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The Association between Work-Life Balance and Rewards towards

Job Satisfaction amongst Employees at Private Universities in Klang

Valley.

Zabedah Othman

, Noorhamizah Hamzah

, Mariaton Safrina Baharuddin

, Annessa Natasha Zabidi

1,2,3

Unitar University College Kuala Lumpur

University Teknologi MARA

*Corresponding Author

DOI: https://dx.doi.org/10.47772/IJRISS.2025.91100006

Received: 08 November 2025; Accepted: 14 November 2025; Published: 27 November 2025

ABSTRACT

This study aims to explore the effect of work-life balance and rewards towards job satisfaction amongst

employees working at the private universities in Klang Valley. This study will employ a quantitative method

by utilising self-managed questionnaires to collect the data from the employees working at the private

universities. The questionnaire will assess key features of job satisfaction involving reward and work-life

balance amongst the employees working in the private universities at Klang Valley.

By analysing the data collected, the descriptive statistics will provide an outline of the overall job satisfaction

amongst the employees surveyed. In addition, inferential statistical techniques will be employed to identify

significant correlations between the demographic elements such as age, gender, marital status and their job

satisfaction. The findings from this study are projected to offer beneficial insights for the employees,

policymakers and university administrators. By understanding the elements that drive job satisfaction,

institutions can acquire targeted approaches to enhance employees’ well-being and engagement. This could

lead to enhanced organisational performance, increasing employees’ retention, with a productive and positive

and work settings within the competitive surroundings of private universities in Klang Valley.

Keywords: work-life balance, rewards, job satisfaction, private universities.

INTRODUCTION

Udin (2023) stated that employees that successfully balanced their job functions with their personal lives will

normally reveal dedication, higher motivation and job satisfaction towards enhancing their performance.

Work-life balance is considered as one of the essential elements to be focused on employees and management

to ensure employees’ welfare is sustained. Work-life balance is identified as the capacity to be in self-control,

competitive and productive during work, maintaining a cheerful and healthful home life with adequate time for

leisure time (Campo et al., 2021). An unbalanced relationship between reward and effort might generate poor

performance, weakening and exhaustion in life situations. (Bataineh, 2019). To ensure high job productivity,

positive work conditions is essential towards enhancing employees’ productivity and retaining (Almarzooqi &

Ab Wahid, 2024) and Wolor et al. (2020) mentioned that happiness and achievement can enhance work-life

balance due to these elements could aid employees towards achieving their accomplishment. Theys and

Barkhuizen (2022) mentioned that employees value plans which include direct and indirect financial rewards,

workplace social interests, positive work features, career prospects, multiple services and conveniences.

Armstrong and Taylor (2020) stated that employers must consider all attributes of the employees’ work

experience that hold their value when designing their reward schemes.

LITERATURE REVIEW

Job satisfaction

Organisations that are ambitious towards achieving greater victory should prioritise multiple approaches that

can facilitate employees achieving their job performance successfully. Thus, when employees’ welfare is not

INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue XI November 2025

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eased, it can lead to significant losses for the organisation (Jayanandana & Jayathilaka, 2023). Fidhdho and

Larrasaty (2024) stated that employees in an organization surveyed underwent improved job satisfaction due to

reinforcement balanced between their personal and skilled commitments especially in pressured environments.

These studies highlighted that furthering work-life balance improves employees’ job satisfaction, upgrading

effectiveness, motivation, and job productivity. Retaining a healthy work-life balance develops employees’

improvement, efficiency, engagement and job routine. Krishnan, (2018) mentioned that employees in a private

university had strengthened job satisfaction and reduced turnover rates when they were reinforced by work-life

balance strategies. In addition, Dousin (2019) stated that supportive management and flexibility arrangements

in the hospitals enhanced employees’ job satisfaction while improving their performance. Their study

highlighted that job satisfaction mediates the association between task performance and work-life balance

arrangements, proving that staff with constructive supervisor feedback while controlling their schedules will

perform greater. Companies that focused on work-life balance encourage supportive settings, leading to

elevated staff retention, satisfaction, and efficiency. Abdirahman, (2018) mentioned that employees with

greater job satisfaction are found to be motivated, optimistic, and guided to improve their performance. Thus,

companies can entice best talent while fostering an optimistic company’s culture, developing their

competitiveness and status in the employment position (Tkalych et al., 2020). In addition, companies having a

balanced work-life system impacts on employees’ creativity, collaboration, and innovation which promote

organizational growth and victory. According to Sindhuja (2020), furthering work-life balance leads to an

improved healthful and committed workforce, impacting towards the organisation’s profitability, steadiness

and sustainability. Ambrose et al. (2020) highlighted the vital function of flexible work measures, sharing of

assignment and exhaustion avoidance towards furthering employee engagement. Establishing encouraging job

settings that prioritises work-life balances increases job satisfaction, lessened the turnover rates and encourages

long-term victory for companies. Rodríguez-Sánchez et al. (2020) and Aziz et al. (2023) studies showed that

work-life balance proposals, such as telework and flexible times expand employees’ satisfaction, retention,

performance and commitment, leading to cost savings. These policies aid towards reducing turnover rates,

lowering absenteeism, lowering training and recruitment costs. Therefore, organisations should foster work-

life balance as it could decrease stressful health concerns, reduce healthcare expenses, and contribute towards a

healthy, satisfied and constructive labor force.

