The Effect of Work from Home on Employee Productivity in Banking Industry

THE EFFECT OF WORK FROM HOME

ON EMPLOYEE PRODUCTIVITY
IN BANKING INDUSTRY

JAM Sekar Wulan Prasetyaningtyas

19, 3 Clivensen Heryanto
Received, June ‘21 Nadia Fasha Nurfauzi
Revised, July ‘21 Sugiharto Bangsawan Tanjung
August ‘21 Master of Business Management, BINUS Business School, Indonesia
Accepted, August ‘21

Abstract: Recent COVID-19 Pandemic has forced many institutions to adopt work from
home (WFH) practice whether they’re ready or not. Conditions affecting knowledge worker
productivity while adopting new WFH practices become increasingly relevant as compa-
nies adapt to the new normal era. This study investigates the direct impact of WFH on
productivity and the mediating impact of WFH on productivity through work life balance
(WLB) and job satisfaction in the banking industry located in the Greater Jakarta Area. As
such, questionnaires were conducted with 234 respondents who have experience of the
WFH program due to COVID-19 pandemic and working in the banking industry located in
the Greater Jakarta Area. Findings revealed how job satisfaction is a mediating variable
between WFH and Productivity, and WFH positively impacts overall productivity. How-
ever, contrary to our predictions, results also showed that WFH has a negative impact on
WLB. Further research can extend the proposed model of this study by considering adding
several variables which might affect productivity in WFH arrangements or implement the
already proposed model to other industries.

Keywords: Work from Home, COVID-19 Pandemic, Productivity, Work-Life Balance, Job
Journal of Applied Satisfaction, Banking Industry, Greater Jakarta Area
Management (JAM)
Volume 19 Number 3, Cite this article as: Prasetyaningtyas, S. W., C. Heryanto, N. F. Nurfauzi, and S. B. Tanjung.
September 2021
Indexed in DOAJ - 2021. The Effect of Work from Home on Employee Productivity in Banking Industry. Jurnal
Directory of Open Access Aplikasi Manajemen, Volume 19, Number 3, Pages 507–521. Malang: Universitas Brawijaya.
Journals, ACI - ASEAN http://dx.doi.org/10.21776/ub.jam.2021.019.03.05.
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Science and Technology
Index, and Google
Scholar.
The world has changed due has forced organizations to change their status quo
to the covid-19 pandemic, functionally, leading to the new norm of work from
with new social practices and home (WFH) (Kniffin et al., 2020). WFH has be-
ways of living introduced come an increasingly common practice and consti-
(Ratten, 2020). Global pan- tutes an essential dimension in the future of work
Corresponding Author:
Sugiharto Bangsawan Tanjung demic changes the whole (Bai, 2020). The workplace concept is shifting from
Master of Business Manage- system in organization af- ideas of a physical location to WFH or
ment, BINUS Business School,
Indonesia, Email: sugiharto. fecting dynamics of office telecommuting, where employees do not have to
[email protected], DOI: culture (Lane et al., 2020). commute to the place of work (Shareena P. and
http://dx.doi.org/10.21776/
ub.jam.2021.019.03.05 The COVID-19 pandemic Shahid, 2020). For most businesses, this drastic shift

ACCREDITED by Ministry of Research and Technology Republic of Indonesia, No 200/M/KPT/2020 ISSN: 1693-5241 507
507
 Sekar Wulan Prasetyaningtyas, Clivensen Heryanto, Nadia Fasha Nurfauzi, Sugiharto Bangsawan Tanjung

