Reimagining Work-Life Synergy and Employee Well-Being through Digital, Organizational, and Individual Interventions in the Banking Sector

In this age of accelerated digital transformation, the traditional concept of work-life balance (WLB) appears insufficient to capture the complexities at professional and personal domains of employees. This research repositions the discourse toward work-life synergy (WLS), a framework that emphasizes integration and enrichment rather than separation of roles. Anchored in the banking sector of India, the study investigates the relationship between WLS and employee well-being (EWB), which extends beyond job satisfaction and psychological health to encompass resilience, engagement, and meaning at work. The moderating roles of organizational interventions (OI), individual interventions (II), and digital interventions (DI) are introduced, with DI representing an innovative extension to the literature. Primary data from 2,150 women employees across public and private sector banks of Rajasthan were collected using a structured questionnaire. Partial Least Squares Structural Equation Modeling (PLS-SEM) was employed to evaluate measurement and structural models. Results demonstrated that WLS significantly predicts EWB, while OI and II differentially moderate this relationship. DI emerged as a powerful moderator, amplifying both positive and negative outcomes depending on digital readiness. The study contributes theoretically by advancing WLB research toward synergy and well-being, and practically by offering strategies for integrating organizational, personal, and digital interventions in dynamic work settings.