Social Exchange Theory (SET), originally proposed by Blau (1964) in Exchange and Power in Social Life, posits that the relationship between employees and organizations is governed by the norm of reciprocity, where mutual benefits drive continued interaction. Within the workplace context, particularly regarding work-life balance and the work environment, SET provides a framework to understand how employees interpret organizational support. When employees perceive that their organization values their well-being— through practices that promote work-life balance and a positive work

environment—they are more likely to experience higher levels of job satisfaction. In turn, this job satisfaction serves as a mediating factor that strengthens their commitment to the organization.

Work-life balance (WLB) is recognized as a strategic factor in enhancing employee commitment to the organization, particularly through the lens of reciprocal relationships as outlined in Social Exchange Theory (Alhawary et al., 2021). According to Blau (1964), when organizations support employees in achieving equilibrium between professional and personal responsibilities—such as by offering flexible working hours, sufficient leave, and attending to individual needs—employees are more likely to feel appreciated. This perception of organizational support fosters increased motivation, leading to stronger loyalty and organizational commitment. Empirical studies have confirmed a positive and significant association between work-life balance and organizational commitment (Anggreni & Budiani, 2021; Surya & Riana, 2023).

Table 2. Respondent Demographics

This study involved 130 respondents, predominantly women (110 people, or 84.6%) and a small number of men (15.4%). The majority of respondents were aged 20–30 years (66.9%), followed by those aged 30–40 years (30.8%). Based on job roles, the majority were nurses (59.2%), followed by midwives (21.5%) and general practitioners (10%). The respondents' highest level of education was predominantly a diploma (53.1%), followed by a bachelor's degree (43.1%), and high school/equivalent (3.8%). In terms of years of work experience, the majority had worked for 1–10 years (75.4%), while others had worked for less than 1 year (13.1%) or 10–20 years (11.5%).

Table 3. Outer Loadings

Based on the results of the outer loading analysis, there were several indicators with values less than 0.7. These indicators, namely variables wlb 1, wlb 2, wlb 7, lk 3, and kk 6, were removed from the model because they did not meet the convergent validity criteria. After removal, all remaining indicators showed outer loading values above 0.7, indicating that these indicators are valid in representing the measured construct.

The validity and reliability test results in Table 4 are considered valid if the composite reliability (CR) is at least 0.70, Cronbach's alpha is ≥ 0.70, and the average extracted value (AVE) is ≥ 0.50 (Hair et al., 2021). The test results indicate that all variables are valid and reliable, as the average variance extracted (AVE) is ≥ 0.50, composite reliability is ≥ 0.70, and Cronbach’s alpha is ≥ 0.70.

Table 4. Construct Validity and Reliability

Table 5. R Square Test

The analysis results show that the R-square value for the KK (Job Satisfaction) variable is 0.637, which means that 63.7% of the variation in the KK variable can be explained by the independent variables in the model. Meanwhile, the R-square value for the KO (Organizational Commitment) variable is 0.662, indicating that 66.2% of the variation in KO can be explained by the predictor variables included in the model. The remaining 36.3% and 33.8%, respectively,

are explained by factors outside the scope of this study. Based on Chin's (1998) criteria, an R-square value between 0.33 and 0.67 falls into the moderate category, so it can be concluded that this model has sufficient explanatory power.

Based on the results of hypothesis testing using Partial Least Square (PLS), the following results were obtained:

Table 6. Partial Least Square (PLS)

Based on the analysis presented in Table 6, all variables demonstrate positive relationships, as indicated by the positive values in the original sample estimates. Hypotheses were accepted if the p-values were less than 0.05 and the t-statistics exceeded 1.96. The findings reveal that work-life balance has a significant and positive effect on organizational commitment, supporting Hypothesis 1. Similarly, work-life balance also significantly enhances job satisfaction, confirming Hypothesis 2. The analysis using PLS indicates that the work environment significantly and positively influences organizational commitment, validating Hypothesis 3. Hypothesis 4 is also supported, showing that the work environment significantly contributes to job satisfaction among healthcare workers. Furthermore, job satisfaction exerts a significant positive impact on organizational commitment, affirming Hypothesis 5. The mediating role of job satisfaction in the relationship between work-life balance and organizational commitment is supported, thereby confirming Hypothesis 6. Finally, the results also demonstrate that job satisfaction mediates the effect of the work environment on organizational commitment, leading to the acceptance of Hypothesis 7.

The concept of work-life balance has been found to exert a significant and positive impact on the organizational commitment of healthcare workers at Ananda Purwokerto General Hospital (Anggreni & Budiani, 2021; Surya & Riana, 2023; Choeriyah & Ayu Tuty Utami, 2023). These results suggest that when employees are able to successfully navigate the demands of their

professional responsibilities alongside personal obligations, their allegiance to the organization is likely to be enhanced. Achieving this balance tends to foster stronger emotional connections and a heightened sense of loyalty toward the workplace. This alignment also signals the organization's recognition of employees’ personal well-being, which, through the lens of Social Exchange Theory, cultivates a perceived obligation to reciprocate. Consequently, employees are more inclined to demonstrate greater commitment and active participation. These dynamics underscore the notion that organizational commitment is largely shaped through reciprocal exchanges grounded in mutual support and shared benefit.