to WFH is a new experiment that represents a very Kulkarni, 2019). People who choose to be part of
different way of working (Kramer and Kramer, teleworkers are generally more engaged, enthusi-
2020). Face-to-face meetings and popping by astic, and committed to their work, which eventu-
someone’s desk or office have been replaced by ally affects job satisfaction (Schall, 2019). When
video chats, especially in this pandemic era of employees can choose their preferred working hours,
COVID-19 (Wood, 2020). they tend to be more motivated and spend a longer
There is a constant need in every organization period without changing jobs, which means they get
to pay attention to maintaining and improving pro- job satisfaction from the organization (Davidescu
ductivity, especially in the era of uncertainty caused et al., 2020).
by the COVID-19 pandemic (Jääskeläinen, 2010). Satisfaction directly affects productivity, and
Productivity is often regarded as an essential com- research has shown an existing cause-effect rela-
ponent of organizational performance (Smith and tionship between job satisfaction and productivity
Gardner, 2007). Productiveness increases an (Halkos and Bousinakis, 2010). A satisfied employee
organization’s overall efficiency, which balances the will have an emotional bond with the organization
organization’s performance (Bloom et al., 2006). As and takes pride in their membership which solves a
many organizations, especially in the pandemic era, way to keep up industrial integrity and high morale
are forced to adopt WFH, it is crucial to find out (Rahayu et al., 2018). The workplace can also in-
whether working from home influences productiv- fluence job satisfaction by looking at jobs offering
ity (Kniffin et al., 2020; Thorstensson, 2020). opportunities for feedback, friendship, and dealing
Many organizations that use WFH practices are with others, improving employee satisfaction during
motivated by a potential increase in the work-life WFH situations (Fonner and Roloff, 2010).
balance (WLB) of employees, as the increase in Popular research regarding the WFH topic
WLB will result in productivity increase (De Cieri mostly focuses on the influence of the concept on
et al., 2005). Originally, the WFH concept is a part employee productivity (Bloom et al., 2015; Revenio
of flexible working arrangements that may assist et al., 2019; Thorstensson, 2020). While some re-
employees in their WLB (Dockery and Bawa, search was already studying the effect of other
2014). WLB initiatives might be a good solution for variables influencing the WFH concept, it’s still lim-
a company, especially in force majeure, especially ited to the relevance of new variables in the pan-
in the COVID-19 situation this year (Kazekami, demic era (Bower, 2020; Garg and Van, 2015). That
2020). Traditionally, WLB has been seen as an is- leaves much room for considering more diverse
sue for individual employees, with organizational variables regarding the pandemic era by discussing
efforts to improve work-life balance focusing on WLB and job satisfaction influencing WFH and pro-
programs to help employees better manage their ductivity construct.
home life (Parkes and Langford, 2008). WLB ini- WFH as a flexible working arrangement trend
tiatives tend to increase productivity by reducing in a COVID-19 pandemic is considered ineffective
conflict of employees’ experience between work in many developing countries. This phenomenon can
and personal life and facilitating a better balance be explained by developing counties’ work practice
between employees’ work and personal lives mentality and characteristics (Flores, 2019; Saltiel,
(Lingard et al., 2007). 2020). These situations are actual, especially for
Job satisfaction also has strong cultivation to Indonesian people who still can’t fully adapt to the
increase the productivity level of employees with new work system and lack technology adaptation
flexible working arrangements such as teleworking in workplaces (Purwanto et al., 2020; Setyawan and
(Prasetio et al., 2017). Besides increasing WLB, Lestari, 2020). However, due to the COVID-19 situ-
one of the reasons for implementing a flexible work- ation, all workers and businesses worldwide, includ-
ing arrangement concept for the company is to ex- ing Indonesia, are forced to apply WFH arrange-
pect an increase in job satisfaction (Mohite and ment to day-to-day operations (Xiao et al., 2020).

