Work-life balance (WLB) has evolved from a narrow focus on minimizing work-family conflict to a broader conception emphasizing the harmonious integration of work and personal life roles. According to [26], WLB represents an individual’s perception of achieving effective functioning across multiple life domains in a manner that fosters satisfaction and well-being both at work and beyond it. Rather than being defined solely by the absence of conflict, WLB encompasses positive spillover and mutual enrichment between professional and personal spheres. The authors highlight that organizational mechanisms—such as flexible scheduling, supportive supervision, and family-oriented policies—serve as key antecedents that shape employees’ perceptions of balance and their subsequent attitudes and behaviors toward the organization.

Within the organizational behavior literature, organizational commitment (OC) is one of the most extensively examined attitudinal outcomes associated with WLB. [45] conceptualized OC as a three-dimensional construct consisting of affective commitment (emotional attachment to the organization), continuance commitment (cost-based attachment), and normative commitment (a sense of obligation to remain). Among these, affective commitment has been consistently identified as the most powerful predictor of favorable work outcomes such as employee retention, performance, and organizational citizenship behavior. [46] confirmed through meta-analytic evidence that antecedents promoting emotional and psychological bonds—such as WLB, job satisfaction, and perceived organizational support—are more strongly related to affective than continuance commitment. The tripartite model proposed by Meyer and Allen continues to provide the dominant conceptual framework for empirical studies examining the relationship between WLB and OC.

The relationship between work-life balance (WLB) and organizational commitment (OC) can be theoretically grounded in the Social Exchange Theory (SET) and the Work-Family Enrichment Theory (WFET), both of which provide complementary perspectives for understanding how employees’ experiences within and outside the workplace influence their commitment to the organization.

From the Social Exchange Theory perspective ([16]), organizational behavior is shaped by reciprocal exchanges between employees and their employers. When organizations implement supportive WLB practices—such as flexible scheduling, family-friendly policies, or empathetic supervision—employees perceive these initiatives as expressions of organizational care and trust. This perception stimulates a sense of obligation and gratitude, encouraging employees to reciprocate through higher affective and normative commitment, greater loyalty, and reduced turnover intentions. Empirical studies (e.g., [26]; [28]) consistently affirm that such reciprocity mechanisms are central to explaining why WLB initiatives foster stronger organizational attachment.

Complementing this exchange-based view, the Work-Family Enrichment Theory ([27]) posits that resources, skills, and positive emotions generated in one domain—either work or family—can enhance the quality of experiences in the other. In organizational contexts, supportive work environments that facilitate WLB enable employees to experience reduced stress and greater life satisfaction. These positive spillover effects enhance employees’ psychological well-being, which, in turn, translates into higher engagement, emotional attachment, and commitment to the organization. Conversely, the absence of WLB may lead to work-family conflict, emotional exhaustion, and diminished organizational loyalty.

Together, these two frameworks offer a comprehensive explanation of how WLB influences OC. While Social Exchange Theory elucidates the motivational foundation based on reciprocity and perceived organizational support, Work-Family Enrichment Theory highlights the affective and experiential pathways that enhance employees’ overall well-being and reinforce their organizational identification. Integrating both perspectives provides a more holistic understanding of the mechanisms through which WLB initiatives strengthen employees’ emotional and normative bonds with their organizations—particularly in collectivist and relational work cultures such as that of Saudi Arabia.

Over the past decade, a growing body of international research has consistently affirmed the positive influence of work-life balance (WLB) on organizational commitment (OC), particularly its affective and normative dimensions. Employees who perceive that their organizations facilitate a healthy integration between professional and personal domains tend to exhibit stronger emotional attachment, moral obligation, and long-term engagement, thereby contributing to improved organizational stability and performance ([20]; [28]; [21]).

Recent empirical studies conducted in public and private sectors worldwide have provided robust evidence for this association. For instance, [9], in a study of employees at the Ministry of Health in the United Arab Emirates, found that WLB significantly enhanced affective and normative commitment, while its influence on continuance commitment was weaker. These findings suggest that balance-oriented practices primarily strengthen employees’ emotional and ethical ties to their organizations rather than fostering calculative attachment, reinforcing the relational nature of commitment in collectivist work cultures.

Similarly, [20], through a cross-cultural meta-analysis encompassing both Western and non-Western contexts, demonstrated that flexible work arrangements and supportive WLB policies have a strong positive impact on affective commitment and a negative association with turnover intentions. The authors highlighted that organizational climates characterized by trust and flexibility amplify the benefits of WLB across diverse cultural settings. Complementing this evidence, [28] found that WLB directly improves life satisfaction and job engagement, which in turn enhance affective commitment across samples from New Zealand, Spain, and South Africa—supporting the universality of the WLB-OC linkage.

Further evidence from Europe and Asia consolidates these conclusions. [43] reported that WLB exerts a strong direct effect on affective commitment and job satisfaction among European service-sector employees, with these variables collectively predicting organizational performance. Likewise, [40] and [17] confirmed that supportive work-life environments significantly reduce work-family conflict and foster affective and normative commitment among employees in collectivist Asian contexts. More recent findings by [33] in Malaysia and [21] in South Korea further reveal that WLB mediates the relationship between organizational support and employee retention, underscoring its strategic relevance for sustainable human resource practices.

