Linking Talent Management, Knowledge Management, and Work-Life Balance to Employee Performance with Job Satisfaction

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Linking talent management, knowledge management and work- life balance to employee performance: The role of job satisfaction

Andreas Wahyu Gunawan Putra^1*

Riska Putri Cahyani¹

1Department of Management, Faculty of Economics and Business, Universitas Trisakti, Jakarta, Indonesia

This research analyzes the influence of talent management, knowledge management, and work-life balance on employee performance, which is mediated by job satisfaction among employees of building equipment maintenance service companies. The data processing techniques employed included the testing of validity, reliability, and structural equation modeling (SEM) and the sample consisted of 190 employees. According to the findings, all hypotheses have been validated, indicating that employee performance can be enhanced through a comprehensive comprehension of talent management, knowledge management, and work-life balance. The novelty of this research lies in the integration of these three concepts in the specific context of the maintenance services industry, which has rarely been explored before, as well as the use of job satisfaction as a mediating variable that provides new insights into the relationship between human resource management and employee performance. Mana- gerial implications show that good implementation of talent management and knowledge management, which supports work-life balance, will improve employee performance and job satisfaction, as well as help companies retain high-potential employees. The theoretical implication is that these concepts' integration as predictors of employee performance can be the basis for further theoretical framework development in human resources studies and open up further research opportunities in various industries and cultural contexts.

Keywords: Employee performance; Job satisfaction; Knowledge management; Talent management;

and Work-life balance.

JEL Classification:

Article history: Submission date: May 23, 2024 Revised date: Aug 28, 2024 Accepted date: Aug 28, 2024

INTRODUCTION

The service sector in Indonesia is growing along with globalization, and business competition is getting tougher (Marsyida et al., 2018). The company's success is inextricably linked to the performance of its employees, as they fulfill their responsibilities by the company's policies (Surono & Suhirto, 2021). The performance of employees is defined by the quality and quantity of the outcomes achieved through their job, combined with punctuality in performing tasks (Manoharan et al., 2024). In theory, improving employee performance can lead to better career development and create job satisfaction a- mong employees (Wahyudi et al., 2022).

Within the service business, the performance of employees is essential in delivering services of superior quality, leading directly to client pleasure and loyalty. This industry relies heavily on direct

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interactions between employees and customers, meaning employee performance can impact the company's overall image and reputation. Therefore, effective employee performance management is not only important for the company's internal success, but also for maintaining competitiveness in an increasingly competitive market (Teangsompong et al., 2024).

Numerous studies have discovered certain precursor factors that exert a substantial impact on employee performance in the service sector. These factors include knowledge management, work-life balance, talent management, organizational culture, job satisfaction, and leadership. Knowledge management is a key factor that encourages increased employee performance. Empirical investigations undertaken by Pietrantoni et al. (2024) and Tariq et al. (2024), the development, storage, and transfer of knowledge within an organization makes a significant contribution to ensuring employees have the information and skills needed to achieve optimal work results. The second study asserts that work-life balance is a crucial factor in this particular scenario. Aritonang et al. (2022), Muliawati (2020) and Yusnani & Prasetio (2018) emphasize that a good balance between work and personal life plays a role in improving employee performance by ensuring their emotional and mental well-being is maintained.

The other variable is job satisfaction, which wants to increase employee motivation and performance.

It is also a widely researched variable, especially in the service sector. Begashe et al. (2024) and Olafsdottir & Einarsdottir (2024) demonstrate a positive correlation between high job satisfaction and increased employee performance. Apart from that, an effective leadership style can influence employee performance by increasing motivation and commitment. This is reinforced by findings from Ekmekcioglu & Öner (2024). Finally, the research conducted by Setia et al. (2022) has demonstrated that a positive and solid organizational culture is also a significant factor in fostering employee performance. Overall, these variables interact with each other and contribute to creating a work environment that supports improving employee performance in the service industry.

