International Journal of Business and Management Invention

ISSN (Online): 2319 8028, ISSN (Print): 2319 801X

www.ijbmi.org Volume 2 Issue 1 January. 2013 PP.01-08

Quality of Work Life Linkage with Job Satisfaction and

Performance
R.Gayathiri1, Dr. Lalitha Ramakrishnan2
1

(Doctoral Scholar, Department of Management, Pondicherry University

Karaikal Campus, Karaikal, India)
2
(Professor and Head, Department of Management, Pondicherry University
Karaikal Campus, Karaikal, India)

ABSTRACT : The increased complexity of todays environment poses several challenges to hospital
management during the next decade. Trends such as changing organizational structures, increased knowledge
and specialisation, interdisciplinary collaboration, advancement of technology, new health problems and health
care policy, and sophistication in medical education have a part to play. All these affect the nursing profession
and skill requirements as well as their commitment to performance in hospitals. In view of this, hospital
management has to ensure quality of life for nurses that can provide satisfaction and enhance job performance.
In this paper, an attempt is made to review the literature on quality of life to identify the concept and
measurement variables as well its linkage with satisfaction and performance .

Keywords quality of life, job performance, job satisfaction

I.

INTRODUCTION

The improvement of quality of work life has captured the imagination of managers and researchers
alike. A number of researchers have tried to identify the kinds of factors that determine and their effort has
resulted in different perspectives (Kahn, 1981; Kalra & Ghosh, 1984). Given the diversity in perspectives
two questions remain: what constitutes a high quality of work life? How its impact can be measured?
Researchers observed that a high quality of work life (QWL) is essential for organizations to achieve high
performance and growth in profitability. Though in the earlier stages, QWL was focused on objective criteria
like attracting talent, job security, earnings and benefits; its focus has gradually shifted to job satisfaction and
commitment (Elizur & Shye, 1990).

II.

QUALITY OF WORK LIFE (QWL) CONCERN

The quality of work life (QWL) as a human resource intervention has gained significance in the USA
and Scandinavia during the 1960s -1970s. The impact of computer technology and increased automation led to a
greater de-skilling, dehumanization, and alienation at workplace. Though developed economies and their
industrial organizations have become affluent, the benefit of such affluence was not passed on to the working
class. Instead, measures like outsourcing were adopted to reduce reliance on domestic labor and reduce costs in
the name of gaining competitive cost advantage. As a result, the workers faced heavy workloads, significant
stress for meeting targets and deadlines, greater control, less autonomy and less job security than ever before.
Also the emergence of high tech jobs and the employment of 24/7 knowledge workers in IT sectors, has drawn
the attention of researchers from various disciplinary backgrounds to explore ways to create better work life
conditions. The objectives of such exercise was finding ways of motivating workers towards achieving high
performance, enhancing job satisfaction and reducing threat of employee attrition (Hannif & et.al, 2008, 272).

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Quality of Work Life Linkage with Job Satisfaction and Performance

III.