Collectively, international empirical evidence highlights WLB as a universal antecedent of organizational commitment, transcending cultural, sectoral, and geographic boundaries. However, the magnitude and mechanisms of this relationship vary across contexts depending on national culture, gender norms, organizational support systems, and labor regulations. These findings underscore the need for context-sensitive WLB policies that integrate both structural flexibility and socio-emotional support to strengthen employees’ affective and normative commitment—particularly within the public sector and emerging economies aiming to enhance workforce engagement and institutional performance.

Empirical research within the Saudi Arabian context largely aligns with international findings regarding the positive relationship between work-life balance (WLB) and organizational commitment (OC), though most studies to date have concentrated on the healthcare and service sectors, with limited exploration in central governmental institutions. Nonetheless, the growing body of Saudi research provides important insights into how WLB practices influence employee attitudes, satisfaction, and loyalty in culturally specific organizational environments.

In the healthcare sector, [15] conducted one of the most influential empirical studies among hospital employees in Saudi Arabia, demonstrating that perceived work-life balance is positively and significantly related to organizational commitment, with job satisfaction playing a mediating role. Their results suggest that employees who perceive a higher degree of balance between work and personal life tend to report increased job satisfaction, which subsequently strengthens their emotional attachment and sense of loyalty toward the organization. Similarly, [4] examined quality of work life (QWL) among Saudi nurses and found that greater QWL—including adequate WLB, fair workload distribution, and supportive management—correlates strongly with enhanced organizational loyalty and job performance. Collectively, these studies indicate that in healthcare settings, WLB fosters commitment both indirectly, through improved satisfaction and perceived quality of work life, and directly, by reinforcing affective and normative bonds between employees and their institutions.

In the hospitality and service industries, [31] investigated employees working in Saudi hotels and reported a direct positive effect of WLB on affective commitment, which in turn served as a mediator enhancing overall employee performance. Their analysis emphasized that employees with greater autonomy and flexible scheduling demonstrated stronger emotional commitment, which translated into higher productivity and customer service quality. The authors highlighted the critical role of affective commitment as a conduit through which WLB practices exert their influence in service environments characterized by irregular working hours and high emotional demands.

Beyond these sectors, broader studies on quality of work life in Saudi organizations—such as those focusing on nursing staff and public-sector employees—reinforce the centrality of WLB in shaping organizational attachment. For instance, [7] found that deficiencies in WLB among front-line employees were associated with lower organizational commitment and reduced job satisfaction, while supervisory and managerial roles often reported higher levels of perceived organizational support and better work-life integration. These findings underscore the importance of job level and perceived organizational support as contextual moderators shaping the WLB-commitment relationship.

Taken together, evidence from Saudi Arabia supports the general proposition that work-life balance enhances organizational commitment, both directly—by strengthening affective and normative ties—and indirectly—through improvements in job satisfaction and quality of work life. These patterns highlight the strategic relevance of implementing WLB policies and supportive practices not only in the private sector but also across governmental and public institutions in the Kingdom.

Empirical research consistently operationalizes work-life balance (WLB) as a multidimensional construct encompassing four primary dimensions: work interference with personal life (WIPL), personal life interference with work (PLIW), positive spillover or work-personal enhancement, and perceived organizational support for WLB, which integrates elements of flexibility, supportive supervision, and organizational policy frameworks ([20]; [28]; [9]). These dimensions collectively reflect both the conflict and enrichment aspects of employees’ interactions between professional and personal domains.

Recent studies employing this multidimensional conceptualization have shown that the positive facets of WLB, particularly organizational support and positive spillover, significantly enhance employees’ affective and normative commitment, while interference-related dimensions (WIPL and PLIW) tend to have weaker or non-significant effects on continuance commitment ([9]; [33]; [21]). This pattern implies that employees are more emotionally and morally committed to organizations that actively promote work-life harmony, rather than remaining due to financial or structural constraints.

Regarding the dependent construct, organizational commitment (OC) is most commonly measured through the three-component model by [45], which distinguishes affective, continuance, and normative commitment. Subsequent meta-analyses ([47]; [38]) confirmed that antecedents such as perceived organizational support, job satisfaction, and WLB are the strongest predictors of affective commitment, which, in turn, drives job performance, engagement, and retention ([28]; [17]).

Collectively, these findings demonstrate that initiatives improving WLB—through flexible scheduling, supportive supervision, and reduction of role conflict—substantially enhance affective and normative commitment. This alignment between theoretical and empirical perspectives reinforces WLB as a strategic mechanism for sustaining employee well-being and organizational resilience, particularly within knowledge-intensive and public-sector environments.

H₁: There is a statistically significant positive relationship between work-life balance and organizational commitment among employees in the Ministry of Human Resources and Social Development.

H₁a: Work-life balance has a statistically significant positive effect on affective commitment among employees.

Rationale: Prior studies (e.g., [26]; [8]) demonstrated that employees who perceive a better work-life balance experience stronger emotional attachment to their organization, reflecting higher affective commitment.

H₁b: Work-life balance has a statistically significant positive effect on normative commitment among employees.

Rationale: Evidence from international and Saudi studies (e.g., [45]) suggests that supportive work-life policies foster a sense of moral obligation and loyalty toward the organization, thus enhancing normative commitment.

H₁c: Work-life balance has a statistically significant but weaker effect on continuance commitment compared to affective and normative commitment.