508 JOURNAL OF APPLIED MANAGEMENT VOLUME 19 NUMBER 3 SEPTEMBER 2021

 The Effect of Work from Home on Employee Productivity in Banking Industry

Many industries are affected due to the fol- mediating factor on productivity during the WFH
lowing pandemic and lock down, one of which is program situation.
the banking industry. Indonesian banking consists
of private banks, state-owned banks, regional banks, LITERATURE REVIEW
and others. The large majority of workers in the Work from Home (WFH)
banking industry doing their jobs remotely. As of
WFH (telecommuting) is often used inter-
the end of 2012, 120 banks were operating in Indo-
changeably with remote or telework (Garrett and
nesia and grouped into the state-owned commer-
cial banks, the foreign exchange national private Danziger, 2007). However, there is terminology dif-
banks, the non-foreign exchange national private ferentiation between WFH (telecommuting) and
banks, joint venture banks, and foreign banks remote work (teleworking). Remote work is a pro-
(Raharjo et al., 2014). In Indonesia’s banking in- cess in which employees work in locations other
dustry, the competition to gain the market is intense. than the traditional setting, which usually involves
Companies need employees always to maintain good telecommuting and virtual working where physical
performance and be productive at work (Prasetio presence isn’t necessary (Hatch, 2006). WFH is
et al., 2017). Therefore, organizations have to pay using the same concept as remote working. Physi-
more attention to their employees because imple- cal presence in the work setting isn’t required, but
menting human resource practices may support the naturally, employees live within commuting distance
of the office and do their work in a home setting
organization’s survival (Cherif, 2020). According to
(Choudhury et al., 2020; Garrett and Danziger, 2007).
Kasbuntoro et al. (2020), the amount of bankers in
Remote work acts as a broader concept con-
Indonesia tends to increase. The Central Statistics
sisting of four dimensions: work location that can
Agency (Badan Pusat Statistika / BPS) data re-
be anywhere, diversity of employment relationship,
ported an increase in the number of people worked
time distribution, and usage of information and com-
from August 2006 to August 2007 with 4.47 million
munication technology. This paper will use a nar-
people. Seeing how massive the number of work-
rower concept approach by using WFH or
ers in the banking industry is, it’s relevant to ana-
telecommuting as a working definition (Garrett and
lyze the effect of WFH on this industry.
Danziger, 2007).
Popular research regarding the WFH topic pri-
marily focuses on the influence of the concept on Employee Productivity
employee productivity. While some research was
Traditional terminology of productivity in the 20th
already studying the effect of other variables influ-
century firms that mainly focus on manual worker
encing the WFH concept, it’s still limited to the rel-
efficiency can be referred to as a ratio of goods
evance of new variables in the pandemic era. Rel-
and services that a worker produces to an amount
evance pandemic era by which discussing work-
of time needed (Fernandez, 2013; OECD, 2001).
life balance and job satisfaction influencing WFH
This definition is inherently different from knowl-
and productivity construct.
edge worker productivity which is referred to as a
The purpose of this study was to identify the
productivity measure for non-routine output and
direct impact of WFH on productivity and the me-
abstract input of modern workers in knowledge-in-
diating effect of WFH on productivity through WLB
tensive organizations (Palvalin, 2017; Reinhardt et
and job satisfaction. The study will be focused on
al., 2011)
the employee in the banking industry which located
There’s a big shift in the 21st century era from
in Greater Jakarta Area. Therefore, this study ex-
production-oriented to more knowledge-intensive
amines the variable that relates to impact produc-
organizations (Hussain et al., 2018; Palvalin, 2017).
tivity variables on the WFH situation. The causal
Knowledge workers emphasize non-routine prob-
path of the model is that WFH may have an impact
lem solving, which requires a combination of con-
on productivity with WLB and job satisfaction as a
vergent and divergent thinking (Reinhardt et al.,

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 Sekar Wulan Prasetyaningtyas, Clivensen Heryanto, Nadia Fasha Nurfauzi, Sugiharto Bangsawan Tanjung

2011). Traditional productivity definition and mea- regarding the definition of job satisfaction (Aziri,
surement cannot be applied to knowledge workers 2011; Zhu, 2013). Early definition by Locke (1969)
in the 20th century which worker’s output is more defines job satisfaction as a pleasurable or positive
abstract (Antikainen and Lönnqvist, 2006). How- emotional state of employees towards their job ex-
ever, the productivity of knowledge workers can still perience when they evaluate the expectations. While
be measured accurately through subjective produc- earlier scholars focus on the affective reflection of
tivity measurement (SPM), which collects informa- work, the latter scholars view job satisfaction as an
tion about productivity through a questionnaire or attitude (Zhu, 2013).
an interview targeted to an interest group Armstrong (2008) defined job satisfaction as
(Antikainen and Lönnqvist, 2006). an attitude and feelings towards their job. While a
For this study, we’re going to refer to employee positive attitude towards the job indicates job satis-
productivity as knowledge worker productivity. Not faction, negative attitudes indicate dissatisfaction
only is it more relevant to the 21st century, but the (Aziri, 2011). Still, on the attitude perspective to-
work characteristic of knowledge workers is more wards job satisfaction, Maheskhumar and
known to work in remote sites that are inherently Jayaraman (2013) defined job satisfaction as an
suitable with the WFH concept (Martinez-Amador, employee attitude towards their work, organizational
2016). rewards, and the social, organizational, and physi-
cal environment in which work is performed. From
Work-Life Balance (WLB) this definition, we can see how extrinsic factors such
WLB by Clark (2000) can be defined as satis- as organizational rewards start to consider job sat-
faction and good functioning at work and home with isfaction construct.
the minimum role of conflict. Greenblatt (2002) de-
scribed WLB as an acceptable level of conflict be- HYPOTHESIS DEVELOPMENT
tween work and nonwork demands, usually involv- WFH generally improves WLB, and many
ing managing competing demands for resources. scholars have confirmed such relationships
Those are definitions from the situational per- (Bellmann and Hubler, 2020; Gajendran and
spective that are often deemed more relevant rather Harrison, 2007; Hilbrecht et al., 2008). WFH was
than formulating one size fit all model and definition viewed positively. It increased the perceptions of
as terminology of WLB is very diverse among autonomy and lower work-family conflict, resulting
scholars depending on their idealism about the term in higher job satisfaction (Bellmann and Hubler, 2020;
‘balance’ in the WLB (Reiter, 2007; Voydanoff, Gajendran and Harrison, 2007). On the contrary,
2005). The situational perspective focuses more on Kazekami (2020) found that WFH increases work
evaluating individual actions within the situational and domestic chores stress, resulting in lower WLB.
context in defining WLB (Fletcher, 1998; Reiter, Thorstensson (2020) also stated a similar opinion,
2007). which analyzes how Covid-19 specific factors can
WLB becomes more crucial as the arrival of decrease WLB on people who WFH. However,
new generations of workers into the workforce de- more scholars still find the positive effect of WFH
mands a greater priority seeking a balance of work on WLB. Based on these results, we decided to
and the rest of life (Tulgan, 1996). There’s also a formulate the following hypothesis.
growing concern in the community as the conflict Hypothesis 1. WFH has a positive impact on WLB
between demands of work and central life increase
resulted in reduced quality of life (Guest, 2002) Many studies in the human capital sector find a
significant impact on the implementation of WLB
Job Satisfaction to employee productivity (Adekunle, 2018; Ansari
Despite being a very popular construct in the et al., 2015; Beauregard and Henry, 2009; Isamu
management field, there’s no general agreement and Toshiyuki, 2012). Some studies focused on a

