company

Employee can plan and organize his tasks

Employee works with high creativity

Performance

D.2.1.

Employee is willing to help other employees with excessive workload

D.2.2.

D.2.3.

D.2.4.

Employee is willing to help the new employee

Employee’s attendances at work exceeds the requirement

Employee is willing in doing extra effort to finish his task

Employee is willing to replace other employees who are not present if

his job is done

D.2.5.

D.3.1.

D.3.2.

Employee always comes on time

Employee uses his break time according to the provisions

Working hours

Team Work

D.3.3.

D.3.4.

D.3.5.

Employee uses his time in office / office-site to work

Employee uses his time efficiently

Employee uses his time effectively

D.4.1.

D.4.2.

D.4.3

D.4.4.

Employee is able to communicate with his co-workers

Employee is able to adapt in a team

Employee is able to work together in a team

Employee is willing to work with other employees

This is in accordance with Singarimbun and Efendi (22)

and Sugiyono (23) which states that the minimum number of

trial questionnaires is 30 respondents because with this

minimum amount, the distribution of values will be closer to

the normal curve.

value with df = n-2 = 30-2 = 28, so that the r table value =

0.361. In this study, all validity test results have been valid.

4.2 Reliability Test

Reliability test is done to find out whether the

questionnaire will have the same and consistent results if

tested in other time. Statement items are said to be reliable if

the Cronbach alpha value is > 0.60 (24). In this study, it was

found that the questionnaire was reliable.

.3 Data Collection

The object of this research is one of the construction

company projects in Jakarta with 150 respondents according

to Hair et al. in Ghozali and Fuad (24) which states that the

sample size for the SEM method with the maximum

likelihood approach is 100-200 samples.

4.3 Respondents’ Characteristics

Based on table 3, it is known that the age range of 30-35

years has the largest percentage value of 38%. Employees at

this age are generally married and have children hence work-

life balance is needed to maintain the family harmony. In

addition, it is known that the majority of employees who work

at this construction project is male (88%) and generally

married (57%). This marital status can affect the level of

work-life balance because employees who are married

naturally want to have time for family so that if the level of

work-life balance is low then it could affect job satisfaction

and employee performance.

Results

.1 Validity Test

Validity test is used to find out whether the questionnaire

used for research has been accurate to measure existing

research variables. Validity test is done using SPSS software

by comparing the value r count for each item statements with r

table where the statement item is said to be valid if the value r

count > r table and r is positive (24). r table used is the r table

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Tabel 3: Respondents’ Characteristics

Category

Average

Engineering

67,3

High

Quality Control

72,71

Quantity Surveyor 76,98

Table 5: Optimal Number of Employees

The number of

operatosr right

now

The number

of proposed

operators

Divition

Engineering

Quality Control

Quantity Surveyor

From the results of Table 4. it was found that the average

mental workload of each division was included in the high

category, thus requiring an increase in the number of

employees to achieve an optimal number of employees.

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Figure 2: Path Diagram Standardized Solution

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Figure 3: Path Diagram T-Value

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Tabel 6: Goodness of Fit

GOF Category

Parameter

Estimation Result

Modification Result

Chi-Square

P-Value

Small value

p > 0,05

1954,25

1438,40

NCP

Small value

879,79

240,24

RMSEA

RMSEA ≤ 0,05

p > 0,05

0,073

0,039

1,00

Lower than Saturared

Model and

Independence Model

ECVI = 14,82

ECVI = 10,79

ECVI

AIC

Saturated = 16,44

Independence = 188,64

AIC = 2208,79

Saturated = 24500

Independence = 28106,99

CAIC = 2625,89

Saturated = 16,44

Independence = 188,64

AIC = 1608,24

Saturated = 24500

Independence = 28106,99

CAIC = 2181,76

Lower than Saturared

&Independence Model

Lower or near Saturared

and Independence

Saturated = 7363,03

CAIC

Independence = 28303,51

NFI

NNFI

CFI

≥ 0,90

0,93

0,97

0,93

95,09

0,066

0,65

0,61

0,95

0,99

0,94

124,60

0,058

0,73

0,70

≥ 0,90

IFI

≥ 0,90

RFI

≥ 0,90

≥ 200

RMR

GFI

AGFI

Standardized ≤ 0,05

≥ 0,90

Tabel 7: Reliability dan Variance Extracted

H0 : Work-life balance has no effect on employee job

satisfaction

Composite Reliability

0,9321

Variance Extracted

H1: Work-life balance affects job satisfaction

Basic decision making:

WLB

0,5345

0,585

If the probability value is > 0.05 or t count < t table or - t

count> - t table, then H01 is accepted.

