




































Humanitas: Indonesian Psychological Journal  

Vol. 19 (2), August 2022, 109-121 
ISSN:  2598-6368(online); 1693-7236(print)                                                                 

        humanitas@psy.uad.ac.id     https://doi.org/10.26555/humanitas.v19i2.31 

Burnout among working mothers: The role of work-life balance and 

perceived organizational support 

Bagus Riyono, Gebrina Rezki  

Faculty of Psychology, Universitas Gadjah Mada, Indonesia 
Corresponding author: bagus@ugm.ac.id  
 

 

Introduction 

The COVID-19 pandemic has spread globally since 2020 and has changed the community's 
social and economic life. This condition has caused stress among workers because, despite it, 
every employee must struggle to remain professional in their work (McKinsey & Company, 
2020). In particular, this condition has forced many companies to adopt a work from home 
(WFH) policy to reduce the spread of COVID-19 in the workplace. The WFH policy triggers 
a potential conflict between the work environment and family where employees must manage 
childcare issues and the continuity of their work professionally (Gądecki et al., 2018). The 
demands between the two roles are increasingly blurring work and family roles. In addition, 
another phenomenon caused by WFH is a conflict in the balance of family life due to a 
conflict of interest between the work demand and family matters (Gądecki et al., 2018). 

This phenomenon cannot be separated from the dual role that employees took part in 
during the COVID-19 pandemic. Women who are married, have children, and work have 
higher role demands than married men (McConnon et al., 2022; Raymo & Ono, 2007). During 
WFH, women assume most of the household and childcare responsibilities though women's 
participation also contributes to work in the public sector (Lyonette & Crompton, 2015). 
Commonly, societies expect women to perform the role concerning household 
responsibilities. It also pressures career women to negotiate and balance commitments 
between housework and work in the office (Craig & Sawrikar, 2009). Thus, burnout due to 

ART ICLE  INFO  

 

AB ST R ACT  

 

Article history 

Received November 25, 2021 

Revised July 12, 2022 

Accepted July 18, 2022 

 The pandemic of COVID-19 has influenced business in general. In 
response to the COVID-19 pandemic, most companies or 
organizations have been implementing work from home (WFH). For 
working mothers who have children, this WFH policy creates a more 
stressful situation since they simultaneously have to deal with work 
and family in the same place. This study investigated the role of work-
life balance and perceived organizational support in the level of 
burnout tendency among working mothers. Two hundred thirty-seven 
working mothers who work from home participated in this study. 
Questionnaires were distributed to the working mothers to measure 
work-life balance, perceived organizational support, and burnout 
tendency. Multiple linear regression was used to test the hypothesis. 
The results show work-life balance and perceived organizational 
support simultaneously predict burnout tendency. However, 
perceived organization support, especially a concern for employee 
welfare, contributes more to reducing burnout.  Therefore, human 
resource management may develop a policy to reduce burnout among 
women employees by concerning employee welfare in terms of 
compensation and benefit and creating a conducive working 
environment. 

 
Keywords 

burnout; 

perceived organizational support; 

work from home; 

work-life balance; 

working mother. 

 

 

mailto:humanitas@psy.uad.ac.id
https://doi.org/10.26555/humanitas.v19i2.31
mailto:bagus@ugm.ac.id


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women's role pressures at work and home becomes a real problem (McKinsey & Company, 
2020). For women, the house is a source of additional unpaid work (Dobbs, 2007; Wheatley, 
2013). This domestic perspective parallels the work context, where many studies emphasize 
that women are more exposed to work-related pressures and stress than men (Doyle & Hind, 
1998). Women are also experiencing a lack of promotion, organizational support (Knights & 
Richards, 2003), and even gender role stereotypes and discrimination in the workplace 
(Cooper et al., 2021). These stressors in the workplace can put tremendous stress on women 
and contribute to burnout (Garossa et al., 2008).  

Although stress and burnout are a group of variables with almost the same discussion, 
they have different causes and consequences. Tanner (2011) explained that burnout is a 
chronic stress reaction due to pressure from work interactions with employees. Pines and 
Keinan (2005) explained that burnout correlates with negative symptoms, including physical, 
emotional, and performance symptoms at work, compared to stress. Thus, burnout is the level 
of reaction to stressors that have the potential for more severe problems. Therefore, this study 
focuses on the burnout variable. 