The objective of this study is to investigate the influence of knowledge management, work-life balance, and talent management on employee performance, using job satisfaction as a mediating variable. The selection of these variables is motivated by multiple prior research that demonstrate a substantial correlation between the three factors and employee performance. For example, a study by Nawaz et al. (2024) revealed that efficient knowledge management can enhance employee performance by facilitating improved access to the necessary knowledge for task completion. On the other hand, Yusnani & Prasetio (2018) emphasized that a balanced work-life balance can increase employee focus and productivity, while good talent management, as described by Ramadhani et al. (2020), can optimize employee potential and improve their contribution to the company.

Nevertheless, while earlier research has established the beneficial impact of each of these factors on employee performance, there is ongoing discussion about the exact strength and reliability of these effects, particularly within the distinctive features of the service sector. The objective of this study is to integrate these three precursor variables to offer a more thorough comprehension of the elements that impact employee performance in the service sector. The additional objective of this study is to investigate the function of job satisfaction as a mediating factor in the correlation between knowledge management, work-life balance, talent management, and employee performance. Previous research has often focused on the impact of job satisfaction on turnover intention (NingTyas et al., 2020) and not on employee performance, especially in the context of the company being studied.

Employee performance is significantly enhanced by job satisfaction as a mediating variable, as stated by Wahyudi et al. (2022), which states that high job satisfaction can strengthen the positive impact of knowledge management and work-life balance on employee performance. However, there is debate among researchers regarding the extent to which job satisfaction can mediate this relationship.

For example, research by Sunaryo et al. (2022) shows that the mediating role of job satisfaction is not always consistent, depending on the industrial context and organizational characteristics. This debate shows an urgent need for further research that can clarify the role of job satisfaction in mediating the

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relationship between knowledge management, work-life balance, talent management, and employee performance. By combining these three antecedents and exploring the mediating role of job satisfaction, this research is expected to make a significant contribution to human resource management literature and practice, as well as fill gaps in previous research.

Employee performance plays a vital role in the success of a company. A decline in employee performance can be a serious threat to the company because it can reduce the company's image and even cause the loss of business relationships. This investigation was conducted at organizations that speci- alize in the installation of HVAC (Heating, Ventilation, and Air Conditioning) systems, as well as me- chanical, electrical, and other types of building equipment.

Research into the maintenance service provider industry is fundamental given its unique characteristics and challenges. This industry is a field that is rarely used as an object of research, even though its contribution to the national economy is quite significant. In Indonesia, the building equipment maintenance services sector, especially HVAC, faces major challenges such as the need for skilled labor, as well as demands to maintain high service standards amidst intense competition (Bracci et al., 2024). This creates a research gap phenomenon, where there are still few studies that examine the relationship between employee performance and factors such as Knowledge Management, Work-Life Balance, and Talent Management in this industry. Understanding how these factors influence employee performance in this specific context is very important to improve the efficiency and effectiveness of the services provided, which can ultimately support the company's competitiveness.

In examining the dynamics between antecedent variables and employee performance, this research aims to elucidate how knowledge management, work-life balance, and talent management each contribute to enhancing employee performance, with job satisfaction serving as a critical mediating factor. By investigating these relationships, the study reveal how job satisfaction not only affects employee motivation but also interacts with the antecedent variables to influence overall performance outcomes. The purpose of this study is to analyse the effect of talent management, knowledge management, and work-life balance on employee performance, which is mediated by job satisfaction in employees of a building equipment maintenance service company. This approach will help in understanding whether job satisfaction amplifies the impact of knowledge management, work-life balance, and talent management on employee performance or if it moderates these relationships in specific ways. The findings are expected to provide deeper insights into how these factors work together to shape employee performance, offering practical implications for improving human resource practices in the HVAC service industry and contributing to the broader literature on employee performance management.

HYPOTHESES DEVELOPMENT

In the research of Setia et al. (2022). Talent Management is considered a major factor that increases job satisfaction. Talent management includes employee recruitment, development, and rewards, designed to align individuals with the company's strategic goals (Marchington et al., 2021). Relevant work motivation theories, such as Herzberg's two-factor theory, explain that meeting basic needs and motivation through talent management can increase job satisfaction (Singh et al., 2020). Research Khairina & Games (2022) supports this by showing that effective talent management meets employee needs of training, promotion, and compensation, which contributes to increased job satisfaction.

