Antecedents and Consequences of Quality of Work Life: An In-depth Review for Future Research Agenda

 

Anil Kumar Gope¹, Wasif Ali²

¹Assistant Professor, Department of Commerce, Jai Prakash University, Chapra, Bihar.

Assistant Professor, Department of Applied Economics, Faculty of Commerce,

²Shri Jai Narain Misra Post Graduate College, Lucknow - 226001.

 

ABSTRACT:

The study is intended to explore the antecedents and consequences of quality of work life across the organizations and sectors. The existing work falls in the category of exploratory research based on systematic literature review. Relevant highly cited literature has been downloaded and reviewed from popular data bases such as Emerald Insight, Elsevier’s Science Direct, Google Scholar, Scopus, Taylor and Francis, Inderscience Publishers, and Web of Science etc. The qualitative method of analysis was adopted for interpreting the works with critical thinking. The critical antecedents and consequences of QWL are explained with the help of systematic literature review. The study revealed eight QWL antecedents namely Adequate and Fair Compensation, Safe and Healthy Working Conditions, Opportunity to Develop Human Capacities, Opportunity for Career Growth and Security, Social Integration at Work Place, Constitutionalism at Work Organization, Work and Total Life Space, Social Relevance of Work Life. Further, the study also found that better QWL practices are positively associated with Job Satisfaction Organizational Commitment, Employee Performance, Employee Engagement, Reduced Turnover Intension, Decreased Absenteeism, Reduces Grievances, Increased Productivity, Employee Well-Being, Career Balance and Satisfaction. The article addresses the paucity of structured literature on the antecedents and consequences of QWL and presents an in-depth comprehensive review and offers a proposed conceptual framework for future research endeavours.

 

 

 

1. MOTIVATION OF THE STUDY:

Quality of work life has recently emerged as an important area of concern in modern HR practices and receiving widespread attention in more and more organizations, because of its contribution towards job satisfaction, productivity and organization effectiveness (Sayeed and Sinha, 1981; Haque, 1992; Taher, 2013). Today’s business leaders and managers are expected to properly understand the concept quality of work life and use this concept to improve the quality of work life for employees.

 

Better quality of work life would likely to gain leverage in hiring and retaining valuable people and companies with high QWL enjoy exceptional growth and profitability (Lau and May, 2000). Therefore, organizations need to foster a healthy QWL practice for attracting and developing the talent who can contribute to the success of the organization. The future success of any organizations relies on the ability to manage a diverse body of talent that can bring innovative ideas, perspectives and views to their work. The changing values of the work-force indicate that new generation employees are more interested in elevating their quality of work life experience. Beyond earnings, employees expect to gain benefits from their jobs such as challenge and achievement, career development and growth, balance between work and family life, a harmonious organizational climate and a supportive managerial style. The new generation workforce has different demands and issues with them and their productivity, job performance, attrition and many other aspects depends upon the fulfillment of their demands. It requires a proper kind of motivation, proper employee-oriented policies and their effective implementation. Further, they should be carefully reviewed from time to time keeping in mind the changing environment and expectations of the employees. If goals of the individual and opportunities provided by the organization are in one line and employee feels that he is achieving his individual objectives, it creates satisfaction in employees and directly affects their work-efficiency, performance and attitude towards job. Thus, a study of quality of work life can be of great value for the organizations.

 

2. OBJECTIVES OF THE STUDY:

The present research work aims to achieve the following three objectives

i.      To understand the concepts and antecedents of a healthy quality of work life

ii.    To explore the consequences of better quality of work life practices and

iii.  To propose a conceptual framework for future empirical research

 

3. RESEARCH METHODOLOGY:

The present study is based on exploratory research methods. It provides a theoretical reflection of previous studies conducted on the topic of ‘quality of work life’. Therefore, in order to explore the existing literature on quality of work life the authors conducted an organized electronic search. Relevant highly cited literature has been downloaded from popular data bases such as Emerald Insight, Elsevier’s Science Direct, Google Scholar, Scopus, Taylor and Francis, Inderscience Publishers, and Web of Science etc. In searching the research papers and articles key words such as Quality of work Life, ‘QWL dimensions’, ‘QWL practices’, ‘antecedents and consequences of QWL’, ‘relationship of QWL with job satisfaction, employee engagement, organizational commitment, employee turnover’, ‘impacts or outcomes of QWL’ has been used. The authors thoroughly analyzed each articles’ title and abstract to judge the suitability of article for inclusion in the study. The study includes articles which were published in English language only and covers a time period of five decades (1972-2020). The qualitative method of analysis was adopted for synthesis, analysing and interpreting the literatures with critical thinking.