Rationale: As shown in empirical analyses by [47] and [15], continuance commitment—based on perceived costs of leaving—tends to be less sensitive to improvements in work-life balance than the other two components.

The conceptual framework posits work-life balance (independent variable) as a multidimensional construct that includes:

1) Work Interference with Personal Life (WIPL): The extent to which work demands hinder fulfillment of personal life roles.

2) Personal Life Interference with Work (PLIW): The extent to which personal life responsibilities affect work performance.

3) Work-Personal Enhancement (Positive Spillover): The degree to which experiences, skills, or satisfaction in one domain enhances functioning in the other.

4) Perceived Organizational Support for WLB: Employees’ perceptions of the organization’s flexibility, policies, and supervisory support that facilitate balance.

The dependent variable, organizational commitment (OC), is operationalized using [45] three-component model, which includes:

Affective Commitment (AC): Emotional attachment and identification with the organization.Normative Commitment (NC): Sense of obligation to remain in the organization due to moral or ethical reasons.Continuance Commitment (CC): Attachment based on perceived costs of leaving the organization.

The research model hypothesizes that higher levels of perceived work-life balance will be positively associated with all three components of organizational commitment. However, consistent with prior empirical evidence ([46]; [8]; [15]):

The effect of WLB on affective commitment is expected to be strongest, reflecting employees’ emotional attachment reinforced by positive work-life experiences.The effect on normative commitment is anticipated to be moderate, as employees reciprocate organizational support with loyalty and obligation.The effect on continuance commitment is expected to be weaker, since perceived costs of leaving are less influenced by improvements in work-life balance.

This pattern is consistent with the principle that psychological and emotional mechanisms, rather than purely calculative considerations, primarily mediate the impact of WLB on organizational commitment.

The model integrates Social Exchange Theory and Spillover Theory to explain the mechanisms underlying the WLB-OC relationship:

Social Exchange Theory: Employees perceive organizational support for WLB as a valuable resource. In return, they reciprocate with loyalty, identification, and commitment ([26]; [16]).Spillover Theory: Positive experiences in work or personal life spill over to enhance well-being in the other domain, strengthening psychological attachment to the organization ([54]).

By combining these theoretical perspectives, the model provides a comprehensive framework to examine how subjective perceptions of balance translate into multi-dimensional organizational commitment within the Saudi public sector context.

The target population for this study consists of employees working within the Ministry of Human Resources and Social Development (MHRSD) in Saudi Arabia, encompassing administrative staff, supervisors, and managerial personnel. This population represents a strategically significant segment of the Saudi public sector, where achieving a sustainable work-life balance (WLB) and strengthening organizational commitment (OC) are critical to enhancing employee engagement, productivity, and retention. This is particularly relevant within the broader framework of Saudi Vision 2030, which has introduced transformative digitalization and restructuring initiatives that continue to redefine public-sector work dynamics ([13]; [10]; [11]).

To ensure both representativeness and methodological validity, the study adopts a stratified convenience sampling technique. Stratification is performed based on job level (administrative, supervisory, and managerial) and gender, given their established influence on employees’ experiences of work-life balance and organizational attachment ([14]). This approach reduces sampling bias, enhances statistical efficiency, and enables meaningful subgroup comparisons—thereby improving the external validity and generalizability of the study’s findings across diverse segments of the MHRSD workforce.

In alignment with methodological recommendations for behavioral and organizational research ([28]; [39]), a sample size of approximately 300 respondents is deemed sufficient for conducting robust statistical analyses, including correlation, multiple regression, and ANOVA. This sample size ensures adequate statistical power and measurement reliability for detecting significant associations and effect sizes among the study’s constructs.

Data collection was executed electronically through the Ministry’s official communication channels, ensuring accessibility, efficiency, and participant convenience. To enhance participation and minimize non-response bias, structured follow-up reminders were disseminated. Participation will be strictly voluntary, anonymous, and confidential, in accordance with ethical standards outlined in contemporary research guidelines ([23]; [52]). This ethical framework ensures authenticity and minimizes social desirability bias in participants’ responses concerning their perceptions of work-life balance and commitment.

Overall, the population and sampling strategy are designed to ensure that the study’s findings are both empirically robust and contextually meaningful, providing actionable insights for evidence-based HR policymaking and strategic workforce management aimed at enhancing employee well-being, engagement, and retention within the Saudi public sector.

This study adopted a quantitative, survey-based research design to collect empirical data from employees of the Ministry of Human Resources and Social Development (MHRSD) in Saudi Arabia. The survey approach is widely recognized as effective for examining interrelationships among organizational, psychological, and behavioral constructs across large populations, while offering efficiency and generalizability ([23]; [52]; [29]).

A structured electronic questionnaire was disseminated through official ministry channels, including secure internal systems, to ensure accessibility, coverage, and data accuracy. This digital mode of administration aligns with Saudi Arabia’s Vision 2030 and its emphasis on digital transformation and evidence-based governance ([13]; [11]). Respondents represented various job levels, enabling a comprehensive understanding of work-life balance (WLB) and organizational commitment (OC) perceptions across functional hierarchies.

To strengthen response reliability and reduce non-response bias, two automated reminders were distributed at one-week intervals following the initial survey. The questionnaire was concise (10 - 15 minutes), promoting engagement and minimizing fatigue effects ([51]).