If the probability value is < 0.05 or t counts > t table or - t

counts <- t table, then H01 is rejected.

The t table value for alfa = 0.05 is 1.96.

Decision:

0,8935

KPSN

KNJ

0,9211

0,4954

0,4479

0,93815

.6 R value / Squared Multiple Correlation

a. R value of Work-Life Balance and Workload  Job

The value of t count work-life balance against job

satisfaction> t table (6.65> 1.96) then reject H01 which means

that the work-life balance affects employee job satisfaction

2) The relationship between Work-Life Balance with

Employee Performance

Hypotheses:

H0 : Work-life balance has no effect on employee

Satisfaction is 0.68, which means that 68% of the variance in

the work satisfaction variable is explained by the work-life

balance and workload variables while the other 32% is

explained by variables other than work-life balance and

workload.

b. R value of Job Satisfaction, Work-Life Balance and

performance

Workload  Performance is 0.66, which means that 66% of

the variance in employee performance variables is explained

by the variables of job satisfaction, work-life balance and

workload while the other 34% are explained by variables

other than job satisfaction, work-life balance and workload.

H2: Work-life balance affects employee performance

Basic decision making:

If the probability value is> 0.05 or t count <t table or - t

count> - t table, then H01 is accepted.

If the probability value is <0.05 or t counts> t table or - t

counts <- t table, then H01 is rejected.

The t table value for alfa = 0.05 is 1.96.

Decision:

.7 Research Hypotheses Analysis

This hypothesis testing is done by comparing the t value

of the results of the structural equation model (SEM) with the

t table value at the 5% significance level (t table = 1.96). H0 is

accepted if the t value is smaller than 1.96 or greater than -

The value of t counts work-life balance against employee

performance <t table (0.03 <1.96) then accept H02 which

means that work-life balance does not affect employee

performance signiﬁcantly.

3) The relationship between mental workload and job

satisfaction

.96.

) The relationship between Work-Life Balance and Job

Satisfaction

Hypotheses:

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2020, Volume 8, Issue 3, Pages: 1209-1219

: Mental workload has no effect on job satisfaction

variables. Based on Kim's research, work-life balance has no

direct effect on performance, but work-life balance affects

employee commitment, where the work-life balance that is

H3: Mental workload affects job satisfaction

Basic decision making:

If the probability value is> 0.05 or t count <t table or - t

count> - t table, then H01 is accepted.

If the probability value is <0.05 or t counts> t table or - t

counts <- t table, then H01 is rejected.

The t table value for alfa = 0.05 is 1.96.

Decision:

fulfilled will have a positive influence on employee

commitment to the company. Grover and Crooker (31) found

that employees in companies with work-life balance benefits

had higher levels of commitment to the organization.

Employees who have a high commitment to their company

will improve their performance in order to provide a high

contribution to the company, in accordance with the opinion

of Mathieu and Zajac (32); Mayer and Schoorman (33); and

Swailes (34).

The value of t counts workload on job satisfaction <-t table (-

.08 <-1.96) then reject H03, which means that workload has

an effect on employee job satisfaction.

)

The relationship between mental workload and employee

performance

From the results of hypothesis 3, it is known that the

workload has a negative effect on job satisfaction. This means

that a high workload will cause job satisfaction to decrease

and vice versa, a low workload will lead to increased job

satisfaction. This is consistent with the research of Mustapha

and Ghee (35) which states that job satisfaction is influenced

by daily workload, where employees are more satisfied when

given a low workload. Construction industry has complicated

and demanding task with high pressures, deadlines, and tight

schedules. Mental distress can result from a mismatch

between job demands and employee’s latitude in decision

making (36). Employees that are constantly under mental

stress can develop mental health problems such as depression

and anxiety, which may not only compromise construction

worker satisfaction level, but may distract workers’ attention

from their job and result in accidents (37).

From the results of hypothesis 4, it is known that the

workload has a negative effect on employee performance.

This is consistent with Ningsih's (38) study which states that

workloads have a negative relationship or are inversely related

to employee performance. Employees who have a high

workload tend to perform poorly. Construction tasks require a

great amount of physiological effort (10) and create a heavy

mental load (8), (9). Mental fatigue results in effort

disinclination, reduction in efficiency and alertness, and

impaired mental performance (39). Mental fatigue also results

in lack of focus and diligence in performing task appropriately

(40). From the results of hypothesis 5, it is known that job

satisfaction has a positive effect on employee performance.

