Background: The hotel industry is characterized by demanding schedules, shift work, emotional labor, and high levels of customer interaction, often causing work-life imbalance among employees. Employee performance in hotels is directly related to service quality, guest satisfaction, and organizational competitiveness.

Objective: This study examines the influence of work-life balance (WLB) on hotel employee performance across selected hotels in Bangladesh, Austria, and China.

Methods: A mixed-method research design was used: surveys (n = 420 hotel employees), 25 semi-structured interviews, and analysis of hotel HR policies. Quantitative data were analyzed using regression and correlation, while qualitative data were thematically coded. The study applied the Job Demands–Resources (JD-R) model and Social Exchange Theory.

Results: Work-life balance had a significant positive relationship with employee performance (r = 0.68, p < 0.01). Employees with good WLB reported higher productivity, better customer service, reduced burnout, and lower turnover intentions. Cultural differences influenced perceptions: European hotels emphasized flexible scheduling, while Asian hotels struggled with long work hours and labor shortages.

Conclusion: Work-life balance is a critical determinant of hotel employee performance. Organizational strategies such as flexible shifts, wellness programs, supportive supervisors, and workload management significantly improve both employee wellbeing and service quality