Theoretically, burnout symptoms occur in three stages (Szigethy, 2014). In the first 
stage, the symptoms are mild; employees will feel mentally tired when carrying out their 
work, frustrated, tense, suffer from unexplained body aches or pains, feel left behind in work, 
and have anxiety the next day. Employees will feel insecure, apathetic, and bored in the 
second stage, which runs continuously. In the third stage, when burnout is not taken seriously, 
it will become persistent and develop into depression, insomnia, anxiety, and even medical 
diseases such as heart disease. Previous research has widely studied the causes of burnout 
(Brummelhuis et al., 2011; Cordes & Dougherty, 1993). Time pressure, role ambiguity, role 
conflict, and conflict in cooperation can cause burnout (Cordes & Dougherty, 1993). 

Ignoring burnout symptoms can negatively affect work roles (de Beer, Pienaar, & 
Rothmann, 2014). If the pressures are not handled effectively, it will cause psychological 
symptoms that result in loss of creative ability, lack of commitment, emotional disturbances, 
and emerging behaviors that can interfere with adjustment in daily life. It was further 
explained that due to unresolved stress or tension situations, adjustments could not be made 
optimally, resulting in fatigue and decreased capacity and cynicism towards work resulting 
in a loss of professional efficiency (Hätinen et al., 2009).  

Demographic characteristics are also important in examining the factors that cause 
burnout, such as gender, education level, economic problems, and marital status (Güriş, 
Akyurt, & Astar, 2017). Women are more likely to experience burnout than men in service 
jobs. In addition, the level of education is also a contributing factor. Female employees with 
a higher education level can parse burnout symptoms more quickly than those with low levels 
of education. Education is realized into an essential potential that can develop better mental 
and emotional skills in the face of pressure. On the other hand, married employees with 
economic problems are also more likely to experience burnout. While age is not the principal 
cause of burnout, employees who work longer, at least seven years and over, have better 
coping skills to avoid burnout (Divinakumar et al., 2014). 

It is essential to determine appropriate intervention steps to prevent burnout in 
organizations and individuals (Bakker & de Vries, 2021). Nevertheless, individual 
intervention is the primary intervention that must be carried out first (Bakker & van 
Woerkom, 2017), based on conceptualizing cognitive-behavioral interventions to improve 
coping skills, social support, and relaxation (Maricutoiu & Crasovan, 2016). It was further 
explained that formulating interventions related to the role and support of the organization 
would significantly reduce burnout (Dreison et al., 2018). 

Burnout cannot be reduced merely by individual interventions; it needs more extended 
interventions. Pijpker et al. (2020) suggest that the appropriate intervention to overcome 
burnout is to build self and work resources to overcome the causes of prolonged stress. At 
this stage, the effectiveness of reducing burnout can be confirmed through the ability of 



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individuals and organizations to provide resources that can reduce pressure on women at 
work. In line with the above explanation, Szigethy (2014) explains the areas of prevention 
strategies for burnout, consisting of two main areas. These areas are life balancing as the 
primary source of internal factors and perceived organizational support as an external factor 
from individual work. Both are assumed to be effective interventions to reduce burnout in 
workers.  

As the primary source, work-life balance is an individual's ability to balance life roles 
between work and family demands (Haar et al., 2014; Özbilgin et al., 2010). Work-life 
balance is how individuals can engage and feel satisfaction between roles in family and 
personal life (Poulose & Sudarsan, 2014). Employees who can balance the demands of their 
roles at work and home will be satisfied with their work (Maslichah & Hidayat, 2017). 
Burnout mediated positive work-life balance and job satisfaction (Iswardhani et al., 2019). 
The individual's ability to integrate work with family life can benefit employees and the 
organization. These benefits can protect employees' health and will increase productivity at 
work. Work-life balance can affect the decrease in burnout through the emergence of work 
motivation to work better (Parris et al., 2008; Tuğsal & Ülgen, 2017). 