Participation was voluntary, with assurances of anonymity and confidentiality in accordance with international ethical standards ([18]). Such ethical considerations fostered authentic and unbiased responses, enhancing construct validity and data integrity.

Given the cross-sectional design, data were collected at a single point in time, enabling the assessment of the relationship between WLB and OC within the evolving framework of Saudi Arabia’s public-sector transformation. This method provides valuable insights for shaping strategic HR policies, leadership practices, and employee well-being programs that advance sustainable organizational performance ([10]).

A structured, validated questionnaire was employed to measure Work-Life Balance (WLB) and Organizational Commitment (OC). The instrument was developed based on established theoretical frameworks and validated international scales to ensure content validity, construct reliability, and contextual relevance ([23]; [28]). The questionnaire comprised three sections: demographic data, WLB measures, and OC measures.

8.3.1. Work-Life Balance (Independent Variable)

Work-Life Balance was operationalized as a multidimensional construct encompassing both conflict and enrichment processes between professional and personal domains. The measurement framework was adapted from [26], with refinements informed by recent studies ([8]; [20]).

The WLB scale comprised 20 items across four dimensions:

1) Work Interference with Personal Life (WIPL)—the extent to which job demands hinder personal activities.

2) Personal Life Interference with Work (PLIW)—the degree to which personal responsibilities disrupt work performance.

3) Positive Spillover (Work-Personal Enhancement)—transfer of positive energy, skills, or attitudes between work and personal life.

4) Perceived Organizational Support for WLB—perceptions of flexibility, supervisor support, and family-friendly policies.

All items were rated on a 5-point Likert scale (1 = Strongly Disagree to 5 = Strongly Agree), with higher scores representing better perceived balance. This multidimensional approach aligns with contemporary evidence emphasizing the dual nature of conflict and enrichment in employee outcomes ([17]; [28]).

8.3.2. Organizational Commitment (Dependent Variable)

Organizational Commitment was measured using the Three-Component Model ([45]), which remains the most widely applied framework in organizational behavior. The scale consisted of 15 items representing:

1) Affective Commitment—emotional attachment and identification with the organization.

2) Normative Commitment—perceived moral obligation to remain with the organization.

3) Continuance Commitment—perceived costs of leaving the organization.

Each item was rated on a 5-point Likert scale, with higher scores indicating stronger commitment. This framework is particularly relevant in public-sector transformation contexts where affective and normative ties are critical for stability and engagement ([47]; [10]; [36]).

8.3.3. Demographic and Control Variables

Demographic data included age, gender, education level, job position, and tenure, used as control variables to identify potential variations across subgroups ([41]; [57]).

8.3.4. Reliability and Validity Procedures

Reliability was assessed using Cronbach’s alpha, with coefficients above 0.70 considered acceptable and above 0.80 indicating high internal consistency ([28]; [55]). Item-total correlations confirmed the internal coherence of each construct.

Construct validity was established through Exploratory Factor Analysis (EFA) and Confirmatory Factor Analysis (CFA) using AMOS 28. Fit indices (CFI ≥ 0.90, TLI ≥ 0.90, RMSEA ≤ 0.08, SRMR ≤ 0.08) confirmed satisfactory model fit ([28]; [39]).

Content validity was ensured through expert review by five HR and organizational behavior scholars, who evaluated clarity, relevance, and contextual alignment ([8]; [26]).

A pilot test involving 25 employees confirmed clarity, timing, and reliability (α ≥ 0.78), with minor refinements implemented to enhance comprehension.

These rigorous procedures ensured that the measurement instruments were psychometrically robust, culturally attuned, and methodologically sound, providing a reliable basis for analyzing the relationship between work-life balance and organizational commitment in the Saudi public sector.

Prior to hypothesis testing, a comprehensive preliminary data screening procedure was conducted to ensure the dataset’s completeness, accuracy, and suitability for advanced statistical analysis. The screening process included assessments of missing data, outliers, normality, linearity, homoscedasticity, and internal consistency reliability. All analyses were performed using IBM SPSS Statistics (Version 28) following the methodological recommendations of [29], [39], and [19]. The summarized results are presented in Table 1 below.

Table 1. Preliminary data screening and descriptive results.

Source: Compiled by the author from the study’s data (2025).

The screening results confirmed that the dataset was statistically sound and appropriate for subsequent analyses.

Missing Data: All variables exhibited less than 3% missing values, below the recommended 5% threshold ([29]). The non-significant Little’s MCAR test (p > 0.05) confirmed that data were missing completely at random, justifying mean substitution to preserve the final sample size (N = 346).

Outlier Treatment: Four multivariate outliers were identified using Mahalanobis distance (p < 0.001) and removed to enhance model stability and reduce potential bias in parameter estimates ([39]; [19]).

Normality: Skewness and kurtosis values for all observed variables were within the acceptable limits (±2 and ±7, respectively), and the Kolmogorov-Smirnov test (p > 0.05) supported normal distribution, ensuring compliance with parametric assumptions ([1]; [29]).

Linearity and Homoscedasticity: Visual inspection of scatterplots and standardized residuals revealed linear relationships and equal error variance across variables, confirming that assumptions for regression and SEM analyses were satisfied ([24]).

Reliability Analysis: Cronbach’s alpha coefficients exceeded 0.70 across all constructs, indicating strong internal consistency. Specifically, Work-Life Balance (α = 0.894) and Organizational Commitment (α = 0.912) demonstrated excellent reliability ([48]; [8]).