The findings reveal that work-life balance exerts a significant and positive influence on job satisfaction among healthcare professionals at Ananda Purwokerto General Hospital. This result aligns with prior research conducted by Latupapua et al. (2021), Surya and Riana (2023), and Nurhalizah and Jufrizen (2024), which demonstrates that employees who successfully balance professional responsibilities with personal life are more likely to report higher levels of job satisfaction. When individuals feel that their personal time is acknowledged and not adversely affected by work-related pressures, their satisfaction with their job tends to increase. To cultivate such satisfaction, organizations can implement supportive practices such as flexible working arrangements, sufficient leave entitlements, and programs that promote employee well-being.

Viewed through the lens of Social Exchange Theory, organizational efforts to promote work-life balance—through family-friendly policies and flexible arrangements—are interpreted as expressions of support for employees’ personal welfare. This perceived support motivates employees to reciprocate with positive workplace attitudes, including enhanced job satisfaction. The observed positive association underscores the reciprocal nature of employee– organization relationships as posited by the theory.

The results of the analysis indicate that the work climate has a positive and significant influence on healthcare personnel's organizational commitment at Ananda Purwokerto General Hospital. The result is in agreement with the findings of other researchers like Daslim et al. (2023), Budianto et al. (2024), and Baru et al. (2023). A well-defined work environment—both in tangible terms (e.g., infrastructure and ergonomic arrangement) and intangible terms (e.g., support from management and peers)—has been found to increase employees' commitment. This indicates that an encouraging and well-kept environment can create a more intense emotional attachment between employees and the organization.

An ideal work environment can be explained through the vehicle of Social Exchange Theory as a type of social investment on the part of the organization. When the work environment is seen as safe, comfortable, and supportive by the workers, it is most likely to generate greater levels of commitment in turn. This

explanation is in line with the main principle of Social Exchange Theory, which focuses on voluntary transactions that are mutually beneficial for the organization and its members.

The findings of the analysis indicate that the work environment has a positive and significant effect on the job satisfaction levels of healthcare professionals in Ananda Purwokerto General Hospital. The result corroborates the research by Nurhalizah & Jufrizen (2024), Anggela & Damingun (2024), and Fahlefi (2023), which established that a positive work environment is associated with better job satisfaction. The employees are more likely to experience heightened levels of gratitude, security, and inspiration when working within surroundings that are supportive and caring.

A secure, cozy, and physically as well as socially supporting workplace is evidence of the organization's interest in employees' well-being. According to the postulates of Social Exchange Theory, such support is considered a valuable resource provided by the organization. Thus, employees who believe they are being treated nicely will foster greater job satisfaction. The hypothesis's positive influences follow next and are in line with the reciprocity belief underpinning Social Exchange Theory.

The analysis results confirm that job satisfaction positively and significantly influences organizational commitment in healthcare employees in Ananda Purwokerto General Hospital. The result is in line with existing literature by Dengo et al. (2023), Dihaq et al. (2022), and Latupapua et al. (2021) that highlights job satisfaction as a fundamental driver of organizational commitment. Employees with greater levels of job satisfaction demonstrate greater willingness to contribute, stay within the organization, and uphold its inherent values. Hence, effective management of job satisfaction is a strategic move in the arena of human resource development.

Consistent with Social Exchange Theory, when employees believe their firm has treated them well and favorably—evidenced by rewarding work conditions—their affective commitment is most likely to follow. This commitment is the strong emotional bond and sincere intention to remain with the company. Thus, the positive correlation between organizational commitment and job satisfaction depicts the reciprocity theory as established in Social Exchange Theory, wherein job satisfaction represents the symbolic gesture of reciprocation by employees in return for positive treatment from the organization.

The analysis affirms that job satisfaction serves as a mediating variable in the relationship between work-life balance and organizational commitment among healthcare personnel at Ananda Purwokerto General Hospital. This

finding aligns with previous studies by Sari & Seniati (2020) and Surya & Riana (2023), which similarly recognized the mediating role of job satisfaction in this context. From the perspective of Social Exchange Theory, a well-supported work- life balance signals organizational concern for employees’ well-being, thereby enhancing their job satisfaction. In turn, this satisfaction fosters a reciprocal increase in employees’ commitment to the organization. Accordingly, job satisfaction emerges as a crucial psychological pathway through which supportive work-life balance initiatives translate into greater employee loyalty and organizational engagement.

The analysis indicates that the work environment exerts both direct and indirect positive effects on organizational commitment among employees at Ananda Purwokerto General Hospital, with job satisfaction acting as a mediating factor. This outcome is consistent with the findings of Nurhalizah & Jufrizen (2024), Fahlefi (2023), Santoni et al. (2021), and Priyatno & Rijanti (2024), who also identified job satisfaction as a mediator in the relationship between work environment and organizational commitment. A constructive and supportive work environment cultivates a sense of value and recognition among employees, thereby improving their job satisfaction. Grounded in Social Exchange Theory, this satisfaction represents an emotional reaction to favorable organizational conditions, which motivates employees to reciprocate with heightened commitment. Consequently, organizational culture and workplace climate are critical in fostering sustained organizational commitment through the enhancement of job satisfaction.