The escalation of work demands will create an unstable situation. A working woman 
who is married and has children faces a dual role in her daily life with two types of work, i.e., 
paid and unpaid work (Dobbs, 2007; Wheatley, 2013). This condition requires every woman 
always to balance her two roles (Bloom, 2016). The primary source to carry out work-life 
balance is the workers themselves. Companies cannot provide all facilities and services to 
build a good work environment. Each individual has to manage themselves. Hence they can 
adapt according to the demands of their role (Dumas & Sanchez-Burks, 2015). 

Organizational support is present as an external factor that cannot be separated from its 
efforts to provide a balance between the roles of female employees. Therefore, the second 
important factor that cannot be separated from private efforts is perceived organizational 
support (Szigethy, 2014). A better work-life balance is accompanied by high perceived 
organizational support, vice versa, and the better the individual can resolve the pressures 
raised by their work (Puspitasari & Ratnaningsih, 2019; Sheikh, 2022). 

Individual behavior depends on the work environment because individual behavior 
towards the work environment is an inseparable entity (Artha & Hidayat, 2018). Interactions 
that occur result in the development of the expected behavior. Employees who perceive the 
work environment positively will tend to show positive behavior. Moreover, employees who 
feel they fit into the organization can show low burnout. 

The benefits of work-life balance in reducing burnout cannot be separated from the role 
of perceived organizational support (Gayathri & Sajeethkumar, 2019). Perceived 
organizational support is a buffer associated with burnout (House, 1981; Parasuraman et al., 
1992). If employees cannot deal with stress effectively, they may face failure to balance their 
roles and thus create a price they become threatened (Xu & Yang, 2018). Confidence in 
support of the organization can reduce the tendency to overestimate pressure and increase 
perceptions of available resources to reduce burnout. 

Organizational support in the form of attention and appreciation can be an external 
encouragement to strengthen the self in the face of pressure from outside the individual. 
Perceived organizational support is essential to improving employee welfare (Leather et al., 
1998). Perceived organizational support is a determinant of improving mood and satisfaction 
for employees to increase productivity at work (Jain et al., 2013). In other words, the higher 
the work-life balance and perceived organizational support, the higher the burnout. Work-life 
balance and perceived organizational support reflect person-environment fit in connection 
with the dual role of women working and organizational involvement (Terborg, 1981). The 
suitability of individuals with both roles in work and the family will increase the effect of the 
target variable, namely a decrease in burnout (Edwards & Billsberry, 2010). While in another 



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study, perceived organizational support negatively correlated with burnout (Zeng et al., 
2020). 

This research hypothesizes work-life balance and perceived organizational support 
contribute to burnout in working mothers. Thus, this study aimed to examine the role of work-
life balance and perceived organizational support on burnout in working mothers. This study 
is a replicative of the previous study that aimed to strengthen the evidence of the correlation 
between POS, work-life balance, and burnout. However, this study is needed to understand 
burnout among working mothers during the COVID-19 pandemic.  

Method 

This study uses a quantitative research approach by distributing questionnaires to measure 
three variables (work-life balance, perceived organizational support, and burnout) in the 
research sample. The questionnaire was distributed online to all participants who met the 
criteria from July 6th to 21st, 2021. Questionnaires were distributed by broadcast messages or 
email to several parties meeting the research criteria.  

Participants 

Criteria of participants in this study were working women, had children at age 0 to 6 years, 
had a minimum education of diploma 3, worked for more than six months, and their 
organization or company implemented work from home during the COVID-19 pandemic. 
This study's participants were 237 mothers who worked from home during the COVID-19 
pandemic. The data that has been collected is then carried out with descriptive analysis to 
determine the description of the characteristics of the research participants, as shown in Table 
1. Most respondents work from six months to three years, with the highest percentage being 
six months to one year. 
 
