IJLTEMAS International Journal of Latest Technology in Engineering, Management & Applied Science (IJLTEMAS) IJLTEMAS 2278-2540 IJLTEMAS 196 10.51583/IJLTEMAS.2026.150800004 Human Resource Management Work-Life Balance and Employees’ Performance: Basis for Human Resource Intervention Plan J. De La Rama Mpa, Maed. Khaleed Faculty of the Graduate School Hardam Furigay Colleges Foundation Inc. Lamitan City Philippines Macario Partoza, Phd Raul Faculty of the Graduate School Hardam Furigay Colleges Foundation Inc. Lamitan City Philippines 15 8 50 108 13 08 2026 18 08 2026 31 08 2026 Boundary Theory Higher Education Administration Human Resource Intervention Plan Job Performance Work-Life Balance Abstract

This study investigated the relationship between work-life balance and job performance among administrative and teaching faculty at Hardam Furigay Colleges Foundation, Inc. across six campuses. Grounded in Boundary Theory and Campbell’s Theory of Work Performance, the descriptive-quantitative correlational design utilized total enumeration sampling. Data were evaluated using Cronbach's alpha, weighted means, Pearson Product-Moment Correlation, independent sample t-tests, and ANOVA. Subscale internal consistency was confirmed across all dimensions. The overall work-life balance was rated as "Very High" with "grand mean" of 3.41, with workplace flexibility scoring highest (3.59). Overall job performance was also rated "Very High" having "grand mean " 3.47, led by initiative and creativity. A statistically significant, moderate positive correlation was identified between work-life balance and job performance. Demographic variables including sex, age, civil status, educational attainment, job title, and length of service showed no statistically significant differences in either work-life balance or job performance ratings across the institutional sample. To address these findings, the study introduces an action-oriented Human Resource Intervention Plan. This framework features structured implementation schedules, strategic resource allocation models, objective multi-source performance criteria, and continuous evaluation mechanisms to enhance institutional sustainability, foster workplace equity, and promote long-term employee well-being across all campuses.

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