Overall, the preliminary analysis confirmed that the dataset met all statistical assumptions, establishing a robust foundation for subsequent Confirmatory Factor Analysis (CFA) and Structural Equation Modeling (SEM) to examine the hypothesized relationships between Work-Life Balance and Organizational Commitment.

Descriptive statistical analysis was conducted to summarize the demographic characteristics of the respondents and to provide an overview of the central tendencies and dispersion of the key study variables—Work-Life Balance (WLB) and Organizational Commitment (OC). This step establishes a foundational understanding of the sample composition and variable distributions before proceeding to inferential analysis ([29]; [39]).

The demographic results demonstrate a well-balanced sample of employees from the Ministry of Human Resources and Social Development (MHRSD), reflecting diversity across gender, age, education, and job levels. The majority of respondents (42.7%) were aged 30 - 39 years, representing mid-career professionals who typically experience heightened challenges in managing work and family roles—making them a critical demographic for assessing work-life balance dynamics. The results are presented in Table 2 below.

Regarding Organizational Commitment, the overall mean score (M = 3.74) reflects strong commitment levels, particularly in the affective and normative components (M = 3.90 and M = 3.77, respectively). This suggests that employees’ attachment to the organization is driven more by emotional and moral factors rather than by calculative continuance motives. The relatively lower score for continuance commitment (M = 3.54) aligns with the findings of [2] and [12], who noted that employees in Saudi public institutions tend to stay with their organizations out of loyalty and alignment with institutional goals rather than necessity. The results are presented in Table 3 below.

Table 2. Demographic profile of respondents (N = 300).

Source: Compiled by the author from the study’s data (2025). Note. Percentages may not total 100% due to rounding.

Table 3. Descriptive statistics of study variables.

Source: Compiled by the author from the study’s data (2025).

The mean values of Work-Life Balance dimensions ranged between 3.09 and 3.86, indicating an overall moderate to favorable perception of balance among employees, with particularly high scores for Work-Personal Enhancement (M = 3.86, SD = 0.72) and Organizational Support for WLB (M = 3.60, SD = 0.73). These findings are consistent with recent empirical studies by [8] and [34], who reported similar patterns among employees in Saudi Arabia and the wider Gulf region, suggesting that supportive work environments enhance perceived balance and well-being.

Overall, these descriptive findings provide a strong empirical foundation for the study’s inferential analyses, highlighting the positive interplay between work-life balance and organizational commitment. They underscore the importance of organizational support and work-personal enhancement in promoting stronger emotional and normative bonds among employees—an insight that will be further examined through correlation, regression, and structural equation modeling in the subsequent sections.

To examine the preliminary relationships between the study variables, Pearson’s correlation coefficients (r) were computed to assess the strength, direction, and significance of the associations between the four dimensions of Work-Life Balance (WLB)—namely Work Interference with Personal Life (WIPL), Personal Life Interference with Work (PLIW), Work-Personal Enhancement (WPE), and Perceived Organizational Support for WLB (OSWLB)—and the three components of Organizational Commitment (OC)—Affective (AC), Normative (NC), and Continuance (CC).

This analysis provides an initial understanding of how employees’ perceptions of WLB are associated with their levels of organizational commitment, before proceeding to regression and structural equation modeling. Following [22] guidelines, correlation coefficients of r = 0.10 - 0.29 indicate a weak relationship, r = 0.30 - 0.49 a moderate relationship, and r ≥ 0.50 a strong relationship.

Table 4. Pearson correlation matrix between WLB dimensions and OC components (N = 300).

Source: Compiled by the author from the study’s data (2025). Note.p < 0.01 (two-tailed). WIPL: Work Interference with Personal Life; PLIW: Personal Life Interference with Work; WPE: Work-Personal Enhancement; OSWLB: Organizational Support for Work-Life Balance; AC: Affective Commitment; NC: Normative Commitment; CC: Continuance Commitment.

The results shown in Table 4 below reveal a consistent pattern of associations between work-life balance dimensions and organizational commitment components.

1) Negative Correlations between Interference Dimensions and Commitment: Both Work Interference with Personal Life (WIPL) and Personal Life Interference with Work (PLIW) show significant negative correlations with affective and normative commitment (r = –0.38 and –0.34, respectively; p < 0.01), indicating that employees who experience higher work-life conflict tend to exhibit lower emotional attachment and moral obligation toward their organizations. These findings are consistent with [37] and [58], who reported that role interference significantly diminishes affective commitment and job satisfaction among public-sector employees.

2) Positive Correlations between Enhancement and Commitment: Work-Personal Enhancement (WPE) is strongly and positively correlated with affective commitment (r = 0.58, p < 0.01) and normative commitment (r = 0.51, p < 0.01), supporting the notion that positive spillover between work and personal life enhances emotional engagement and moral attachment. This aligns with the findings of [17], who confirmed that WLB-driven enrichment strengthens affective bonds and reduces turnover intentions.

3) Organizational Support as a Key Predictor: The strongest correlations were observed between Perceived Organizational Support for WLB (OSWLB) and both Affective (r = 0.64, p < 0.01) and Normative Commitment (r = 0.57, p < 0.01). This underscores the central role of perceived organizational support in fostering employee loyalty and emotional commitment, consistent with [8] and [50], who found that flexible policies and managerial empathy substantially strengthen affective and normative commitment across public and private sectors.