Bathla et al. (2024) expectancy theory is also relevant because employees feel satisfied when they believe their efforts will be appreciated and produce the expected results. By managing and meeting these needs, talent management increases feelings of appreciation and job satisfaction. This connection underlines that an integrated talent management process plays an important role in in-creasing

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Job Satisfaction. The results of the study showed that employees who are satisfied with the Talent Management program tend to be more motivated and perform well. Therefore, effective Talent Mana- gement not only increases job satisfaction but also supports the overall performance and success of the organization.

H1: Job satisfaction is positively impacted by talent management.

The results of the study by Kianto et al. (2016) show that Knowledge Management has a significant positive impact on Job Satisfaction because access to new knowledge can improve employee work efficiency and satisfaction. The theory of organizational knowledge states that effective knowledge management allows employees to access relevant and useful information, thereby increasing job satisfaction (Tariq et al., 2024). Kurniawan (2018) supports this by showing that good Knowledge Management practices can improve Job Satisfaction by providing the resources needed for more efficient work. By integrating the latest theory and research, it can be concluded that good Knowledge Management improves employee job satisfaction by increasing the ef-ficiency and accessibility of information.

H2: Job satisfaction is positively impacted by knowledge management.

Wahyudi et al. (2022) found that employees who effectively balance their time between personal life and work tend to be more motivated, focused, and productive. Contemporary work-life balance theory emphasizes that achieving a good balance between job demands and personal responsibilities enhances job satisfaction (Mauno et al., 2020). This Peñarroja (2024) demonstrates that employees who have time for community, family, and hobbies generally report higher job satisfaction. This balance allows employees to feel more fulfilled personally, which positively influences their job satisfaction.

H3: Work-life balance has a beneficial impact on job satisfaction.

Panungkelan (2020) emphasizes that job satisfaction is a critical factor in determining employee performance, as increased satisfaction results in enhanced performance and assists the company in achieving its productivity and target objectives (Dousin et al., 2019). According to the job characteristics theory, job satisfaction enhances performance by increasing employee motivation and engagement through meaningful work and achievement (Azmi et al., 2021). This is corroborated by the most recent research conducted by Somantri et al. (2018), which demonstrates a positive and substantial correlation between employee performance and job satisfaction. This connection is logical because satisfied employees are generally more motivated and perform better, which, in turn, benefits the organization as a whole.

H4: Job satisfaction has a beneficial impact on employee performance.

Setia et al. (2022)assert that talent management is a crucial operational system for companies, directly impacting human resource planning and enhancing employee performance. The resource- based view (RBV) theory supports this, suggesting that effective talent management leverages human capital as a competitive advantage to improve performance outcomes (Wahyudi et al., 2022; Maley et al., 2024) further demonstrate that improved talent management practices lead to higher employee performance, as employees view these practices as opportunities for career growth. Research by Banuari et al. (2021) aligns with this, showing that well-implemented talent management processes positively influence employee performance by fostering skill development and motivation. Thus, effective talent management is integral to optimizing employee capabilities and organizational success.

H5: Talent management has a beneficial impact on employee performance.

Hariadi et al. (2020) demonstrate a positive influence of knowledge management on employee performance, aligning with Mantow & Nilasari (2022), who highlights the beneficial relationship bet-

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ween the two variables. The knowledge-based view (KBV) theory supports this by asserting that effective management of knowledge enhances organizational capabilities and employee performance through improved access to information and skills (Harmen & Darma, 2018; and Cavallone et al., 2024) further confirm that knowledge management significantly boosts employee productivity and competence. This relationship is logical, and well-managed knowledge resources facilitate better decision-making and problem-solving, leading to higher performance levels. Consequently, robust knowledge management practices are essential for enhancing employee performance and overall organizational effectiveness.

H6: Employee performance is enhanced by knowledge management.