Table 1 
Demographic Data 

Category Description N % Category Description N % 

Working 
period 

6 months – 1 year 71 30.0 Field of 
work 

Human Resources 62 26.0 
1 – 2 years 57 24.0 Law 54 23.0 
2 – 3 years 62 26.0 Education 40 17.0 
3 – 4 years 38 16.0 Telecommunications 24 10.0 
More than four 
years 

9 4.0 Government 19 8.0 

Types of 
company 

Services 76 32.0 Banking sector 14 6.0 
Industry 50 21.0 Mass media 14 6.0 
Trade 50 21.0 Energy and mining  5 2.0 
State Owned 
Enterprises 

33 14.0 Information and 
technology 

5 2.0 

Age 21-25 years 73 30.8 Number 
of 
children 

One 147 62.0 
26-30 years 86 36.3 Two 81 34.0 
31 – 35 years 65 27.4 Three 9 4.0 
36 – 40 years 6 2.5 Age of 

children 
0 – 2 years 178 75.0 

41 – 45 years 6 2.5 2 – 4 years 47 20.0 
45 – 50 years 1 .5 5 – 6 years 12 5.0 

Length of 
marriage 

Less than one 
year 

1 .4     

1-2 years 106 44.7     

3-5 years 72 30.4     

More than five 
years 

58 24.5     



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Instruments 

Maslach's Burnout Inventory (MB I), developed by Maslach et al. (1996), has been adapted 
into the Indonesian version (Andika, 2020). This adapted version of MBI was used to measure 
burnout in this study. The MBI consists of three aspects, i.e., emotional exhaustion, 
depersonalization, and reduced personal accomplishment with 22 items with five answer 
choices, 1 (strongly disagree), 2 (not appropriate), 3 (neutral), 4 (appropriate), and 5 (very 
appropriate). “Emotional exhaustion” is illustrated in these items: "I feel exhausted when I 
get home from work" and "I feel pressured while working with people all day." Item examples 
in the “depersonalization” aspect are "I feel like I am inside a circle that has no end" and "I 
feel I treat others as if they were not human." Examples of the “reduced personal 
accomplishment” aspect are "I have accomplished many valuable things in this work" and "I 
feel myself having a positive influence on the lives of others/other coworkers." 

The work-life balance variable in this study is measured with an instrument by Fisher 
et al. (2009) with 24 items. It is composed of three aspects, including WIPL (Work 
Interference With Personal Life), PLIW (Personal Life Interference With Work), and WEPL 
(Work Enhancement Of Personal Life). Wardhani (2019) has also adapted the scale into an 
Indonesian version. The WLB scale has five answer choices, namely 1 (Never), 2 (Rarely), 3 
(Sometimes), 4 (Often), and 5 (Always). Examples of the WIPL aspect are "My personal life 
drains the energy I need to work" and "My job is neglected because of everything in my 
personal life." For the PLIW aspect, examples are "I cannot relax at home because I am still 
busy with work" and "I have to postpone my interests because of work." The examples for the 
WEPL aspect are "I have a better mood at work because my personal life is fun'' and "My 
personal life gives me the energy to work." 

The scale to measure perceived organizational support in this study was developed by 
Eisenberger et al. (1986). This instrument has been tested by Nugroho (2019) in the 
Indonesian context. The scale consists of 16 items and comprises two aspects: attention to 
employee welfare and respect for employee contributions. The POS scale has five answer 
options, namely 1 (strongly disagree), 2 (not appropriate), 3 (neutral), 4 (appropriate), and 5 
(very appropriate). For the "attention to employee welfare" aspect, the examples are "The 
policies where I work are made by taking into account the values that are shared by 
employees, including me" and "I feel unnoticed by my place of work even though I have done 
a good job." Examples of the items of "respect for employee contributions" aspect are "The 
place where I work appreciates the work I get" and "The way where I work respects employee 
contributions is in line with what I expected." 

Twenty-eight experts tested the instrument's validity by judging the items. The experts 
have a minimum master's degree in psychology. Aiken's of the items on the MBI scale range 
from .65 to .73. The validity value of POS and WLB scales ranges from .71 to .74 and .70 to 
.74, respectively. All the items are valid as they meet the cut-off value for the content validity 
using Aiken's V, which is more than or equal to .65 (Aiken, 1985). 

Subsequently, the reliability test using Cronbach’s Alpha found that the reliability 
coefficient for the MBI scale is .924, with the item-rest correlation value ranging from .332 
to .853. The WLB scale has a reliability value of .945, with the item-rest correlation value 
ranging from .335 to .890. The POS scale has a reliability value of .931, with the item-rest 
correlation value ranging from .350 to .874. Thus, all instruments in this study had a good 
reliability value. 

