| Abstract: |
This paper evaluates how perceived work–life balance influences employees’ job satisfaction in India’s service sector. Because no field dataset was supplied, the study uses a generated synthetic cross-sectional dataset; its estimates demonstrate a workflow and must not be represented as observations from real respondents. The sample contains 384 profiles spanning information technology, banking and financial services, education, healthcare, and retail and business services. Multi-item five-point measures capture work–life balance, job satisfaction, supervisor support, schedule flexibility, and workload. Descriptive statistics, reliability tests, Pearson correlations, analysis of variance, and hierarchical ordinary least-squares regression assess the proposed relationship. Work–life balance correlates positively with job satisfaction (r = 0.649, p < 0.001). Controls explain 15.8% of satisfaction variance; adding work–life balance increases explained variance by 27.4 percentage points. In the full model, work–life balance remains the strongest predictor (standardized β = 0.451, p < 0.001), while supervisor support (β = 0.198) and schedule flexibility (β = 0.116) contribute independently. Employees in the highest balance quartile report greater satisfaction than those in the lowest quartile (3.875 versus 2.573), with a large omnibus effect (η² = 0.373). These convergent results support the proposition that balance is a job resource linking manageable boundaries to favorable work attitudes. Organizations should combine realistic workload norms, employee-controlled flexibility, and supportive supervision rather than rely on isolated benefits. Longitudinal field research is required to test causality, measurement invariance, and sector differences. The conclusion returns to these estimates and their managerial meaning. |