Obiageli et al. (2015) found that work-life balance significantly positively affects employee performance, a finding supported by Yuswanti et al. (2021), who note that balancing work and family responsibilities enhances employee productivity. This is explained by the spillover theory, which posits that a positive balance between work and personal life improves overall well-being and performance by reducing stress and increasing job satisfaction (Yuswanti et al., 2021). Employees who achieve a good work-life balance are more productive and engaged at work because they experience less burn- out and greater job satisfaction. Therefore, ensuring that employees can effectively manage their work and personal lives is crucial for enhancing their performance and contributing to organizational success.

H7: The performance of employees is positively impacted by work-life balance.

Nelson & Caroline (2023) and Wahyudi et al. (2022) reveal that talent management positively influences employee performance through enhanced Job Satisfaction. According to the job enrichment theory, increased job satisfaction, resulting from effective talent management practices, boosts employee motivation and performance by fulfilling intrinsic job needs (Mauno et al., 2020). Research by Badrianto & Ekhsan (2021) further supports this, indicating that well-designed talent management programs can reduce work-related stress and improve jsob atisfaction, which in turn enhances employee performance. This relationship underscores that effective talent management not only addres- ses employees' professional development but also contributes to their overall well-being, leading to better performance outcomes. Thus, integrating job satisfaction as a mediating factor highlights the importance of comprehensive talent management strategies in optimizing employee performance.

H8: Talent management positively influences employee performance through the mediation of job satisfaction.

Knowledge management has become a crucial strategy for enhancing employee performance, as noted by Singgih et al. (2020). Karyatun et al. (2023) demonstrate that knowledge management positively influences employee performance, with job satisfaction serving as a significant mediator. This is supported by the knowledge-based view (KBV) theory, which posits that effective management of knowledge improves employee performance by providing valuable resources and information that increase job satisfaction and efficiency. Rahman & Hasan (2017); and Obrenovic et al.(2020) further co- rroborate that job satisfaction mediates this relationship, reinforcing that satisfied employees are more likely to leverage knowledge effectively, thereby enhancing their performance. Consequently, integrating job satisfaction into knowledge management strategies is essential for maximizing employee performance outcomes.

H9: Job satisfaction mediates the favorable impact of knowledge management on employee performance.

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The study conducted Herlambang & Murniningsih (2019) emphasizes that the connection between work-life balance and employee performance is influenced by job satisfaction. The work-family conflict theory claims that achieving a peaceful balance between work and personal life boosts job satisfaction, thereby leading to improved employee performance. Whelan & Turel (2023), Susanto et al. (2022) support this by demonstrating that employees who achieve a good work-life balance are more satisfied with their jobs, leading to better performance outcomes. Badrianto & Ekhsan (2021) further, confirm that job satisfaction effectively mediates the impact of work-life balance on employee performance. Therefore, ensuring employees can manage work and personal life effectively is crucial for enhancing both job satisfaction and performance.

H10: Job satisfaction mediates the positive impact of work-life balance on employee performance.

Talent management, as defined by Marchington et al. (2021), involves a comprehensive process of recruiting, selecting, developing, managing, and rewarding employees to align with the company’s strategic objectives (Dessler, 2020). This process is crucial for ensuring that employees are effectively placed and supported, which directly influences their job satisfaction. Research by Setia et al. (2022) indicates that effective talent management practices can enhance job satisfaction by addressing employees' needs for training, development, and career advancement. Furthermore, job satisfaction itself is a mediating factor that links talent management to employee performance. High job satisfaction, influenced by well-executed talent management, often translates into improved employee performance, as satisfied employees are generally more motivated and productive (Khairina & Games, 2022).

Job satisfaction is significantly improved by knowledge management, which entails the production, dissemination, and application of valuable knowledge within an organization (Setiyowati et al., 2021; Davidekova et al., 2020; and Harmen & Darma, 2018). Effective knowledge management ensu- res that employees have access to the information and resources they need, which can improve their overall job satisfaction (Yusnani & Prasetio, 2018). Moreover, job satisfaction serves as an interme- diary in the correlation between knowledge management and employee performance. The performance of employees is positively influenced by the development of a supportive environment in which knowledge is effectively managed, resulting in a higher level of job satisfaction (Wen et al., 2018).

