| dc.description.abstract | In recent years, the COVID-19 pandemic has caused a dramatic transformation in the global business landscape, compelling organizations to embrace remote work arrangements. With this transition from the office to home, employees now face a multitude of pressures from both work and personal life, along with the added burden of work–life stress stemming from the blurred boundaries between work and life domains. While existing studies have primarily focused on the impact of either work stress or personal life stress on employee job performance, there is a dearth of research examining the effects of work–life stress on job performance. Hence, this study aims to bridge this gap by building an empirical model to explore how work–life stress, encompassing work–life imbalance, work–life conflict, and life–work conflict, influences employee job performance. Taking inspiration from coping theory, we further delve into the realm of coping strategies at both the individual- and organizational-level to uncover their potential in alleviating the negative impact of work–life stress on job performance. Specifically, we investigate the significant role played by individual-level coping strategies, including problem-focused coping and emotion-focused coping, as well as organizational-level coping strategies, such as instrumental support and emotional support, in buffering the adverse effects of work–life stress.
This study utilized online questionnaires to collect survey data, which were subsequently using partial least squares approach. With a total of 461 valid samples, the results show that work–life stress has a detrimental impact on job performance, uncovering a negative association between the two variables. Additionally, both instrumental support and problem-focused coping were found to effectively moderate the relationship, mitigating the adverse effects of work–life stress on job performance. However, no significant moderating effects were found for emotional support and emotion-focused coping. The implications of these findings are practical and carry crucial considerations for management in fostering employee well-being and productivity. | en_US |