Data Analysis 

Multiple linear regression was applied to analyze the data analysis of this study. The results 
of multiple regression analysis can provide information about the contribution of each 
independent variable to the dependent variable (Wampold & Freund, 1987). 



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Results 

The data can provide information about the research sample by examining the number of 
samples, mean, minimum score, maximum score, and standard deviation of empirical and 
hypothetical data. Results showed that burnout (BO), perceived organizational support 
(POS), and work-life balance (WLB) have a higher empirical mean than the hypothetical 
mean. These results show that those variables are higher than the assumed score (see Table 
2). 
 

Table 2  
Description of Research Data 

Variable  Hypothetical score Empirical score 

N Xmin Xmax Mean SD Xmin Xmax Mean SD 

BO 22 22 110 66 14.67 69 107 88.51055 6.33 

POS 16 16 80 48 10.67 34 72 53.20675 6.33 

WLB  24  24  120  72  16  52  99  79.64557 7.83 

Note: Xmax = maximum score; Xmin = minimum score; Mean = average; SD = standard deviation; N = number 

of item. 

 

Hypothesis testing in this study used multiple linear regression to examine the 
relationship between work-life balance, perceived organizational support, and burnout, which 
is seen based on the predictive value between variables. The analysis results show that the R2 
value between WLB and POS in predicting burnout is .072 with an F value = 9.088 (p < 
.001).  

Table 3 shows how WLB has no significant effect on burnout (β = .230, p > .05) and 
how POS predicts burnout (β = -.472, p < .05). These results showed that POS has a more 
substantial predictive value than work-life balance toward burnout. The higher the POS, the 
lower the burnout level, and vice versa.  
 
Table 3 
Regression Analysis 

Predictor Beta SE β t 
WLB            .144 .113            .230           1.271 
POS -.445* .170 -.472* -2.609* 

 Note: *p < .05 
 
An additional analysis using multiple linear regression analysis with the stepwise 

method was conducted to explore each aspect of perceived organizational support in 
predicting burnout in working mothers. Results show that only concern for the employee 
welfare aspect from POS has a negative impact on burnout (R2 = .078; F = 19.773; p < .001; 
β = -.492; p < .001). On the other hand, the award for employee contributions did not predict 
burnout. Concern for the employee means companies have indifferent attitudes towards 
women's opinions and complaints. It shows an open attitude and provides opportunities for 
two-way communication. Thus, the higher the company's concern for employee 
contributions, the lower the burnout, and vice versa. 

Discussion 

The current study aimed to examine the roles of work-life balance (WLB) and perceived 
organizational support (POS) on burnout among working women, especially those with 



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children. Results showed that work-life balance and perceived organizational support 
simultaneously help working mothers face burnout. It supports previous studies about work-
life balance as an internal variable and perceived organizational support as an external 
variable that can reduce burnout (Bakker & de Vries, 2021; Dreison et al., 2018). 
Unfortunately, the predictive power of work-life balance and perceived organizational 
support on burnout in this study showed a small percentage, i.e., 7.2%. The nature of two 
variables in dealing with the current COVID-19 pandemic has a crucial role in influencing its 
role against burnout.  

Before the COVID-19 pandemic, one solution that could contribute to the high work-
life balance was implementing work from home (Krasulja et al., 2015). It has even become a 
family-friendly policy (Lockwood, 2003), such as in South Korea (Lee & Hong, 2011). On 
the contrary, Martin et al. (2022) found that during the COVID-19 pandemic, time spent 
working among workers and stress increased. 

Work and family are the main domains in an employee's life, especially for women who 
work and have children (Gayathri & Sajeethkumar, 2019). The interactions carried out cannot 
be separated from aspects of employees' perceptions of the system and human resource 
management policies in their place of work. Organizational support is present as an external 
factor that cannot be separated from its efforts to provide a balance between the two lives of 
female employees 

