Employee performance in government agencies depends on how well employees balance work and personal life, cope with job demands, and engage in voluntary behavior that supports colleagues and the organization. This study examines the effects of work-life balance and workload on employee performance, with organizational citizenship behavior (OCB) as a mediating variable, at the personnel agency (BKPSDM) unit of the Medan Mayor's Office, Indonesia. A quantitative associative design was applied to a census of 72 civil servants, and data were collected with a five-point Likert questionnaire from March to June 2026. The data were analyzed with partial least squares structural equation modeling (PLS-SEM) in SmartPLS 3.0. The measurement model met all convergent validity, discriminant validity, and reliability criteria. Work-life balance had a positive effect on employee performance (β = 0.432) and OCB (β = 0.298), whereas workload had a negative effect on performance (β = −0.329) and OCB (β = −0.426). OCB positively affected performance (β = 0.471) and partially mediated the relationships of work-life balance (indirect effect = 0.201) and workload (indirect effect = −0.200) with performance; all effects were significant at p < 0.05. The model explained 69.8% of the variance in performance and 41.8% in OCB. The findings suggest that agencies can improve performance by supporting work-life balance, keeping workloads proportionate, and fostering OCB, and they extend social exchange theory to a local government personnel setting.
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Buulele et al. (2026) studied this question.
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