QUALITY OF WORK LIFE CONCEPT AND DIMENTIONS

The concept ``quality of work life'' was first discussed in 1972 during an international labor relations
conference. It received more attention after United Auto Workers and General Motors initiated a QWL program
for work reforms. Robbins (1989) defined QWL as ``a process by which an organization responds to employee
needs by developing mechanisms to allow them to share fully in making the decisions that design their lives at
work'' (p. 207). In other words, it refers to the relationship between a worker and his environment, that can be
broken down into different dimensions like the social, technical and economic, in which the work is normally
viewed and designed.
It is a complex, multidimensional, generic concept (Hsu & Kernohan, 2006). Most literature on the
QWL originates from the discipline of Industrial Labor Relationships (Hsu & Kernohan, 2006). QWL has been
defined by researchers in different ways, which has brought about certain equivalents such as work quality,
function of job content, employees well-being, the quality of the relationship between employees, working
environment, and the balance between job demands and decision autonomy or the balance between control need
and control capacity (Korunka, Hoonakker, & Carayon, 2008; Lewis, Brazil, Krueger, Lohfeld, & Tjam, 2001;
Schouteten, 2004; Van Laar, Edwards, & Easton, 2007) QWL is thus recognized as a multi-dimensional
construct and the categorization is neither universal or eternal.
Different researchers have come up with different categories and factors to define and measure quality
of life. Walton (1980) divided QWL main components into four categories. According to him, the affecting
factors on QWL include: work meaningfulness, work social and organizational equilibrium, work challenge and
richness.
Klatt, Murdick and Schuster (1985) have identified eleven dimensions of QWL in the year. They are:
pay, occupational stress, organizational health programmes, alternative work schedule, participate management
and control of work, recognition, superior-subordinate relations, grievance procedure, adequacy of resources,
seniority and merit in promotion and development and employment on permanent basis.
Winter et al., (2000) viewed QWL for attitudinal response among the employees which includes role
stress, job characteristics, and supervisory, structural and social characteristics to directly and in directly shape
academicians experiences, attitudes and behaviors. Mosharraf (2000) analyzed the security of employment,
job/role clarity, understanding supervisors, work not stressful, access to relevant information and social and
welfare facilities to measure the QWL in banks.
According to Nadler & Lawler the types of QWL activities can be listed as (i) Participative problem
solving, (ii) Work restructuring, (iii) Innovative rewards systems and (iv) Improving the work environment.
Bhanugopan & Fish (2008) suggested indicators like lack of job stress, lack of job burnout, lack of
turnover intentions and job satisfaction. They included measures like job satisfaction, earning money,
membership in successful teams, job security & job growth. Connell & Hannif (2009) reported three factors
(i) Job content; (ii) Working hours and work-life balance; and (iii) Managerial/supervisory style and strategies.
They believe key concepts tend to include job security, reward systems, pay and opportunity for growth among
other factors. Measures of Quality of Work Life according to Adhikari & Gautam (2010) are: adequate pay and
benefits, job security, safe and health working condition, meaningful job and autonomy in the job.
Measures of Quality of Work Life include - (i) increased worker involvement, participation and power,
(ii) Increased emphasis on employee skill development, (iii) Increased autonomy for action and decision making
at worker level and (iv) Reduced status distinctions among levels in hierarchy.
Mirsepasi, (2006), having examined the different views and observed that QWL is explained by the
following factors: (i) Fair and proper payment for good performance (ii) Safe and secure work situation, (iii)
The possibility of learning and using new skills, (iv) Establishing social integration in the organization, (v)
Keeping individual rights, (vi) Equilibrium in job divisions and unemployment and (vii) Creating work and
organizational commitment.
According to Casio (1998) quality of work life comprises both the mental and objective aspects of
work life. The objective ones emphasize the circumstances and procedures relating to promotion policies,
participatory supervision, and safe working conditions, whereas the subjective relate to supervision,
communication, leadership etc. He identified 8 factors that determine quality of work life as given under.
Communication, employee involvement, desire and motivation to work, job security, career progress, solving
problems, salary, and pride of a job.
Schermernrhorn & John (1989) opined that the following factors must exist in the organization - fair
and adequate pay , health and safety of working conditions ,creating opportunities to learn, growth in the
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professionalism path, professional integrity in the organization , support of individual rights and proud of the
job.
Hsu and Kernohan (2006) carried out a descriptive study with a convenience sample. They selected 16
focus groups, each containing 3-5 registered nurses with at least 2 years of experience in one medical centre and
five regional hospitals. They identified 56 QWL categories and fitted into 6 dimensions namely, socio-economic
relevance, demography, organizational aspects, work aspects, human relation aspects and self-actualization.
Major issues emphasized by focus groups are managing shift work within the demands of family life;
accommodation; support resources; and nurses clinical ladder system and salary system.
Sirgy and et al (2001) categorized QWL into two major categories: lower- and higher order needs. The
lower-order QWL comprised of health/safety needs and economic/family needs whereas the higher-order QWL
is comprised of social needs, esteem needs, self actualization needs, knowledge needs, and aesthetic needs. For
measurement, they suggested review in terms of the following seven categories of needs.
1. Health and safety needs (protection against disease and injury within and outside the workplace)
2. The needs of family economy (wages, job security and etc)
3. The need for social (cooperative work between colleagues, and having free time in the workplaces)
4. Social needs(having the cooperative work between colleagues and spare time at work place
5. The need for self-esteem (recognition and appreciation of the work inside and outside the organization)
6. The need for training (training to improve job skills)
7. The aesthetic needs (creativity workplace and personal creativity and general aesthetics.
Donald, et al, (2005) investigated QWL indicators in six Canadian Public Health Care Organizations
(HCOs) by reviewing documentation relevant to QWL and conducting focus group or team interviews. Group
interviews were taped and analyzed with qualitative data techniques. They found employee well being and
working conditions are important indicators of QWL. They found vagueness in defining QWL indicators and
they suggested increased HCO resources, integration of HCO management systems will help to access the
relevant information.
Zare, Hamid, Haghgooyan, Zolfa and Asl, Zahra Karimi (2012) undertook a study on quality of work
life to identify its dimensions Library method was used to gather information on theoretical basics, literature and
to identify aspects and scales. Field study method was used to gather information through questionnaires
distributed among 30 experts. The data so collected was analyzed using Analytical hierarchy process (AHP); it
is found that QWL can be explained by four factors as given under.
1. Work life balance - Fair working hours , Work-life atmosphere, Opportunity for doing religious
ceremonies, Ergonomics, No physical and mental damages, Distance between workplace and home
2. Social factors - The importance of work in the society, social integration in organization, Social
networks in work, Respecting employees, Self-esteem feeling in the organization, Good colleagues
3. Economic factors - Salary, Health service, Insurance, Retirement, Job security
4. Job content - Team working, independence, meaningful work, rich and challenging work, ownership
feeling in work, the need of creativity in work, growth opportunity.
From the above expositions, we can arrive at two conclusions.
(i)
QWL is a multi dimensional concept.
(ii) Due to its multi dimensional nature, it is a relative concept which cannot be precisely defined and
measured.
When it comes to categorization, the following classifications can be found - (i) the mental and
objective aspects of work life (Casio, 1998), (ii) lower- and higher order needs (Sirgy and et al, 2001) and (iii)
job characteristics, and supervisory, structural and social characteristics (Winter et al., 2000).
The factors that were stated by different researchers are grouped and stated in Table -. The key
concepts captured and discussed in the existing literature include job security, better reward systems, higher pay,
opportunity for growth, and participative groups, among others (Havlovic, 1991; Straw and Heckscher, 1984;
Scobel, 1975).

