Beyond the Hustle: Workplace Boundaries, Social Support & Job Performance

Abstract

The purpose of this study is to examine the relationship between workplace boundaries, social support, and job performance among corporate employees aged 24 to 30 years. Specifically, the study aims to explore how workplace boundaries and social support influence job performance in organizational settings. A total of 120 corporate employees participated in the study. Data were collected using the Work–Nonwork Boundary Scale, the Multidimensional Scale of Perceived Social Support (MSPSS), and the Individual Work Performance Questionnaire (IWPQ). Independent t-tests, correlation analyses, and regression analyses were conducted to test the research hypotheses. The findings indicated that female employees reported slightly stronger workplace boundaries, while male employees demonstrated marginally higher levels of social support and better job performance. Gender was found to have a partial influence on these variables. Significant positive correlations were observed between workplace boundaries and job performance, as well as between social support and job performance. Regression analysis revealed that workplace boundaries accounted for 8.5% of the variance in job performance, whereas social support accounted for 41.3%, highlighting the substantial role of social support in enhancing performance. Several limitations should be acknowledged. The relatively small sample size (n=120) may limit the generalizability of the findings. Additionally, the reliance on self-report measures may introduce social desirability bias, and data collection via online forms increases the potential influence of extraneous variables. Overall, the results underscore the critical role of workplace boundary management and social support in promoting job performance among corporate employees. Future research should involve larger and more diverse samples to provide a deeper and more nuanced understanding of these relationships.