This is supported by Ningsih's (38) research which states that

job satisfaction is directly proportional to employee

performance. Employees who are satisfied with their work

tend to have good performance. In the research of Leung et al.

Hypotheses:

H0 : Mental workload has no effect on employee performance

H4: Mental workload affects employee performance

Basic decision making:

If the probability value is> 0.05 or t count <t table or - t

count> - t table, then H01 is accepted.

If the probability value is <0.05 or t counts> t table or - t

counts <- t table, then H01 is rejected.

The t table value for alfa = 0.05 is 1.96.

Decision:

The value of t counts the workload on employee performance

workload affects employee performance.

-t table (-2.23 <-1.96) then reject H04, which means that

)

The relationship between job satisfaction and employee

performance

Hypotheses:

H0 : Job satisfaction has no effect on employee performance

H5: Job satisfaction affects employee performance

Basic decision making:

If the probability value is> 0.05 or t count <t table or - t

count> - t table, then H01 is accepted.

If the probability value is <0.05 or t counts> t table or - t

counts <- t table, then H01 is rejected.

The t table value for alfa = 0.05 is 1.96.

Decision:

T value calculated job satisfaction on employee performance>

t table (4.77> 1.96) then reject H05 which means that job

satisfaction affects employee performance.

Discussion

.1 Theoritical Implication

From the results of hypothesis 1, it is known that work-life

(

41) on job satisfaction of construction craft workers, it is

found that improved job satisfaction can enhance workers’

participation on the job, implementation of decided project

goals and team cohesion, thus leading to better overall

performance of a project. Kazaz et al. (42) did a research

about variables that affect construction laborer productivity

and found that job satisfaction is one of the critical

sociopsychological factors that keep workers motivated.

balance affects employee job satisfaction where the higher the

work-life balance or the more balanced the employee's life

between work and personal life, the more satisfied the

employee will be at work. This is in accordance with the

research of Ganapathi and Gilang (15) and Rani (26) which

shows that work-life balance is positively and significantly

related to job satisfaction directly. The study of Francis (27)

of civil engineers reported to have higher commitment, job

satisfaction and lower turnover intention when the

organization supports the work-life balance initiatives. The

research of Lingard, et al (28) shows that construction workers

are satisfied with the compressed working week (5-days per

week) because on the weekend they can have their time with

family / friends. From the results of hypothesis 2, it is known

that the work-life balance does not significantly influence

employee performance. This is supported by research

conducted by Cahyo Utomo, Indi Djastuti and Mahfudz (29)

which obtained results that work-life balance has a positive

effect on employee performance but not significant. This is

also in line with Kim's (30) statement that work-life balance

has an indirect effect on performance through commitment

.2 Managerial Implication

Based on the results of the research that has been done,

construction companies need to pay attention to the workload

experienced by their workers because of excessive workload

can lead to reduced effort by workers, decreased efficiency

and agility and disrupt performance (39). In addition, mental

overload can cause a loss of work focus and the ability to do

work properly (40). Therefore construction companies need to

divide the work between employees equally and add the

number of workers so that they can ease the work.

From the results of the study, it was found that the

work-life balance did not significantly influence employee

performance. However, work-life balance has a significant

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2020, Volume 8, Issue 3, Pages: 1209-1219

effect on job satisfaction and job satisfaction has a significant

effect on employee performance. So that construction

companies still have to pay attention to the work-life balance

of their employees in order to increase job satisfaction which

then encourages employee performance to be maximum.

Companies can narrow the workday of the week and increase

work time in a day (28). Increasing job satisfaction can be

done by increasing the frequency of promotion of employees,

namely evaluating the performance of their employees. This

performance appraisal should be carried out by superiors who

hold employees directly below it so that the assessment can be

carried out objectively. From the results of the performance

appraisal, the company can consider promotion for employees

with good performance so that other employees are motivated

to work optimally.

5. Lingard, H. and Francis, V. The Work-Life Experiences of Office

and Site-Based Employees in The Australian Construction

Industry. Journal of Construction Engineering and Management.

004;22:991-1002.

Emily, J.M. Employee Preferences for Work-Life Balance

Initiative In A Large New Zealand Construction Company.

Theses, Unitec, New Zealand. 2010.

7. Tarwaka. Industrial Ergonomic Basic Knowledge of Ergonomic

and Applications in Workplace. Second Edition, Harapan Press,

Surakarta. 2015.

Dadi, G.B. et al. Cognitive Workload Demands Using 2D and 3D

Spatial Engineering Information Formats. Journal Construction,

Engineering,

4014001-8.