Work-life balance

The expansion of digital technologies, such as laptops, smartphones, and cloud-based platforms, has made

individuals able to be linked to work beyond the conventional office hours (Attaran, Attaran & Kirkland,

2019). A study done by Susanto (2022) consisting of 600 employees from small and medium-sized enterprises

showed significant results of direct relationship of work-life balance towards job performance. These findings

implied that work-life balance will enhance employees’ capability to accomplish their job roles. The

respondents stated their inclination to be flexible during work when requested and further highlighted that they

were not inclined to give up their respective lives for their positions (Susanto et al.,2022). Results from

previous study involving 293 Sri Lankan information technologies professionals that actively engaged in

work-from-home showed that work-life balance significantly affects information technology remote

employees perform their jobs (Jayanandana & Jayathilaka, 2023). The incorporation of work and personal

life can affect burnout, stress and job satisfaction (Borowiec & Drygas, 2022). Personal approaches for

accomplishing work-life balance embrace intentional attempts to manage work obligations while prioritising

personal well-being. These strategies set clear limitations between individual time and work roles, arranging

tasks, adopting flexible work arrangements and improving management of time to adapt towards individual

needs (Zuhriatusobah et al., 2023). Flexible working provisions can extensively improve work-life balance by

granting employees limit over their programs, leading towards reduced absences and improved performance

(Angelici & Profeta, 2020). Maintaining work-life balance lessened stress, inhibits burnout, and increases

general well-being, furthering a healthy and fulfilling daily life (De Klerk et al., 2021). Work-life balance

reinforces family relations by enabling individuals to commit more time to their families, adopting better

cohesion and communication (Aliasah et al., 2020). Subramaniam (2015) found that flexible working

engagements expanded the changing aspects of Malaysian women, enhancing relations with their families,

reducing stress and time restrictions. In addition, Husin et al. (2018) highlighted that Malaysian academic

sector with better work-life balance conveyed greater family satisfaction and inclusive well-being. These

studies highlighted that by offering flexible schedules, organisations could promote a positive work

INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

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environment, family harmony and employees’ satisfaction eventually, enhancing productivity and lessening

the turnover rates.

Rewards

Reward systems are divided into classifications which are extrinsic and intrinsic. Extrinsic or monetary

rewards are benefits, salary, incentives, or status indications such as company vehicles. Intrinsic or non-

monetary rewards provided to employees are encouraging feedback, independence and accountability, training

and development or attribution of respectable positions (Jayawardena & Jayawardena, 2020; Manzoor et

al., 2021). Reward management impacts employees’ satisfaction and motivation, enhances retention,

accelerates engagement of knowledge and influences towards the organisation’s progression and productivity

according to Beqiri and Aziri (2022). Inadequate reward system often directs to behaviours such as disinterest,

dissatisfaction, detachment and discomfort amongst employees, compromising the level and superiority of

performance (Almeida, 2021; Alrazehi et al., 2021). Elements such as promotion, compensation, culture,

gratitude and work situation will ascertain the degree of satisfaction of employees. Decrease levels of

satisfaction will have explicit influence on particular behaviour such as reduced productivity, less dedication,

lack of independence with less innovative and creativeness (Hareendrakumar et al., 2020; Mabaso et al., 2021.

Employees will reinforce their intention to stay in that organisation whenever their needs are fulfilled

(Othman, 2019). It is overbearing that reward execution meets the certainties of the individuals to whom the

rewards are projected, and the expansion are constructed on the elements of equity, clarity and transparency,

portraying the reward system as dependable, reliable and reasonable (Shaheen et al., 2020; Silva et al., 2022).

Thus, organisations are required to suitably assess employees’ requirements and the consequences of their

procedures or policies towards reward management since poor reward management will lead towards

withdrawal behaviours.

Theoretical Framework and Hypotheses Development

Herzberg's Motivation-Hygiene Theory proposes that job satisfaction is inclined by two separate groups of

elements which are hygiene elements which avoid disappointment if available, but do not inspire employees,

and motivator elements which directly contribute towards job satisfaction and motivation when available.