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Table -1 Dimension and factors of quality of life
Factors
Job content, work meaningfulness, work challenge, work richness, meaningful
job and autonomy in the job, work restructuring, and job/role clarity.

Dimension
Job design

Work environment
and facilities
Job security
Health, stress and
safety

Improving the work environment, social and welfare facilities, etc.

Wages and rewards

Fair and adequate pay , fair and proper payment for good performance,
Innovative rewards systems, the circumstances and procedures relating to
promotion policies, seniority and merit in promotion and development.

Work life balance

Aesthetics and
creativity

Working hours and alternative work schedule.

General aesthetics, free time in the workplaces, creativity workplace and
personal creativity.

Conflict

Cooperative work between colleagues adequacy of resources, work and

organizational equilibrium, and grievance procedure.

Learning and
development

Increased emphasis on employee skill development, possibility of learning and

using new skills, training to improve job skills, creating opportunities to learn,
growth in the professionalism path, job growth and career progress

Leadership and
employee
empowerment

Superior subordinate relations, Participatory supervision, Communication,

desire and motivation to work, Creating work and organizational commitment,
employee involvement, participation and power, Increased autonomy for action
and decision making at worker level, access to relevant information and
participative problem solving,

Job satisfaction

Recognition and appreciation of the work inside and outside the organization,
membership in successful teams, proud of the job, and lack of turnover
intentions.