Working women must struggle to balance work and family, especially when both 
simultaneously demand greater attention and effort (Rajadhyaksha et al., 2015). During the 
implementation of work from home, the situation at home is very different from before work 
from home was carried out. It was unprecedented; most working women had to focus on 
professional demands, and together they had to meet the needs of their personal lives. Ideally, 
WFH is a condition for creating a work-life balance (Ashforth et al., 2000; Clark, 2000; Greer 
& Payne, 2014). Furthermore, Ashfaq et al. (2013) consider that the demands of work and 
family where there is a conflict between the two roles can note that the conflict between the 
two is multi-directional and multi-dimensional. Working women feel mentally drained by 
work and less able to boast that they have achieved many valuable things in their work 
(Oludayo et al., 2015). The level of organizational support is one of the positive efforts in 
helping employees coordinate their work and obligations at home to not interfere with each 
other (Voydanoff, 2004). Specific resources such as organizational support can reduce 
adverse psychological conditions, especially burnout (Kossek et al., 2011). Therefore, 
organizational support can significantly reduce the demands imposed by the two most 
dominant roles: work and family 

This study result also shows POS negatively affects burnout. It relates to employee 
perceptions of organizational commitment regarding the extent to which organizations value 
contributions and care about employee welfare through the benefits of perceived 
organizational support in predicting burnout (Gayathri & Sajeethkumar, 2019). It refers to the 
social support theory proposed by House (1981). Social support is considered a "buffering" 
effect associated with burnout (Parasuraman et al., 1992). 

Organizational support is present to help women who work to represent organizations 
by attributing characteristics to positive social exchanges (Eisenberger et al., 2001). Women 
who work believe that if the company gives respect, and cares about the welfare of its 
employees, then employees will provide resources to help manage requests and accepted 
roles.  

Xu and Yang (2018) explain that if individuals cannot cope with stress effectively, they 
can face failure in balancing their roles so that their self-esteem is threatened. However, 
suppose individuals feel that they are cared for by their organization. In that case, individuals 
believe that the organization can provide information about the causes of stress and tell them 
how to deal with stress functionally. This belief in perceived organizational support can buffer 



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the effects of perceived burnout, reduce the tendency to overestimate stressors, and increase 
perceptions of available resources to reduce burnout. 

The support received can be manifested as an external encouragement to strengthen 
self-strength in the face of pressure outside the individual. In this case, perceived 
organizational support is an essential determinant of improving employee welfare (Leather et 
al., 1998). In turn, perceived organizational support is a determinant of improving employees' 
mood and satisfaction, increasing affective commitment, and reducing unproductive 
organizational behavior (Jain et al., 2013). 

This study result shows that among two aspects of POS, only concern for employee 
welfare contributes significantly to burnout. The more concern for employee welfare, the less 
burnout will be, and vice versa.  It means that the company's attention to providing an attitude 
of disregard for women's opinions and complaints shown by an open attitude and providing 
opportunities for two-way communication can reduce burnout compared to giving awards for 
employee contributions (Kossek et al., 2001). 

This research is inseparable from the limitations. The data collected in this study used 
an online survey distributed and filled out online by participants from any city. In addition, 
the researcher does not have a description of the condition of each company which is one of 
the measuring objects in understanding the phenomenon of burnout in working women. Thus, 
this study does not explain the differences in company characteristics in their effect on 
burnout. The information about companies can be used as the measuring object in 
understanding the phenomenon of burnout in working mothers.  

Conclusion 

Work-life balance and perceived positive organizational support simultaneously reduce 
burnout in working and married women. Therefore, reducing burnout in working women in 
the context of working from home can be facilitated by involving the organization in 
providing support and the role of these women in balancing the two roles. To minimize 
burnout, POS is significantly needed in an organizational setting. The practical implication 
of this study involves the human resource management policy concerning employee welfare 
in compensation and benefit and a conducive working environment. 

Acknowledgment 

This article is supported by the funding (RTA) from the Faculty of Psychology Universitas 

Gadjah Mada. 

Declarations  

Author contribution. BR as the corresponding author wrote the English version of the article 
and edited the article from the editing process until the final format. GR collected the research 
data and wrote the research report in Indonesian. 
Funding statement. This article was funded by the Faculty of Psychology Universitas 
Gadjah Mada through the RTA program (5380/UN1/FPSi/UP4/PT.02/2021) 
Conflict of interest. The authors declare no conflict of interest. 
Additional information. No additional information is available for this article 

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