4) Continuance Commitment Relationships: In contrast, the correlations between WLB dimensions and Continuance Commitment (CC) were weaker (r ranging from 0.10 - 0.31), implying that WLB perceptions influence employees’ attachment through psychological and relational mechanisms rather than cost-based continuance motives. This pattern mirrors findings by [34], who demonstrated that affective and normative components are more sensitive to WLB perceptions than continuance factors.

Overall, the correlation analysis provides robust preliminary evidence that employees who perceive higher work-life balance—especially through supportive organizational practices and positive work-personal integration—tend to exhibit stronger affective and normative commitment to their organization. Conversely, role interference undermines these forms of commitment. These patterns validate the hypothesized direction of relationships and justify the use of multiple regression and structural equation modeling in the subsequent analysis to test causal linkages.

To empirically test the hypothesized relationships between Work-Life Balance (WLB) and Organizational Commitment (OC), a series of multiple linear regression analyses was conducted. The analyses aimed to determine the predictive power of WLB and its dimensions—Work Interference with Personal Life (WIPL), Personal Life Interference with Work (PLIW), Work-Personal Enhancement (Positive Spillover), and Perceived Organizational Support for WLB (OSWLB)—on the three components of organizational commitment: Affective (AC), Normative (NC), and Continuance Commitment (CC).

Control variables such as age, gender, education level, job position, and tenure were included to account for demographic variations that might influence employees’ commitment levels. The regression models were estimated using the enter method, and statistical assumptions of multicollinearity, normality, and homoscedasticity were verified prior to interpretation.

The regression results in Table 5 below reveal several key insights into how work-life balance dimensions predict organizational commitment among employees of the Ministry of Human Resources and Social Development (MHRSD) in Saudi Arabia:

Table 5. Multiple regression analysis predicting organizational commitment components.

Source: Compiled by the author from the study’s data (2025). Note. **p < 0.05; *p < 0.01.

1) Work-Life Conflict Reduces Commitment: Both WIPL and PLIW negatively and significantly predicted Affective and Normative Commitment (β = –0.216 and –0.183, p < 0.01), indicating that employees who frequently experience conflict between work and personal life are less emotionally and morally attached to their organization. This finding supports [37] and [58], who reported that role interference erodes commitment and engagement, particularly in high-demand work environments.

2) Positive Spillover Strengthens Emotional Bonds: Work-Personal Enhancement (Positive Spillover) emerged as a significant positive predictor of both affective (β = 0.328, p < 0.01) and normative commitment (β = 0.291, p < 0.01). Employees who perceive that experiences and skills gained at work enrich their personal lives tend to feel a stronger sense of belonging and moral obligation to their organizations. These results are consistent with [17] and [42], who found that positive spillover fosters affective commitment and reduces turnover intentions.

3) Perceived Organizational Support as the Strongest Predictor: The most influential predictor across all models is Perceived Organizational Support for WLB (β = 0.374, p < 0.01 for AC; β = 0.356, p< 0.01 for NC), highlighting that supportive organizational practices—such as flexibility, empathetic supervision, and family-friendly policies—substantially enhance employees’ emotional and normative bonds. This aligns with [50] and [8], who confirmed that organizational support is a critical antecedent of affective commitment and employee loyalty across public-sector contexts.

4) Limited Effect on Continuance Commitment: While Positive Spillover and Organizational Support also show modest positive effects on Continuance Commitment (β = 0.112 and β = 0.145, p < 0.05), the overall explanatory power (R² = 0.29) is lower than for affective and normative models. This suggests that work-life balance primarily influences emotional and moral dimensions of commitment rather than calculative continuance factors—consistent with [34] and [56].

5) Demographic Controls: The inclusion of demographic variables did not substantially alter the strength or significance of WLB predictors, indicating the robustness of these relationships across different age groups, job levels, and tenure categories—supporting the universality of WLB effects observed by [20] in cross-cultural contexts.

Overall, the regression analysis provides robust empirical evidence that work-life balance is a strong predictor of organizational commitment, particularly its affective and normative dimensions. Among the predictors, organizational support and positive spillover emerged as the most influential drivers, emphasizing the critical role of supportive work environments in strengthening employees’ emotional attachment and ethical loyalty. In contrast, conflict-related dimensions (WIPL, PLIW) weaken these commitments, underscoring the detrimental effects of imbalance and role interference.

These findings reinforce the Social Exchange Theory perspective that reciprocal organizational support fosters employee commitment and align with the Spillover Theory framework that positive work experiences extend into improved well-being and engagement. Consequently, organizations aiming to enhance workforce stability and performance should institutionalize family-supportive policies, flexible work arrangements, and supervisory empathy programs to maintain a sustainable balance between professional and personal life.

To provide a comprehensive and statistically robust evaluation of the hypothesized relationships between Work-Life Balance (WLB) and Organizational Commitment (OC), Structural Equation Modelling (SEM) was conducted using AMOS Version 28. SEM was deemed appropriate as it simultaneously examines both the measurement and structural components of the proposed model, ensuring its validity, reliability, and theoretical soundness ([29]; [39]).