IV.

Employment on permanent basis.

Health and safety of working conditions, protection against disease and injury
within and outside the workplace; occupational stress, organizational health
programmes, job stress, and lack of job burnout.

QWL JOB SATISFACTION AND PERFORMANCE

QWL is defined as the favorable conditions and environments of a workplace that support and promote
employee satisfaction by providing them with rewards, job security, and growth opportunities. However, some
researchers point out that Quality of Work Life (QWL) is not only related to personnels well-being and their
attitudes and feelings towards their job (Beaudoin & Edgar, 2003) but also goes beyond job satisfaction (BoZnadh, 1998; Cheung & Tang, 2009; Sirgy, Efraty, Siegel, & Lee, 2001).
Job satisfaction facet:
Locke (1976) defined employee satisfaction (often referred to as job satisfaction) as ``a pleasurable or
positive emotional state resulting from the appraisal of one's job or job experiences'' (p. 1300). Employee needs
and wants are satisfied when they perceive that rewards from the organization, including compensation,
promotion, recognition, development, and meaningful work, meet or exceed their expectation (Hackman and
Oldham, 1980).
Largely, it appears that the main outcomes of an effective QWL program are improved working
conditions for employees and greater organizational effectiveness for employers. (Adhikari Gautam, 2010).
QWL positively facilitates the creation of a more flexible, loyal, and motivated workforce, and thereby
determines the companys competitiveness.
Great place to work -Quality of Work Life of secondary teachers and principals was investigated by
Rossmiller (1992). It was found that QWL positively influenced the respect accorded to teachers, teacher
participation in decisions affecting their work, professional collaboration and interaction, use of skills and
knowledge and the teaching learning environment.
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Research has indicated that the QWL affects organizational culture and effectiveness, staffs health,
high stress and burnout levels, more complaints, higher direct medical expenses and patients morbidity and
mortality rates have been noted as the repercussions of low levels of QWL (An, Yom, & Ruggiero, 2011; Cole
et al., 2005; Laschinger, Finegan, Shamian, & Almost, 2001, Nayeri et al., 2009 and Sirgy et al., 2001).
Bragard et.al (2012) examined relationship between Quality of work life (QWL) and Quality of Work
Life Systemic Inventory (QWLSI), and discussed an intervention methodology based on the analysis of the
QWLSI. One hundred and thirteen medical residents during 2002 and 2006 completed the QWLSI, the Maslach
Burnout Inventory and the Job Stress. Residents perceiving low QWL experienced high emotional exhaustion (
= 0.282; P < 0.01) and job stress ( = 0.370; P < 0.001) levels. . This sample of medical residents had an
average QWL ( = 5.8; SD = 3.1). It is found that
QWL was very low for three subscales: arrangement of
work schedule ( = 9; SD = 6.3), support offered to employee ( = 7.6; SD = 6.1) and working relationship with
superiors ( = 6.9; SD = 5.3). They suggested that prevention should focus on reduction of work hours,
development of support and change in leadership style.
Efraty and Sirgy (1990) conducted a study based on a sample of 219 service deliverers to the elderly in
a large mid-western city. Quality of work life (QWL) was conceptualized in terms of need satisfaction stemming
from an interaction of workers' needs (survival, social, ego, and self-actualization needs) and those
organizational resources relevant for meeting them. It was hypothesized that need satisfaction (or QWL) is
positively related to organizational identification, job satisfaction, job involvement, job effort and job
performance; and negatively related to personal alienation. The results were consistent with the hypotheses
Better motivation - Emadzadeh, Khorasani, and Nematizadeh (2012) studied the quality of work life of
primary school teachers in Isfahan city and found that their quality of work life is less than average. However,
their motivation was high despite dissatisfaction in salaries paid. The study employed descriptive survey
method and collected data through a questionnaire From 120 teachers selected on a random basis from a
population of 862 teachers in Isfahan city The questionnaire was tested for reliability, the Cronbach's alpha
coefficient 87% was significant at alpha 1%. The data were analyzed using ANOVA, Levin test and t-test.
Commitment - Asgari, Mohammad Hadi and Dadashi, Mohammad Ali (2011) undertook research to
determine the relationship between the quality of work life and organizational commitment of Melli Bank staff
in west domain of Mazandaran in 2009-2010. The research method was descriptive and of the correlation type.
The population of the research was all the workers of Melli Bank in west of Mazandaran with total number of
467, out of which 210 individuals were selected as the sample according to Morgan's table. In order to collect
data two questionnaires were used: Walton's quality of work life questionnaire, and Allen-Meyer's
organizational commitment questionnaire. Allen-Meyer's organizational commitment questionnaire includes 24
questions, using which all three aspects of commitment including affective, continuance and normative were
assessed. This questionnaire is also designed based on Likert scale of five points. Cronbach's Alpha was used to
measure reliability which was 87%. In data analysis SPSS software, stepwise regression, and Pearson's
correlation coefficient were used. The relationship between organizational commitment and quality of life and
also its dimensions affective, continuance and normative were proved.
Ashoob (2006) examined the relationship between quality of work life and organizational commitment
of The High Schools of Gonbad-e- Kavus City using Walton's eight components of QWL. He concluded that
there is a positive and significant relationship between quality of work life and organizational commitment.
Chen Huang (2005) found that personal characteristics like gender, age, and marital status lead to
significant differences in quality of work life and organizational commitment.
Turner (2005) studied the relationship between commitment to university and willingness to work
among 205 students who had student jobs, and found out that there's a significant relationship between
commitment to university and willingness to work. Sports College in the US is dependent on student jobs to a
great extent. According to the results older students have higher levels of commitment.
Turner (2007) has developed strategic plans due to importance of investing on preserving athletes. He
carried out his research on 190 athletes who were selected randomly and concluded that women are more
committed to the team and university. Moreover, all three components of commitment had a significant
relationship with team satisfaction and not leaving the team. According to these findings satisfaction has an
important role in commitment to the team. Also the higher the age, the more committed individuals get to the
team.
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Quality of Work Life Linkage with Job Satisfaction and Performance