510 JOURNAL OF APPLIED MANAGEMENT VOLUME 19 NUMBER 3 SEPTEMBER 2021

 The Effect of Work from Home on Employee Productivity in Banking Industry

decrease in turnover rate in a firm due to increased garding the recruitment process and training (Halkos
employee productivity (Beauregard and Henry, 2009; and Bousinakis, 2010; Halpern, 1999). Many em-
Isamu and Toshiyuki, 2012). Other studies focused pirical studies have reported a significant effect of
on adopting WLB practices, such as the flexible job satisfaction on employee productivity (Halkos
work arrangement concept, which caused a signifi- and Bousinakis, 2010; Hussain et al., 2012;
cant increase in employee productivity (Adekunle, Senyametor et al., 2019; Yaya et al., 2016). There-
2018; Ansari et al., 2015). Based on these results, fore, we decided to formulate the following hypoth-
we decided to formulate the following hypothesis. esis.
Hypotheses 2. WLB has a positive impact on Hypotheses 4. Job satisfaction has a positive im-
employee productivity pact on productivity

Most research has reported the impact of WFH Most research has reported that WFH prac-
can significantly increase employees’ job satisfac- tice can significantly increase worker productivity
tion (Bhattarai, 2020; Das, 2014; Schall, 2019). WFH (Bloom et al., 2015; Kazekami, 2020; Revenio et
was viewed positively and collected a result in higher al., 2019; Ulloa-Bermudez, 2018). Popular research
job satisfaction as well (Bellmann and Hubler, 2020; regarding WFH topic on 16,000-employee on Ctrip,
Gajendran and Harrison, 2007). Moreover, research NASDAQ-listed Chinese travel agency find home
by (2018) investigated that teleworks have a posi- working led to a 13% performance increase (Bloom
tive and significant effect on job satisfaction, but et al., 2015). Similar research on Los Angeles county
with an activities and policy or rules to improve job on productivity also finds similar outcomes (Ulloa-
satisfaction. There is also a positive relationship Bermudez, 2018). Dutcher (2012) found that WFH
between teleworks and job satisfaction variables that practice increases productivity on creative tasks,
depend on employee’s and employers’ percentage which is crucial for knowledge workers. Other re-
of involvement (Mohite and Kulkarni, 2019). There- search was done by Kazekami (2020) and Revenio
fore, we decided to formulate the following hypoth- et al. (2019) found that appropriate WFH practice
esis. will increase productivity. Therefore, we decided to
Hypotheses 3. WFH has a positive impact on job formulate the following hypothesis.
satisfaction Hypothesis 5. WFH has a positive impact on em-
ployee productivity
Companies trying to increase their competitive
advantage have always focused on job satisfaction This figure below shows the proposed research
as one of the defining factors of productivity framework showing the relationship between WFH
(Böckerman and Ilmakunnas, 2012; Fisher, 2010). as an independent variable, employee productivity
If job dissatisfaction is high, it’s proven to be very as a dependent variable, WLB, and job satisfaction
costly for companies as it increases employee turn- in every hypothesis that influences each condition
over, which may cause the company more cost re- to become moderating.