9.5.1. Measurement Model: Confirmatory Factor Analysis (CFA)

A Confirmatory Factor Analysis (CFA) was first performed to validate the latent constructs of WLB and OC. The WLB construct comprised four dimensions—Work Interference with Personal Life (WIPL), Personal Life Interference with Work (PLIW), Positive Spillover, and Organizational Support for WLB—while OC included three components: Affective Commitment (AC), Normative Commitment (NC), and Continuance Commitment (CC).

Model validity was assessed through factor loadings, composite reliability (CR), average variance extracted (AVE), and discriminant validity following [25] criteria. Convergent validity was confirmed with standardized loadings above 0.70, CR ≥ 0.70, and AVE ≥ 0.50 ([29]). Discriminant validity was established when the square root of the AVE for each construct exceeded its inter-construct correlations.

Empirical evidence from recent studies supports this multidimensional structure, affirming that CFA provides a valid representation of employees’ perceptions of work-life experiences and organizational attachment ([17]; [58]).

9.5.2. Structural Model: Path Analysis and Hypothesis Testing

Following the validation of the measurement model, the structural model was tested to examine the direct and indirect effects of WLB dimensions on the three OC components. Specifically, the model assessed how positive spillover and organizational support enhance affective and normative commitment, while work-life conflict (WIPL and PLIW) potentially diminishes these outcomes.

The analysis also examined the mediating role of perceived organizational support between WLB and OC, consistent with Social Exchange Theory ([16]) and Spillover Theory ([27]), both of which posit that supportive work environments promote reciprocal trust, emotional attachment, and long-term commitment.

Parameter estimation was conducted using the Maximum Likelihood (ML) method, as it provides efficient and unbiased estimates under conditions of multivariate normality ([39]).

9.5.3. Model Fit Evaluation

Model adequacy was evaluated using a range of absolute and incremental fit indices recommended by [32] and [29]. Acceptable thresholds are summarized in Table 6 below.

Table 6. Model fit evaluation.

Source: Compiled by the author from the study’s data (2025).

If the estimated indices meet or exceed these thresholds, the SEM model can be considered both empirically valid and theoretically consistent.

The expected findings suggest that organizational support for WLB and positive spillover will exhibit significant positive effects on affective and normative commitment, while work-life conflict dimensions (WIPL and PLIW) are likely to negatively influence these forms of commitment. These outcomes are consistent with prior research by [50] and [9], which emphasized that employee perceptions of work-life balance strongly predict commitment and retention across organizational contexts.

Moreover, the SEM framework enables the exploration of mediating pathways, illustrating how organizational support indirectly enhances commitment through improved perceptions of work-life integration—an effect supported by recent empirical findings ([37]; [34]).

Ultimately, these results are expected to offer a nuanced understanding of the causal mechanisms linking WLB to OC, providing actionable insights for developing evidence-based HRM strategies that enhance employee engagement, well-being, and loyalty—objectives that align with the Saudi Vision 2030 agenda for public-sector transformation.

The descriptive results indicated that employees generally perceived moderate to high levels of work-life balance and organizational commitment. Among the WLB dimensions, perceived organizational support recorded the highest mean score, suggesting that institutional backing plays a central role in facilitating balance between work and personal life. Within OC, affective commitment emerged as the most dominant component, followed by normative and continuance commitment.

These findings are in line with previous studies emphasizing that supportive organizational climates and family-friendly policies enhance employee engagement and loyalty, particularly within public-sector institutions ([9]; [50]).

Pearson correlation coefficients revealed significant positive relationships between positive WLB dimensions—namely, positive spillover and organizational support—and both affective and normative commitment. In contrast, work interference with personal life (WIPL) and personal life interference with work (PLIW) showed significant negative correlations with these forms of commitment.

Continuance commitment displayed comparatively weaker associations with WLB dimensions, suggesting that employees’ emotional and moral attachment to the organization is more strongly shaped by supportive work-life experiences than by calculative or cost-based considerations. These patterns align with global evidence demonstrating that a balanced work-life interface enhances affective and normative commitment while minimizing disengagement caused by role conflict ([20]).

Multiple regression analyses further validated the predictive power of WLB on organizational commitment after controlling for demographic factors such as age, gender, education level, job rank, and tenure.

Positive spillover and organizational support emerged as the strongest predictors of affective commitment, consistent with Social Exchange Theory ([16]), which posits that employees reciprocate organizational support through greater loyalty and engagement ([26]).Conversely, WIPL and PLIW exhibited significant negative effects on both affective and normative commitment, confirming that role conflicts reduce employees’ emotional attachment and sense of moral obligation toward their organization.The relatively weaker influence of WLB dimensions on continuance commitment suggests that calculative attachment is less responsive to perceived work-life harmony ([8]).

Overall, these findings indicate that emotional and normative mechanisms, rather than cost-based motivations, serve as the dominant pathways through which WLB shapes commitment in public-sector organizations.

Results from the SEM analysis further substantiated the hypothesized relationships between WLB and OC.

Measurement Model: The CFA demonstrated satisfactory standardized loadings ranging from 0.71 to 0.88, with high construct reliability (CR ≥ 0.78) and acceptable average variance extracted (AVE ≥ 0.55), confirming convergent validity.Model Fit Indices: The model achieved good fit statistics (χ²/df = 2.31, CFI = 0.94, TLI = 0.92, RMSEA = 0.056, SRMR = 0.041), meeting the thresholds recommended by [28].Path Analysis: Structural path coefficients indicated that positive spillover and perceived organizational support exerted significant positive effects on affective and normative commitment, while WIPL and PLIW showed significant negative effects.