 

4. THE CONCEPT AND DEFINITION OF QUALITY OF WORK LIFE:

The concept of QWL is based on the assumption that a job is more than just a job. It is the center of a person’s life. Quality of work life is a way of thinking about people, work and organization (Nadler and Lawler, 1983). In fact, the notion of Quality of Work Life is closely related to the quality-of-life concept. Parallel concept such as humanization of work, is often used in a number of languages as a synonym for quality of working life. While, in Europe, the most usual expression of QWL is known as “improvement of working condition”, and “democratization of work place” and in West Germany it is known as “humanization of work performance”. Hence, the term “Quality of work Life”, “Humanization of Work” “Industrial Democracy” and “Participate Work” are interchangeably used to denote the same sense. The core of these concepts is the value of treating the employees as a human being and emphasizing his development and involvement in work decisions.QWL is a philosophy, a set of principles, which holds that people are the most important resource in the organization as they are trustworthy, responsible and capable of making valuable contribution and they should be treated with dignity and respect (Straw and Heckscher, 1984).According to Richard Walton (1979) Quality of work life is the work culture that serves as the corner stone. Hence, work culture of an organization should be recognized and improved to improve Quality of Work Life of that organization. Robert H. Guest (1979) a noted behavioural scientist talks about feelings of an employee about his work while defining Quality of Work Life. He further points out the effect of Quality of Work Life on person’s life. According to him “Quality of Work Life is a generic phrase that covers a person’s feelings about every dimension of work including economic rewards and benefits, security, working condition, organizational and interpersonal relation and its intrinsic meaning in person’s life”. It is a process by which an organization attempts to unlock the creative potential of its people by involving them in decision affecting their work lives. Another author Sangeeta Jain (1991) defines that any conscious effort that is aimed at improving working conditions, work content and its attendant conditions like safety, security wages and benefits can legitimately qualify as QWL activity. Ultimately, QWL is a concern not only to improve life at work, but also life outside work. Thus, precisely, in the broadest sense the term Quality of Work Life (QWL) aims at enhancing the entire organizational climate by humanizing work, individualizing organizations and changing the structural and managerial system. It takes in to consideration the total values, both material and non-material, attained by a worker throughout his or her career life. QWL includes aspects of work-related life such as wages and hours, work environment, benefits and services, career prospects and human relations which is possibly relevant to workers satisfaction and motivation. Its main aim is to create a work environment where employees work in cooperation with each other and contribute to organizational objectives.

5. ANTECEDENTS OF QUALITY OF WORK LIFE:

In view of dearth of systematic work in the area of quality of work life, the measurement of the same seemed to be a practical difficulty. Various criteria are evolved in the past four decades. Majority of the studies in this area are theoretically oriented. Boisvert (1977) identified fifteen dimensions for measuring QWL. On the other hand, Walker’s (1975) quality of working life involved the task, the physical work environment and social environment within the organization, the administrative system of the enterprises and the relationship between life and the job. Similarly, Ghosh and Kalra (1982), Ganguly (1979), Joseph (1978), Carlson (1977) etc. took different dimension for their study of quality of working life. From the literature, it could be verified that there isn’t a consensus between the different dimensions of the quality of work life. Some experts have emphasized the improvement of work conditions leading to better QWL, while other feel a fair compensation and job security should be emphasized. Hence, QWL is dependent on the extent to which an employee feels valued, rewarded, motivated, consulted, and empowered. According to Walton (1975), the QWL is getting importance as a way to rescue human and environmental values that have being neglected in favor of technological advancement of productivity and economic growth. He proposed a model of analysis of important experiments on QWL and considers eight conceptual categories that include:

 

5.1. Adequate and Fair Compensation:

In spite of the importance gained by the other factors during the last four decades, the compensation plays a greater role in employee’s satisfaction. Especially in a country like India, where the employee welfare programmes and well-being programmes take back seat, the compensation is the main sources of satisfaction to the employee.