Figure 1. Research Framework

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 Sekar Wulan Prasetyaningtyas, Clivensen Heryanto, Nadia Fasha Nurfauzi, Sugiharto Bangsawan Tanjung

METHOD Measures for the four constructs were mainly

This study discusses WFH effects on produc- adapted based on prior research to ensure content
tivity with job satisfaction and work-life balance as validity. The questionnaires for this study contained
mediating variables. Data used to test the research multi-item measures of WFH, WLB, job satisfac-
took place in Jakarta as a center of office activities tion, and employee productivity. WFH was mea-
in Indonesia, especially in this pandemic session sured using two items adapted from (Lucille et al.,
worldwide. We gathered the data from 234 respon- 2018). WLB was measured using six items adapted
dents who got experience of the WFH program due from (Kapasi and Galloway, 2015). Job satisfaction
to the COVID-19 pandemic and working in the bank- was measured using eleven items adopted from (Lee
ing industry located in the Greater Jakarta Area with et al., 2017). Finally, Employee productivity was
a non-probability convenience sampling method. measured using eight items on knowledge worker
According to Hair (2010), the sample size should productivity adapted from (Konrad et al., 2014). All
be five times the number of question items being of the items were measured using a five-point Likert
used. In this study, there are 27 items in the ques- scale in which one represents “strongly disagree”
tionnaire. Therefore, the required sample size is 135 and 5 represents “strongly agree.”
respondents. However, we use a sample size of 234
respondents to get more valid data for this study. RESULTS
Respondents were asked with a questionnaire Respondents’ Characteristics
designed to understand the effects during WFH and The distribution of the questionnaire is con-
relate that to productivity. Questionnaires were made ducted through an online Google Form. 234 out of
with 27 items regarding WFH, WLB, job satisfac- the 270 respondents are selected because the re-
tion, and employee productivity variables. The first spondent data meet these study criteria such as
part required respondents to mention whether they working from home during pandemic COVID-19,
are doing a WFH program and if they relied on the banker, and Jakarta Greater Area office-based. The
context they were asked to participate in a survey. result of respondents’ demography is in the table
This study will cover 234 people as the respondents down below for this study.
for this study. The respondents are working from Table 1 shows the distribution of all respondents
home during pandemic COVID-19, banker, and by workplace, office-based, and work arrangement.
Jakarta Greater Area office-based. Respondents’ Characteristics can be seen from the

Table 1. Respondents’ Characteristics

Characteristic Category Total Respondent Percentage

Gender Female 169 72,20%
Male 65 27,80%
Age < 17 0 0%
17 - 25 167 71,40%
26 - 30 54 23,10%
31 - 35 8 3,40%
36 - 40 2 0,90%
> 40 3 1,30%
Education SMA 38 16,20%
D3 6 2,60%
D4 1 0,40%
S1 172 73,50%
S2 17 7,30%

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 The Effect of Work from Home on Employee Productivity in Banking Industry