Job satisfaction - Davoodi (1998) studied the impact of QWL on job satisfaction among operational
staff of Mobarakeh Steel Complex". He tested the following hypotheses:
Informal involvement of operational staff in decision making related to working conditions leads to an
increase in job satisfaction;
informal involvement of operational staff in decision making related to the work itself leads to an
increase in job satisfaction;
Informal involvement of operational staff in decision making related to working conditions leads to a
decrease in occupational accidents;
Informal involvement of operational staff in decision making related to the work itself leads to a
decrease in occupational accidents.
He found positive relationships and concluded that employee involvement will lead to satisfaction and less
accidents.
Performance facet:
Researchers and practitioners found a significant correlation between measures of QWL and business
performance in terms of market performance, stakeholder value, and business sustainability as well as
differentiating competitive capabilities in terms of service quality, delivery, employee knowledge, flexibility,
and technological leadership. Positive results of QWL reduced absenteeism, lower turnover, and improved job
satisfaction. A large body of prior research supports the service profit chain concept. Lau (2000) used an ad hoc
approach to study two key elements of the service profit chain model, namely QWL and performance. The study
showed that service organizations that emphasized QWL for their employees tended to have better sales growth,
asset growth, and return on asset growth (ROAG) over a five-year period when contrasted to other S&P 500
firms.
Najafi (2006) examined the relationship between quality of work life and profiting of middle managers
of Iranian Companies" using Casio's components and found a positive and significant correlation between them.
According to him, about 20% of profiting is due to quality of work life and the remaining 80% is the effect of
other factors. Fallah (2006) found a significant relationship between quality of work life and performance Kosar
Economical Organization Staff" using Walton's components in her study.
Nayeri, et.al (2011), carried out a descriptive study to investigate the relationship between the QWL
and productivity among 360 clinical nurses working in the hospitals of Tehran University of Medical Sciences.
Findings showed that the QWL is at a moderate level among 61.4% of the participants. Only 3.6% of the nurses
reported that they were satisfied with their work. None of those who reported the productivity as low reported
their work life quality to be desirable. Spearman-rho test showed a significant relationship between productivity
and ones QWL (p < 0.001). Considering the results, the researchers opined that managers should adopt
appropriate policies to promote the QWL to enhance productivity.