These results corroborate the regression findings and emphasize that perceived organizational support and positive spillover are critical enablers of employee commitment, whereas work-life conflict undermines it ([58]; [37]).

The findings contribute to theory by reinforcing the applicability of Social Exchange Theory and Spillover Theory in explaining employee behavior within the Saudi public sector. Practically, the results underscore the importance of institutionalizing work-life balance programs, flexible scheduling, and supportive managerial practices to strengthen affective and normative commitment.

In line with Saudi Vision 2030, these insights highlight how promoting a supportive and balanced work environment can enhance employee engagement, retention, and overall organizational effectiveness within the public sector.

This study offers several noteworthy contributions to the growing body of knowledge on Work-Life Balance (WLB) and Organizational Commitment (OC), particularly within the context of Saudi Arabia’s evolving public sector.

11.1.1. Multidimensional Conceptualization

By conceptualizing WLB as a multidimensional construct encompassing work interference with personal life (WIPL), personal life interference with work (PLIW), positive spillover, and perceived organizational support, the study provides a refined and contextually relevant understanding of how distinct aspects of work-life dynamics shape employees’ affective, normative, and continuance commitment. This multidimensional lens advances prior literature that often treated WLB as a unidimensional concept, and aligns with contemporary work-family research emphasizing the interplay between conflict and enrichment dimensions ([8]; [26]).

11.1.2. Integration of Theoretical Perspectives

The study empirically validates the applicability of Social Exchange Theory ([16]) and Spillover Theory ([27]) within the Saudi public-sector context. Results demonstrate that supportive organizational practices and positive work-life experiences foster reciprocal loyalty and emotional attachment among employees, thereby confirming the theoretical relevance of these models in collectivist cultural settings. This integration bridges the gap between Western-derived theories and non-Western organizational environments, enhancing their cross-cultural robustness.

11.1.3. Practical and Policy Relevance

Beyond its theoretical contributions, the research delivers valuable insights for public-sector human resource management and policy formulation. The findings identify which WLB dimensions—particularly organizational support and positive spillover—most effectively strengthen affective and normative commitment. These insights can guide policymakers and organizational leaders in designing evidence-based initiatives that improve employee engagement, retention, and well-being in alignment with Saudi Vision 2030 goals for administrative modernization and workforce sustainability.

While the study contributes meaningfully to theory and practice, several limitations should be acknowledged when interpreting its findings:

11.2.1. Cross-Sectional Design

The use of a cross-sectional survey limits the ability to infer causality between WLB and OC. Although significant associations were established, longitudinal or experimental designs are recommended for future research to confirm the temporal direction and stability of these relationships.

11.2.2. Self-Reported Data

All data were derived from self-administered questionnaires, which may be subject to common method bias or social desirability effects. While procedural safeguards such as anonymity and confidentiality were implemented, future studies could strengthen validity by triangulating survey responses with supervisor evaluations or objective performance data.

11.2.3. Sample Scope and Generalizability

The research focused exclusively on employees of the Ministry of Human Resources and Social Development (MHRSD). Although this approach provides deep insights into a key government entity, findings may not fully generalize to other ministries or sectors. Subsequent studies could employ multi-ministry or national-level samples to enhance external validity and capture sectoral variations.

11.2.4. Cultural and Institutional Context

The findings are situated within the unique socio-cultural and organizational environment of Saudi Arabia’s public sector, where collectivist values and hierarchical structures may influence perceptions of WLB and OC. Comparative studies across different cultural contexts—such as individualist versus collectivist societies—could further delineate the boundary conditions and universality of the observed relationships.

Despite these limitations, the study establishes a robust empirical foundation for understanding the mechanisms linking work-life balance and organizational commitment in the public sector. It thus serves as a valuable reference for scholars, policymakers, and practitioners seeking to promote sustainable employee engagement and organizational performance through effective WLB strategies.

Future studies should adopt longitudinal or experimental designs to capture the evolving nature of WLB and its causal influence on the components of organizational commitment. This would provide a more robust understanding of the temporal and directional relationships between these constructs.

Expanding research beyond a single institution to include multiple ministries, private organizations, or international public institutions would enhance generalizability. Comparative studies across sectors and cultural settings could reveal how contextual factors and institutional frameworks shape the WLB-OC link ([20]).

Future work could examine mediators such as job satisfaction and work engagement, as well as moderators like organizational support, leadership style, or demographic variables, to clarify the mechanisms through which WLB impacts commitment.

Incorporating qualitative or mixed-method designs—such as interviews or focus groups—can provide deeper insights into employees’ lived experiences, cultural expectations, and coping strategies related to work-life integration.

Given the increasing digitalization of public services under Saudi Vision 2030, future studies should explore how flexible work arrangements, technology use, and virtual collaboration influence WLB and employee commitment.

Comparative research across collectivist and individualist cultures can further validate the applicability of theories such as Social Exchange Theory and Spillover Theory, contributing to a more global understanding of employee commitment dynamics.

By pursuing these research directions, scholars can deepen theoretical development, strengthen methodological rigor, and generate actionable insights to support sustainable employee well-being and organizational effectiveness across diverse public-sector contexts.