questionnaire that has been distributed. 96,3% of than 0.50) to test the convergent validity. Mean-
respondents are bankers. The majority of respon- while, the indicator can be said to be reliable if the
dents work in Jakarta’s Greater Area for around CR value is >0.70 (above or more than 0.70) and
95,6%. Bankers working from home during pan- the Cronbach’s Alpha is >0.60 (above or more than
demic COVID-19 are dominated by females with a 0.60) for the reliability test.
percentage of 72,2% and age range between 17 – All indicator has met the result convergent re-
25 years old for around 71,4%. Mostly the educa- liability test because the AVE value is >0.50 (above
tional level of all respondents by selected background or more than 0.50) and the factor loading values is
characteristics are Bachelor degree graduates with > 0.50 (above or more than 0.50) so that all the
a percentage of 73,5%. items are declared valid. All indicator also has CR
value for >0.70 (above or more than 0.70) and
Descriptive Statistics Cronbach’s Alpha value for >0.60 (above or more
Descriptive statistics are carried out to deter- than 0.60). So, it can be said to be reliable. In table
mine the average responses from existing variables 2 below, the discriminant validity test can be tested
such as WFH, WLB, job satisfaction, and produc- by using AVE to test the square root of AVE whether
tivity. WFH variable has an average value of around the correlation value is greater than the latent con-
4.3, which means that most respondents agree with struct variable. It can be concluded that all the items
the statement items given by the researcher. WLB are declared valid and reliable.
variable has an average value of around 2.4, which
means that most respondents disagree with the Hypothesis Test
statement items given by the researcher. The job The testing of the hypothesis is done using
satisfaction variable has an average value of around SmartPLS. Two were accepted, three were rejected
4.314, which means that most respondents agree from the hypotheses test results, as seen in Table 3
with the statement items given by the researcher. below.
The productivity variable has an average value of The confidence level used in this study was 95%.
around 4.458, which means that most respondents The p-value <0.05 is considered valid, besides that
agree with the statement items given by the re- is invalid.
searcher. Hypothesis 1 states that WFH has a positive
impact on WLB, which is declared as rejected. The
The Validity and Reliability Test of the Actual result shows a significant impact for the effect of
Study WFH towards WLB, with a p-value less than 0.05,
Convergent validity describes a set of indica- which is 0.000. However, the influence isn’t posi-
tors that underlie the latent variable and represent tive. From the path coefficients value of -0.301, we
one latent variable. If the indicator has a factor load- can see how WFH negatively impacts WLB. There-
ing value >0.50 (above or more than 0.50), it is still fore, it can be concluded that WFH has a negative
valid with ideal value, which is >0/70 (above or more impact on WLB.
than 0.70), and the AVE value >0.50 (above or more

Table 2. Validity and Reliability Test

WFH WLB JS Productivity

WFH 0.934      
WLB -0.310 0.883    
JS 0.516 -0.378 0.829  
Productivity 0.518 -0.409 0.789 0.851

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 Sekar Wulan Prasetyaningtyas, Clivensen Heryanto, Nadia Fasha Nurfauzi, Sugiharto Bangsawan Tanjung

Table 3. Hypothesis Test

Hypothesis Path Path Coefficients T-statistics P-values Conclusion

H1 WFH  WLB -0.310 3.819 0.000 Rejected H1
H2 WLB  Productivity -0.112 1.720 0.086 Rejected H2
H3 WFH  JS 0.516 6.491 0.000 Accepted H3
H4 JS  Productivity 0.677 10.138 0.000 Accepted H4
H5 WFH  Productivity 0.134 2.191 0.029 Accepted H5

Hypothesis 2 states that WLB has a positive Work From Home Has Negative Impact on
impact on employee productivity which is declared Work-Life Balance
as rejected. The p-value is more than 0.05, which is Based on the result, WFH has a negative im-
0.086, for the effect of WLB on productivity. There- pact on WLB. The result of the hypothesis doesn’t
fore, it can be stated which WLB doesn’t have a align with the previous study, which stated how WFH
positive impact on employee productivity. practice would positively impact employee’s WLB
Hypothesis 3 states that WFH has a positive (Fapohunda, 2014; Soerjoatmodjo, 2020;
impact on job satisfaction which is declared as ac- Subramaniam et al., 2015).
cepted. The p-value is less than 0.05, which is 0.000, However, the current study is different from
for the effect of WFH on job satisfaction. There- the previous study as it is done under the COVID-
fore, it can be stated which WFH has a positive 19 pandemic in the Greater Jakarta Area. The pan-
impact on job satisfaction. demic-related factor which resulted from lock-down
Hypothesis 4 states that job satisfaction has a and isolation can increase stress and influence the
positive impact on productivity. The p-value is less work environment, which can hinder WLB
than 0.05, which is 0.000, for the effect of job satis- (Gaidhane et al., 2020; Rossi et al., 2020;
faction on productivity. Therefore, it can be stated Thorstensson, 2020). The experience of WFH may
which job satisfaction has a positive impact on pro- also blur the line between work and personal life,
ductivity. which can cause stress of balancing domestic chores
Hypothesis 5 states that WFH has a positive and work (Anwer, 2020; Kazekami, 2020). The
impact on employee productivity which is declared stress of balancing work and personal life at home
as accepted. The p-value is less than 0.05, which is can eventually lead to lower WLB (Anwer, 2020).
0.029, for the effect of WFH on productivity. There- WFH practice can also lead to higher work-family
fore, it can be stated which WFH has a positive conflict at home, resulting in lower WLB (Allen et
impact on employee productivity. al., 2013; Veiga, 2006).