V.

CONCLUSION

The above discussion has helped us to conclude that the identification of the measures of quality of life
is indeed a difficult task, though there is a sort of common agreement on its concept of employee well being.
Evidently there are objective (physical and structural design) factors that provide work place setting and
intervening policy factors that affect work processes of employees. As regards the outcome factors the
immediate effects on psychology of employees (positive attitudes, commitment, and satisfaction) and ultimate
effects on performance of organisation are being considered by researchers. Figure -1 provides a diagrammatic
view of the linkages QWL has with satisfaction and performance based on the above discussion.

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Quality of Work Life Linkage with Job Satisfaction and Performance

Quality of work life

Job design , Work
environment and
facilities, Job security,
Health, stress and safety,
Wages and rewards,
Work life balance,
Aesthetics and creativity
Conflict, Learning and
development, Leadership
and employee
empowerment

Job satisfaction
Great place to work
without stress, better
motivation and
satisfaction, reduced
absenteeism, lower
turnover.

Performance
Growth in sales, assets
and ROAG,
stakeholder value,
business sustainability,
competitive advantage,
employee knowledge,
technological
leadership and
flexibility.

Figure -1 QWL and Job satisfaction and performance

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model, International Journal of Service Industry Management, 11(5), 2000, 422 437.
Nayeri, Nahid Dehghan, Salehi, Tahmineh and Noghabi Ahmad Ali Asadi. Quality of work life and productivity among Iranian
nurses, Contemporary Nurse, 39(1), 2011, 106118.

Books:
[1]
[2]
[3]
[4]
[5]
[6]

Kahn, R. (1981). Work and Health. New York; Wiley.

Robbins, S.P. (1989), Organizational Behavior: Concepts, Controversies, and Applications, Prentice-Hall, Englewood Cliffs, NJ.
Klatt, Murdick and Schuster (1985), Human resource Management, Ohio, Charter E.Merrul Publishing Company, pp.585-592.
Casio, W.F,(1998), Managing human resources: productivity, quality of work life, profits, Irwin: McGraw-Hill, Boston, MA.,
1998
Schermernrhorn, J.R., John, R, Management for Productivity, John Wily and Sons: Inc, 1989
Hackman, J.R. and Oldham, G.R. (1980), Work Redesign, Addison-Wesley, Reading, MA.

Chapters in Books:
[1]

Locke, E.E. (1976), The nature and causes of job satisfaction, in Dunnette, M.D. (Ed.), Handbook of Industrial and
Organizational Psychology, Rand McNally, Chicago, IL, 1297-1349.

Theses:
[1]

[2]
[3]
[4]
[5]

Bo-Znadh, S. (1998). An exploration of selected staff and job characteristics and their relationship to quality of work life, among
staff nurses in medical/surgical units in two tertiary care hospitals in Saudi Arabia. Thesis PhD, George Mason University,
Virginia, VA.
Davoodi, Seyed Mohammad Reza, 1998. "Study of the Impact of Quality of Work Life on Job Satisfaction among The Staff of
Mobarakeh Steel Complex", master's dissertation, Tehran, Islamic Azad University.
Najafi, Ali, 2006. "Study of The Relationship between Quality of Work Life and Profiting of Middle Managers of Iranian Gas
Company", Master's dissertation, Tehran, Allameh
Fallah, Maryam, 2006. "Study and Analysis of the Relationship between Quality of Work Life and Performance of Kosar
Economical Organization Staff", Master's dissertation.
Ashoob, Taghi. 2006 Study of The Relationship between Quality of Work Life and Organizational Commitment of The High
Schools of Gonbad-e- Kavus City", master's dissertation.

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