Work–Life Balance and Work–Family Conflict as Predictors of Turnover Intention: A Systematic Review

Yuniar Novita Sari; Arlina Dewi

doi:10.56741/IISTR.jphs.002229

Authors

Yuniar Novita Sari
yuniar.novita.psc25@mail.umy.ac.id
Universitas Muhammadiyah Yogyakarta
Arlina Dewi Universitas Muhammadiyah Yogyakarta https://orcid.org/0000-0002-5265-591X

Keywords:

Healthcare Workers, Turnover Intention, Work-Family Conflict, Work-Life Balance

Abstract

High turnover among healthcare workers remains a major challenge for the continuity, quality, and sustainability of health services. Work-family conflict, work-life balance, and work-life interference have been increasingly examined as work–life factors that may influence turnover intention and retention-related outcomes. This systematic review aimed to synthesize evidence on the association between work–life factors and turnover-related outcomes among healthcare workers in hospital or acute-care settings. The review followed the PRISMA 2020 guidelines. Literature searches were conducted in PubMed/MEDLINE and Scopus for English-language peer-reviewed studies published between 2015 and 2025. Eligibility was guided by the PECOS framework, and methodological quality was assessed using the Joanna Briggs Institute Critical Appraisal Tools according to study design. Findings were synthesized thematically. A total of 22 studies were included, most used cross-sectional designs and involved nurses, physicians, doctors, and other healthcare workers. Work-family conflict was frequently associated with higher turnover intention, whereas better work-life balance was generally associated with lower turnover intention or more favorable retention-related outcomes. Burnout, perceived stress, psychological distress, and affective responses appeared to be important pathways linking work–life difficulties with turnover-related outcomes. Individual and organizational resources, including supervisor support, perceived organizational support, work engagement, psychological empowerment, and return-to-work support, may help reduce turnover intention and support retention. Because most studies were cross-sectional and self-reported, causal interpretation remains limited. These findings emphasize the need for organizational strategies addressing work–life issues to improve healthcare workforce retention, supported by future longitudinal studies using standardized measures and adjusted analyses.

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Author Biographies

Yuniar Novita Sari, Universitas Muhammadiyah Yogyakarta

is a student in the Master of Hospital Administration Program at Universitas Muhammadiyah Yogyakarta, Indonesia. Her academic interests include hospital management, healthcare quality, and health service improvement. She serves as the corresponding author of this work. (email: yuniar.novita.psc25@mail.umy.ac.id).

Arlina Dewi, Universitas Muhammadiyah Yogyakarta

is a Professor of Public Health specializing in Health Services at Universitas Muhammadiyah Yogyakarta (UMY) and currently serves as Dean of the Faculty of Medicine and Health Sciences. Her expertise includes hospital and healthcare management, health economics, healthcare quality, patient safety, and public health. She is actively involved in research, academic leadership, and scientific publishing, and currently serves on the Editorial Board of the Jurnal Medicoeticolegal dan Manajemen Rumah Sakit (JMMR), where she previously served as Editor-in-Chief. (email: arlinadewi@umy.ac.id).

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