DISCUSSION Work-Life Balance Doesn’t Have Positive

This paper presented empirical evidence re- Impact on Employee Productivity
garding factors affecting employee productivity di- Based on the result, WLB doesn’t have any
rectly and indirectly. This study aimed to investi- significant influence on productivity. The result of
gate the direct impact of WFH on productivity and the hypothesis test doesn’t align with the previous
also tried to measure the impact of WFH on pro- study, which stated how WLB practice will posi-
ductivity through WLB and job satisfaction with a tively influence employee productivity (Adekunle,
sample of the banker in the Jakarta Greater Area. 2018; Bloom et al., 2006). A different result from
Here are the discussion results for each of the hy- this research is expected, as this research is being
pothesis test results based on the results of data done under the COVID-19 pandemic. In addition,
processing using SmartPLS. previous studies also explore the correlation between

514 JOURNAL OF APPLIED MANAGEMENT VOLUME 19 NUMBER 3 SEPTEMBER 2021

 The Effect of Work from Home on Employee Productivity in Banking Industry

WLB and Employee Productivity based on a gen- sults; however, the previous research related to job
der perspective. People may experience problems satisfaction and employee productivity in the work-
related to the COVID-19 pandemic, which may place is used to investigate the link they have with
hinder their WLB, such as home disruption and lim- employee productivity based on Hertzberg’s theory.
ited space, affecting employee productivity Also, they stated that high levels of job satisfaction
(Fapohunda, 2014). Another factor hindering the amongst employees are due to motivational factors,
influence of WLB to productivity is the manage- as indicated in Hertzberg’s theory. Autonomy is a
ment perspective towards WLB (Adekunle, 2018; motivational factor, and hence when employees are
Kapasi and Galloway, 2015). Companies with bet- given autonomy over structuring their working times
ter management practices will tend to have a better and choosing where to work, it leads to job satis-
WLB and higher productivity (Beauregard et al., faction. The positive impact on productivity can be
2013). As the employee WLB is based on the explained by flexible working arrangement concepts
company’s flexible management, different workers such as WFH, which allows workers to be more
will have different levels and expectations of WLB independent towards their goals (Lucille et al., 2018).
since its all based on company policy, goals, and Moreover, job satisfaction depends on several fac-
purpose. That is why the WLB does not have a tors, such as salary and happiness, which generally
significant effect on productivity. affect employee productivity (Davidescu et al., 2020;
Halkos and Bousinakis, 2010).
Work From Home Has Positive Impact on Job
Satisfaction Work From Home Have Positive Impact on
While WFH doesn’t significantly influence Employee Productivity
WLB, it appeared to influence the job satisfaction Based on the results, WFH has a significant
variable significantly. This hypothesis test result aligns influence on productivity. The result of the hypoth-
with the previous study, which stated how WFH esis test aligns with previous research that stated
would positively influence employee’s job satisfac- how WFH would positively influence employee pro-
tion (Bhattarai, 2020; Das, 2014; Schall, 2019). While ductivity (Bloom et al., 2015; Kazekami, 2020;
our result is consistent with the previous study, the Revenio et al., 2019; Ulloa-Bermudez, 2018). Pre-
current study is being done under force majeure situ- vious studies showed the same correlation results,
ations that force workers to work from home. At even though the current study is being done specifi-
the same time, other research put telecommuting cally under the COVID-19 pandemic. Regarding
as an alternative work arrangement to increase job the scope of the study, the previous study tends to
satisfaction. The general notion of the WFH con- examine the direct effect and general concept of
cept is increasing employee’s perception of au- WFH on productivity. At the same time, the current
tonomy and flexibility of their work, resulting in study also explores the mediating effect of WLB
greater job satisfaction (Gajendran and Harrison, and job satisfaction regarding productivity. Appro-
2007; Schall, 2019). priate WFH arrangement will increase worker time
flexibility, performance, and eventually, their produc-
Job Satisfaction Has Positive Impact on Pro- tivity (Cano, 2020; Flores, 2019; Liang et al., 2015).
ductivity People who do WFH can change (or be changed)
Based on the result, job satisfaction has a posi- to fit new circumstances and be adaptive (Baker et
tive impact on productivity. This result of the hy- al., 2007). Studies also show as the number of em-
pothesis test aligns with the previous study, which ployees who WFH increases. Negative stigma re-
stated how job satisfaction would positively influ- garding WFH will likely be reduced, increasing over-
ence employee’s productivity (Hussain et al., 2012; all productivity (Thorstensson, 2020; Vyas and
Lucille et al., 2018; Das, 2014; Singh et al., 2017). Butakhieo, 2020).
Previous studies showed the same correlation re-