Work-life balance, the ability to harmonize work demands with personal responsibilities (Prayogi et al., 2019; Nirmalasari, 2018; Saina et al., 2016) is closely related to Job Satisfaction. Emplo- yees who achieve a good work-life balance are generally more satisfied with their jobs, as they feel better able to manage their personal and professional lives. This enhanced job satisfaction then influences employee performance. Specifically, a positive work-life balance leads to higher job satisfaction, which mediates the relationship between work-life balance and employee performance. Em- ployees who are satisfied with their work environment and balance are more likely to perform effectively and meet organizational goals (Irmawati & Andriani, 2022; and Wulandari & Hadi, 2021).

Figure 1 illustrates how the framework in this study. The framework shows how the relevance of talent management, knowledge management, and work-life balance all impact employee performance through the mediating role of job satisfaction. Talent management, knowledge management, and work-life balance all impact employee performance through the mediating role of job satisfaction.

Talent management improves job satisfaction and, subsequently, employee performance. Knowledge management enhances job satisfaction, which in turn boosts employee performance. Similarly, work- life balance contributes to job satisfaction, which mediates its effect on employee performance. This framework highlights the interconnectedness of these variables and emphasizes the importance of job satisfaction in achieving high employee performance.

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Figure 1

Conceptual framework METHOD

This research design is the result of modifications from research conducted by (Wahyudi et al., 2022) and also research conducted by Setia et al. (2022). This investigation employs quantitative me- thodologies, including hypothesis testing. The data is collected at a specific period, which is why a cross-sectional time dimension is employed. An individual, specifically personnel of building equipment maintenance service companies, is responsible for the distribution of questionnaires with the u- nit of analysis. The selection technique employed in this study is purposive sampling, which involves selecting respondents based on specific attributes such as gender, age, education, and length of service to gather information aligned with the study's aims (Sekaran & Wiley, 2014). This sample was taken from employees of PT Centrayasa Megatamacipta in three locations, namely Jakarta (Head Office), and two branches in Tangerang and Cikarang. In this study, the sample used was as many as the minimum sample, namely 190 sampleswith respondents taken in the finance, accounting, marketing, human resource, admin staff, and operations divisions. Calculating a modest sample size serves the purpose of preventing excessive data collection while also guaranteeing the appropriate confidence levels in our data.

Based on table 1 shows that employees with male gender are more dominant than women, namely 168 people. This shows that the majority of building equipment maintenance service companies are field work related to machinery, heavy equipment, measurements, surveys, and so that the most needed employees are men. Based on the characteristics of respondents based on age, it can be seen that employees aged 20-30 years are the most, namely 114 people with a percentage of 60%. This shows that the maintenance operations of building equipment that are busy every day require employees of productive age as time demands that must be fast-paced in responding to work. The table also shows that most of the respondents are employees with the latest S1 education as many as 140 people with a percentage of 73.7%. It is considered that employees with S1 education are more competent in their fields such as the finance, accounting, marketing, human resource divisions, and especially the operational division, the majority of whom have S1 engineering graduates. In addition, the table ex- plains the characteristics of respondents based on length of service, it can be seen that the majority of employees have worked for 5-10 years as many as 100 people with a percentage of 52.6%. This is be-

Work-Life Balance

Job Satisfaction

Employee Performance Talent

Management

H1

H3

H4

H5

Knowledge H5 Management

H2

H7

H8

H10

H6

H9

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cause qualifications in operational divisions such as technicians have reached a mature level of expertise, have proven skills, and gained in-depth experience related to building machinery and equipment. This range of experience allows employees to make more significant contributions, and demonstrate stability at work.