There are distinct sets of elements at the workplace settings that could provide either job satisfaction or

dissatisfaction. Motivators introduce employees to behave remarkably, while hygiene elements are vital to

avoid any dissatisfaction (Herzberg, 1959). These elements initiate job satisfaction which are associated

towards self-growth and self-actualisation. While motivators initiate job satisfaction, lack of hygiene factors

could initiate job dissatisfaction. Herzberg (1959) stated that satisfaction and dissatisfaction should not be

dependably evaluated on similar scale. Herzberg discovered elements in the workplace that influence either

dissatisfaction or satisfaction. In addition, Herzberg linked the hygiene factors individual’s need to evade

irritation, while motivational elements were clearly linked with job satisfaction, guided by the condition for

self-growth and self-actualisation. The satisfiers (motivational factors) and dissatisfiers (lack of hygiene

factors), are dynamic, extremely modifying to differences, reasonable to the employees, and constantly

interconnecting (Herzberg, 1959).

Proposed framework

Independent Variables Dependent Variable

Figure 1: Proposed framework for the “The Association Between Work Life Balance and Rewards Towards

Job Satisfaction Amongst Employees at Private Universities in Klang Valley, Malaysia.

Figure 1 defined the proposed framework for this study.

Work-lifeBalance

Rewards

Employees’ Job Satisfaction

INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

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According to the framework, it was hypothesized that:

H1: There is a positive correlation between work-life balance towards job satisfaction amongst employees at

private universities in Klang Valley.

H2: There is a positive correlation between rewards towards job satisfaction amongst employees at private

universities in Klang Valley.

H3: There is an impact between work-life balance and rewards towards job satisfaction amongst employees at

private universities in Klang Valley.

METHODOLOGY

Research Design

A quantitative method will be employed to explore the relationship between work-life balance and rewards

towards employees’ job satisfaction at private universities in Klang Valley These variables are measured based

on the instruments, and the primary data will be analysed by using statistical measures such as SPSS Version

30 and Smart PLS Version 4.0.

Population and Sampling

The population will consist of employees working in private universities in Klang Valley, regardless of their

position or rank. Convenience sampling will be employed to gather the data from 200 employees working in

the private education sector in Klang Valley, Malaysia.

Data Collection Procedures

The survey instruments will be used to collect data from 200 employees working in the private universities in

Klang Valley. The questionnaire instrument comprises of statements for respondents ranging from: 1=Strongly

Disagree, 2=Disagree, 3=Somewhat Agree, 4=Agree and 5=Strongly Agree.

Framework of questionnaire

The questions related to work-life balance are adapted from Validation of the Work-Life Balance Culture Scale

(WLBCS) developed by Anika Nitzsche, Julia Jung, Christoph Kowalski and Holger Pfaff (2014) to measure

the organizational culture construct of work-life balance from Sage Journals, 49(1):133-42. doi:

10.3233/WOR-131643.

The questions for work-life balance are adapted from Nur Suffia Sulaiman

(2015) from the journal entitled

“Assessing Quality of Working Life Among Malaysian Workers” from the Asia Pacific Journal of Public

Health, 27(8), 94S-100S. doi: 10.1177/1010539515583331.

The section on rewards evaluates employees' satisfaction with the monetary and non-monetary rewards they

receive. Questions are adapted from Nur Masriyah Hamzah and Syafawati Matkhairuddin (2023) from the

journal “Impact of Non-Financial Rewards on Employees' Job Satisfaction”. from e-Academia Journal of

UiTM, 12 (2) 119-132.

The questions for job satisfaction are adapted from Spector, P., E. (1985). Measurement of human service staff

satisfaction: Development of the Job Satisfaction Survey from American Journal of Community

Psychology, 13, 693-713.

Data analysis

The primary data collected will be analysed by employing SPSS Version 30 and Smart PLS Version 4.0. Test

performed will be for frequency analysis, reliability analysis, correlation and multi-regression.

INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue XI November 2025

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RECOMMENDATIONS

Recommendations for organisations

Organisations should nurture a culture that prioritises work-life balance. This can be done by classifying

employee challenges and offering tailor-made resolutions such as flexible work arrangements, flexible

locations, training for time management, and establishing clear limits between personal life and job. Policies

regarding these strategies must be communicated, strengthened and formalised by conducting regular training

and open programs where employees could share their concerns and needs. Thus, by addressing these

attributes, organisations can boost employees’ morale, increased their trust and commitment, lessened burnout

and achieve long-term accomplishment by advancing for their employees’ workforce benefits.

Recommendations for future research

For future studies, researchers could implement additional comprehensive method by engaging a greater and

more varied respondents’ group to have mixed viewpoints towards work-life balance across multiple

organisational settings such as tourism, agriculture or financial sectors. With a greater sample, including a

larger number of respondents, real distinctions will surface. Future studies could also apply other independent

variables such as benefits or training. Discovering organisations with various workforces and conducting

qualitative interviews may generate improved and authentic awareness. Future studies may also be performed

to incorporate other careers, industries, government sector or non-profit companies as a comparison. In

addition, longitudinal studies can be employed to measure the impact of work-life balance approaches on

employees’ satisfaction and organisational accomplishment, providing a meaningful understanding of their

effectiveness.

ACKNOWLEDGEMENT

The authors would like to thank Unitar University College Kuala Lumpur for supporting this study.

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