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 Sekar Wulan Prasetyaningtyas, Clivensen Heryanto, Nadia Fasha Nurfauzi, Sugiharto Bangsawan Tanjung

CONCLUSIONS need to consider factors that may affect the job

The social and economic consequences of the satisfaction level of employees, as a good level of
COVID-19 pandemic have been a nationwide move job satisfaction will boost productivity while doing
towards WFH, especially in the banking Industry WFH.
(Suppawittaya et al., 2020). This study aims to ana- In practice, the challenge for workers’ produc-
lyze the relationship between WFH, WLB, job sat- tivity, especially in pandemic COVID-19, isn’t very
isfaction, and employee productivity in the banking straightforward. Top management needs discussions
industry located in the Greater Jakarta Area. From about activities carried out related to WFH between
five hypotheses, three accepted hypotheses are the employees and managers. An organizational culture
WFH positive impact on job satisfaction, job satis- that is present and long hours in the office as a sign
faction has a positive impact on employee produc- of commitment and productivity shifts to a culture
tivity, and WFH has a positive impact on employee that gives employees more freedom about time and
productivity. place as long as key goals and objectives are met.
WFH positive impact on productivity is aligned Besides proactively assisting employees in do-
with many previous studies (Bloom et al., 2015; ing WFH, top management always needs to moni-
Kazekami, 2020; Revenio et al., 2019; Ulloa- tor each employee’s productivity level. Once the
Bermudez, 2018). Appropriate WFH practice imple- productivity of employees decreases or increases,
mented by companies enhances productivity and the top management needs to identify the reasons
creative tasks, which is crucial for knowledge work- behind it.
ers in the banking industry. Job satisfaction perform-
ing as a mediating variable between WFH and em- LIMITATIONS
ployee productivity is aligned with many previous This study might have some limitations, such
studies (Hussain et al., 2012; Lucille et al., 2018; as there are only independent variables and two
Das, 2014; Singh et al., 2017). Inherent character- mediating factors to be examined, and a minimal
istics of job satisfaction such as happiness and com- number of samples in this study. As the theme of
pensation will generally improve employee’s pro- the study is WFH on Covid-19 Pandemic to cap-
ductivity. ture a different angle of respondents’ point of view,
However, contrary to our predictions, findings the result tends to be limited on the impact of WFH
showed a negative impact from WFH practice re- on productivity during Covid-19 Pandemic situation.
garding WLB. The main reason is the increased Therefore, the result may not be able to be general-
relevance of some factors in the COVID-19 pan- ized for specific areas and categories. This study
demic era, which may hinder the line between work also took data from only 234 samples. Meanwhile,
and personal life, such as the stress of force ma- the size of the population will require much more
jeure, home interruption, and domestic chores samples for accurate representation.
(Fapohunda, 2014; Gaidhane et al., 2020; Kazekami, This research is conducted to strengthen the
2020; Rossi et al., 2020; Thorstensson, 2020). More- existing theories and provide a clearer picture of
over, these factors which may be relevant need to the work from home. Further research can also be
be explored further. carried out using more direct data collection using
quantitative or qualitative research approach to spe-
IMPLICATIONS cific respondents with authentic and individual back-
COVID-19 pandemic has forced companies to ground specialty. Further research can also use a
adopt WFH, including the banking industry. Com- bigger sample size to generate more accurate re-
panies in the industry need to pay attention to fac- sults regarding WFH of banking employees in the
tors that may influence employee’s productivity while Greater Jakarta Area and consider preparing for
doing WFH. This paper highlights that companies research longer. Further research can also extend

516 JOURNAL OF APPLIED MANAGEMENT VOLUME 19 NUMBER 3 SEPTEMBER 2021

 The Effect of Work from Home on Employee Productivity in Banking Industry

this study’s proposed model by adding several vari- Armstrong, M. 2008. A Handbook of Human Resource
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ACCREDITED by Ministry of Research and Technology Republic of Indonesia, No 200/M/KPT/2020 ISSN: 1693-5241 521