Table 1 Respondent profile

Respondent Total Percentage

Gender Male Female

168 22

88.4 11.6 Age

20 – 30 31 – 40 41 – 50

114 51 25

32 39 25 Education

Senior High School Diploma

S1 S2 S3

9 36 140 5 0

4.7 18.9 73.7

2.6 0 Length of Service

<5 years 5 – 10 years 11 – 15 years 16 – 20 years

29 100 54 7

15.3 52.6 28.4 3.7

A five-point Likert scale was employed to evaluate each variable, with responses extending from 1 (strongly disagree) to 5 (strongly agree). Talent management was taken from Wahyudi et al., (2022) with the sample item "I was explained the company's work culture”. Knowledge management was measured by Setia et al. (2022) with sample items such as "I gain knowledge from work experience".

Work-life balance was adopted by Rondonuwu et al. (2018) with the sample item “I have enough time to spend with my family after work. Job satisfaction was measured by Nam & Lan (2022) with the sample item “I feel satisfied with my job at the company”. Employee performance was taken from Pradhan & Jena (2017) with sample item “I maintain high-performance standards.”

Table 2

Result of validity and reliability test

Variable and measurement Factor

loading

Cronbach’s alpha

Talent Management 0.850

I attended the job preparation orientation 0.690

I was provided with a comprehensive explanation of the organizational work culture.

0.620 I have been granted an opportunity to adjust to my new colleagues. 0.660

I was allowed to adjust to my new position. 0.690

I was provided with a detailed explanation of the responsibilities to be performed.

0.650 Each employee within the organization is afforded an equal opportunity 0.630

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Variable and measurement Factor loading

Cronbach’s alpha to engage in training programs enhancing their performance.

I am granted the opportunity to participate in training that is appropriate for the context of my profession.

0.650 I am allowed to rotate positions to assume more significant respon-

sibilities and obligations.

0.730 New challenges are consistently presented to me by the company to

enhance my abilities.

0.690 I am motivated to contribute more than expected from the target. 0.590

Knowledge Management 0.849

I gain knowledge from work experience 0.515

The knowledge I have helps my work 0.573

My company conducts training 0.638

I have gained knowledge through the training that I have participated in 0.713 The company promotes the values of knowledge exchange among its

workers. 0.728

I gained expertise guided by the leader. 0.729

Social media organizations are accessible as a platform for information

exchange. 0.667

I can access the procedures to get the information I need. 0.707 Decision-making can be facilitated by the knowledge I possess. 0.693 There is a medium to collect the new knowledge I have gained 0.633

Work-Life Balance 0.819

I can spend an adequate amount of time with my family after work. 0.524 I have sufficient time to complete all of the designated responsibilities. 0.848

I feel that work is part of my personal life 0.838

I accomplish things that benefit both work and family 0.858 I do my best work because I earn money for my family's needs. 0.824

Job Satisfaction 0.871

I feel that the company is the best place to work 0.784

The company always inspires us to do good work 0.774

I chose the company as the only place to work 0.839

I always strive for work and company 0.830

I feel satisfied with my job at the company 0.840

Employee Performance 0.892

I consistently uphold rigorous performance criteria. 0.713 I possess a profound enthusiasm for my field of work. 0.712

I strive to finish my tasks punctually. 0.744

I manage teamwork proficiently when confronted with change. 0.817 I feel at ease with the concept of flexible employment. 0.673 I tend to assist my colleagues when they request assistance or require it. 0.833 I actively engage in work meetings and group discussions. 0.765 I applaud my colleagues for their exceptional efforts. 0.780

Table 2 illustrates that all statement items utilized to evaluate the Talent management, knowledge management, Work-life balance, job satisfaction, and employee performance variables are valid,

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as evidenced by the factor loading values of all statements being ≥ 0.40, which means that each indicator or question item used to measure the variables in this study is declared valid or appropriate in measuring the variables studied. The results of Cronbach's alpha value of the talent management, knowledge management, work-life balance, job satisfaction, and employee performance variables have a value ≥0.60, which means that the statements in this study are consistent in measuring the variables studied and measured or declared reliable.