Chen, J., John E. T., Semra, C. Assessing Task Mental Workload

in Construction Projects: Novel Electroencephalography

Approach. Journal of Construction Engineering and Management.

Management.

2014;140(5):04014001-1

–

017. 10.1061/(ASCE)CO.1943-7862.0001345, 04017053-1 –

4017053-13.

Conclusion

0. Abdelhamid, T.S., and Everett, J.G. Physiological Demands

During Construction Work. Journal Construction, Engineering,

Management. 2002;128(5):427-437.

1. Côté, S. and Morgan, L.M, A longitudinal analysis of the

association between emotion regulation, job satisfaction, and

intentions to quit. J. Organiz. Behav. 2002;23:947-962.

doi:10.1002/job.174.

Project employee performance is very important to be

considered by the company because employee performance is

the foundation of successful construction projects. Thus,

factors that affect employee performance are important to be

considered by the company. From the results of the research,

it was found that work-life balance has a significant effect on

employee job satisfaction, but not significant on employee

performance, mental workload has a significant effect on

employee satisfaction and performance, and job satisfaction

has a significant effect on the performance of construction

employees. This study has limitations where the majority of

employees who fill out the new questionnaire have work

experience for 1-4 years so that they cannot be said to have

enough experience. So that the next research can be done for

employees who have experienced work that is 5 years and

above. Subsequent research should conduct interviews to

validate the results of the research to the workers so as to

avoid biased results. In addition, further research can further

examine the factors that influence the work-life balance and

mental workload of construction employees.

2. Borcherding, J.D. and Oglesby, C.H. Construction Productivity

and Job Satisfaction. Journal Construction Division.

974;100(3):413-431.

3. Bedeian, A.G., Ferris, G.R., and Kacmar, K.M. Age, Tenure, and

Job Satisfaction: Tale of Two Perspectives.” Journal

Vocational Behaviour. 1992;40(1):33-48.

14. Putri Handayani, Widiarti Hanum, Mayumi Nitami, Helmy

Faizal. Factors relating to work stress in production of unit worke

rs in pt. indo surya kencana. International Journal of Psychosocial

Rehabilitation. 2020; 24: 2772-2777.

5. Ganapathi, I Made Devan and Gilang, Alini. Work Life Balance

Effects on Employee Satisfaction (Study Case PT. Biro Farma

Persero). Jurnal Ecodemica. 2016;4(1):125-135.

6. Yo, Putu Melati Purbaningrat dan Ida Bagus Ketut Surya. The

Effect of Workload on Job Satisfaction with Work Stress as

Mediation Variable. E-Jurnal Manajemen Unud. 2015;4(5):1149-

165.

7. Ningsih, Kori Puspita. The Relationship of Workload and Job

Satisfaction on Employee Performance in Medical Instalation Dr.

Yap. Eye Hospital Yogyakarta. Final Project. Muhammadiyah

Surakarta University, Surakarta. 2013.

Ethical issue

Authors are aware of, and comply with, best practice in

publication ethics specifically with regard to authorship

(

avoidance of guest authorship), dual submission,

18. Galea, Christopher & Houkes, Inge & Rijk, Angelique. An

insider's point of view: How a system of flexible working hours

helps employees to strike a proper balance between work and

personal life. International Journal of Human Resource

Management. 2014;25. 10.1080/09585192.2013.816862.

manipulation of figures, competing interests and compliance

with policies on research ethics. Authors adhere to publication

requirements that submitted work is original and has not been

published elsewhere in any language.

9. Ghozali, I. and Fuad. Structural Equation Modeling: Structural

Equation Modeling: Theory, Concept, and Application.

Universitas Diponegoro Publishing, Semarang. 2005.

Competing interests

The authors declare that there is no conflict of interest that

would prejudice the impartiality of this scientific work.

20. Utomo, Cahyo. et al. The Effect of Work Life Balance on Work

Stress With Implication to Employee Performance (Study Case

BPK Representative Middle Java). Masters Thesis, Diponegoro

University, Semarang. 2016.

Authors’ contribution

All authors of this study have a complete contribution for

data collection, data analyses and manuscript writing.

1. Saina, Ischevell Vialara. et al. The Effect of Work Life Balance

and Compensation on Employee Performance in PT. PLN

(Persero) Suluttenggo Manado. Jurnal Administrasi Bisnis.

016;4(3):1-9.

2. Singarimbun and Effendi. Methodology Research Survey.

Revised Edition, PT. Pustaka LP3ES, Jakarta. 1995.

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