Abstract
<p><em>The success of an organization is influenced by employee performance, so every company will try to improve the performance of its employees in achieving the organizational goals that have been set. During the Covid-19 pandemic, there are several factors that can support employee performance, one of which is flexible work arrangements. However, not only work methods are needed to improve employee performance, the work environment and aspects of work-life balance are expected to improve employee performance. This study aims to determine the effect of flexible work arrangements and work environment on employee performance directly or indirectly through work-life balances as an intervening variable.</em></p><p><em>The data in this study were collected by distributing online questionnaires. This research on employees of PT. Telkom Indonesia, tbk in West Java (S=193), where S is the sample of employees at Telkom West Java. The method used in this research is PLS-SEM which is processed using SmartPLS 3 software. The results showed that there was a direct influence between flexible work arrangements and work environment on employee performance. In addition, the results of other studies also show that there is an indirect effect between flexible work arrangements and work environment on employee performance through work-life balance as an intervening variable.</em></p>
Highlights
Every organization has an identity that functions as a value or organizational identity in the organizational environment
From the results of table 9 the R-Square for the variable Work Life Balance (Z) as big as 0.540 which means that Flexible Work Arrangement (X1) and Work Environment (X2) contribute an influence of 0.540 or 54.0% to Work Life Balanze (Z) in moderate category
R-Square for variable Employee Performance (Y) as big as 0.688 which means that Flexible Work Arrangement (X1), Work Environment (X2), and Work Life Balance (Z) contribute an influence of 0.688 or 68.8% to Employee Performance (Y) in strong category
Summary
Every organization has an identity that functions as a value or organizational identity in the organizational environment. Organizational identity is an effort to introduce oneself to the public as a form of the existence and accountability of the organization to the vision and mission of the organization. The identity of an organization can be a differentiator between one company and another. An organization that has a strong identity cannot be separated from members who excel in organizational commitment, self-competence and have good intellectual capital. Superior HR (Human Resources) cannot be separated from the role of human capital which functions to develop HR in the Organization. HR competence gives its own weight to the assessment of an organization
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