Table 3

The goodness of fit model test results

Types of measurement measurement Value Acceptance

limit Conclusion Absolute fit measures Chi-square 1711.673 Expected mall Poor fit

P-Value 0.000 ≥ 0.05 Poor fit

RMSEA 0.092 ≥ 0.08 Marginal fit

GFI 0.639 ≥ 0.90 Poor fit

Incremental fit measures NFI 0.858 ≥ 0.90 Marginal fit

RFI 0.834 ≥ 0.90 Marginal fit

IFI 0.857 ≥ 0.90 Marginal fit

TLI 0.737 ≥ 0.90 Poor fit

CFI 0.935 ≥ 090 Good fit

AGFI 0.592 ≤ GFI Good fit

Parsimonious fit measure AGFI 0.592 ≤ GFI Good fit

The modelling analysis used in this study is presented in table 3. The test analysis results show that the model used in this study is fit.

RESULTS AND DISCUSSION Results

The results of hypothesis testing are presented in table 4. The test results show that H1 to H10

are accepted. The test results show that talent management, knowledge management, and work-life balance and job satisfaction affect employee performance. job satisfaction mediates the favourable impact of talent management, knowledge management and work-Life balance on employee performance.

Table 4

Hypothesis testing results

Hypothesis Estimate P-

Value

Result H1: Job satisfaction is positively impacted by talent

management 0.827 0.000 Supported

H2: Job satisfaction is positively impacted by knowledge management

0.810 0.000 Supported H3: Work-Life balance has a beneficial impact on job

satisfaction 0.987 0.000 Supported

H4: Job satisfaction has a beneficial impact on employee per-

formance. 0.571 0.0005 Supported

H5: Talent management has a beneficial impact on employee

performance 0.251 0.0003 Supported

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Hypothesis Estimate P- Value

Result H6: Employee performance is enhanced by knowledge

management. 0.876 0.002 Supported

H7: The performance of employees is positively impacted by

work-life balance 0.839 0.000 Supported

H8: Talent management positively influences employee

performance through the mediation of Job Satisfaction 0.187 0.038 Supported H9: Job satisfaction mediates the favorable impact of

Knowledge management on employee performance 0.282 0.028 Supported H10: Job satisfaction mediates the positive impact of work-life

balance on employee performance 0.564 0.000 Supported

Discussion

All hypotheses were supported, as evidenced by the test results obtained using the Structural Equation Modeling (SEM) method with AMOS 22 software. The initial hypothesis has been tested, and the results indicate that job satisfaction in building equipment maintenance employees is positively impacted by talent management. The findings of this study are corroborated by the findings of prior research conducted by Wahyudi et al. (2022), Kianto et al. (2016), and Kurniawan (2018), which demonstrate that talent management has a significant and positive impact on job satisfaction.

The results of the hypothesis 2 testing indicate that knowledge management has a beneficial effect on the job satisfaction of building equipment maintenance employees. The findings of this study are corroborated by prior research conducted by Setia et al. (2022); Arora & Wagh (2017) and Wahyudi et al. (2022), which has demonstrated that knowledge management has a substantial positive impact on ob satisfaction.

Job satisfaction is positively influenced by work-life balance in building equipment maintenance employees. The results of this study are supported by previous research conducted by Wahyudi et al.

(2022), and Dousin et al. (2019), that work-life balance has a significant constructive effect on job satisfaction. In addition, job satisfaction has a beneficial impact on employee performance in building equipment maintenance. These results explain that employees in the building equipment maintenance company are satisfied with their jobs to create high employee performance.

Moreover, employee performance is enhanced by talent management in building equipment maintenance employees. Previous research says that there is a very close positive relationship between Talent management and employee performance (Wahyudi et al., 2022, Hariadi et al., 2020 and Harmen

& Darma, 2018).

Additionally, knowledge management has a beneficial impact on employee performance in building equipment maintenance employees. This is confirmed by the studies conducted by Torabi et al.

(2016) and Herlambang & Murniningsih (2019) which said that employee performance is significantly positively correlated with knowledge management.

Work-life balance has a beneficial effect on employee performance in building equipment maintenance employees. Work-life balance can reduce conflicts between personal life and work to make employees more effective at work (Nirmalasari, 2018, Susanto et al., 2022 and Badrianto & Ekhsan, 2021). The results of this study are supported by previous research conducted by Wahyudi et al.

(2022) that work-life balance has a positive influence on employee performance.

Talent management has a beneficial effect on employee performance through the mediation of job satisfaction in building equipment maintenance employees. Talent management helps companies

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achieve employee value. Knowledge management is having a beneficial impact on employee performance through the mediation of job satisfaction in building equipment maintenance employees.

Knowledge management is one of the elements in improving employee performance in the company.

The awareness that the company has in placing knowledge as the main driving force of the company so that it becomes superior and develops. Work-life balance has a beneficial effect on employee performance through the mediation of job satisfaction in building equipment maintenance employees. Work- life balance is needed to create a balance between personal life and work. Employees can balance their personal and work lives so that employees can feel happy and excited about completing responsibilities within the company. In the end, the resulting employee performance can increase to achieve company goals. This research is supported by previous research, which says that indirectly, there is a positive influence between work-life balance on employee performance through job satisfaction. This elucidates that the influence of work-life balance on employee performance can be facilitated by high job satisfaction (Wahyudi et al., 2022).

In the discussion of this study, the results support the hypotheses formed based on relevant theories. Talent management, knowledge management, and work-life balance were hypothesized to influence job satisfaction, which subsequently impacts employee performance positively. This aligns with the social exchange theory, which suggests that employees are inclined to give back positive tre- atment, such as effective talent management and knowledge management practices, with higher Job satisfaction and improved performance. The findings of this study, supported by Wahyudi et al. (2022) and other research, confirm these relationships, demonstrating the validity of the hypotheses. Fur- thermore, the significant mediating role of job satisfaction between the independent variables and employee performance underscores its importance as a critical factor in enhancing productivity within companies.

The profile of respondents in this study further contextualizes these findings. The predominance of male employees (168 out of 200) aligns with the nature of building equipment maintenance work, which often involves physically demanding tasks suited to men. Additionally, the majority of respondents are between 20-30 years old (60%), indicating a workforce in their prime working years, which is essential for the fast-paced, responsive nature of maintenance operations. The high level of education among respondents, with 73.7% holding a bachelor's degree, particularly in engineering, reflects the technical expertise required in this industry. Moreover, the fact that 52.6% of employees have 5-10 years of experience highlights the importance of maturity and accumulated expertise in delivering consistent and high-quality performance in maintenance roles. These characteristics sug- gest that the positive effects of talent management, knowledge management, and work-life balance on job satisfaction and employee performance are particularly relevant in this context, where skilled, experienced, and educated employees are essential for operational success.

CONCLUSION

The significance of job satisfaction in improving employee performance, particularly in the building equipment maintenance industry, is underscored by this study. It emphasizes that job satisfaction is influenced by talent management, knowledge management, and work-life balance, with work-life balance emerging as the most significant factor. The research extends existing literature by underscoring the importance of work-life balance in driving employee performance, especially in the service industry, and reinforces the relevance of social exchange theory in explaining the reciprocal relationship between employee well-being and performance. For managers, the findings emphasize the need to invest in initiatives that support work-life balance, talent management, and knowledge management to boost employee satisfaction and performance. Companies like PT Centrayasa Megatama- cipta can particularly benefit from these findings by implementing policies that prioritize employee well-being, such as flexible working hours, continuous learning opportunities, and career development

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initiatives, which are crucial for fostering a supportive work environment. Addressing work-life balance can lead to sustainable improvements in overall organizational performance, enhancing individual performance and contributing to long-term success. The study provides practical insights that can be adapted across different sectors to improve employee outcomes, while also acknowledging its limitations and suggesting future research on additional variables like organizational commitment, leadership styles, generational differences, cultural contexts, and service heterogeneity to gain a more nuanced understanding of optimizing employee outcomes in diverse settings.

Author contribution: The author confirms sole responsibility for the following: study conception and design, data collection, analysis and interpretation of results, and manuscript preparation.

Funding statement: Personal

Acknowledgment: I would like to express my gratitude to Riska Putri Cahyani for her valuable support in completing this research paper

Conflict of interest: I confirm that neither I nor Riska have any personal conflict of interest REFERENCES

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