 

5.2. Safe and Healthy Working Conditions:

Physical working condition is the second most important aspect in measuring Quality of Work Life as Walton has rightly categorized. Employees who spend a lot of time at their work-place consider the physical working condition as an important factor, especially in service industry. Proper seating arrangement, water facility, fresh air and good sanitary conditions, reasonable hours of work and zero-risk physical condition are important to the employees who engage themselves in desk-work. Physical conditions at work places which are second home for employees is thus an important factor in measuring Quality of Work Life.

 

5.3. Opportunity to Develop Human Capacities:

Employees’ perception of the quality of their work life depends upon the extent to which jobs allow them not only to use but also to develop their competencies. Jobs should be designed in such a way that employees’ higher-level skills are utilized and higher-level needs are satisfied and thus experience high level of quality of work life. Jobs should be designed on the principles of autonomy, skill variety, task significance and feedback, meaningfulness and completeness of a task. Both in organisational terms, and also for the benefit of the individual, the primary purpose of human development is to enhance skills, knowledge, qualifications and expertise so that a productive and fulfilling life can be lived, both in work and also in society at large.

 

5.4. Opportunity for Career Growth and Security:

Career advancement is a major concern of employees. This also relates to the idea of professional learning as a means for career development or succession possibilities. The provisions of advancement opportunities play a central role in QWL. According to Maslow, people want to satisfy their higher needs once they satisfy their basic needs like fair pay and good physical conditions. These higher order needs include recognition and social status. Therefore, to ensure high level of Quality of Work Life the organization should provide career opportunities for development of new abilities and expansion of existing skills on a continuous basis. Career development programme, performance appraisal, joint consultation and workers participation in management are important elements required for continued growth and security.

 

5.5. Social Integration at Work Place:

According to Walton, a satisfying identity and self-esteem are influenced by five characteristics of the work place: freedom from prejudice, social equality, upward mobility, supportive work groups and community of feelings, and interpersonal openness. Social integration is a process of adaptation by which employees are able to understand the basic values, norms and customs for becoming the accepted members of the organisation and assuming organisational roles. Social integration will have a large influence on the attitude and behaviour of people at work. Because, people are normally socially oriented, the attitude and values of organisational peer groups, family members, off-the-job friends, and others to whom they may socially relate will influence heavily their perception and actions.

 

5.6. Constitutionalism at Work Organization:

Bias on part of management, lack of privacy, improper process of discipline etc., tamper the constitutionalism of an organization. Every employer should ensure that worker’s rights are respected in the organization. The first is “privacy” which refers to the right of individuals to personal privacy. “Equity” is another right of the employees which means equitable treatment in all matters of the importance on the job “Free speech” is another right which includes the right of the individual to disagree openly with the ideas and opinions of their superiors in the organization without fear of reprisal or subsequent victimization. Another right includes “due process” which refers to the right of individuals to be governed by the rule of law rather than by the unfair actions of particular individuals. It entails that all people in the organization, from the lowest to the highest level, should have the same access to appeals and to due process procedures. The last right is “equality” which refers to the right of employees not to be penalized because they belong to any particular group or class. It implies that justice and fair-play should prevail in the organizations; all employees are entitled to be treated in the same way as others, irrespective of the gender, race, religion, ethnic background or social class.

 

5.7. Work and Total Life Space:

This dimension of quality of work life refers to the extent to which there is balance between the role of work and the employee’s other life spheres. Work life balance may be defined as an individual’s attempt to find suitable time arrangements that allow the best possible coordination of work requirements and quality of life requirements for personal life. For better quality of work life, a balance between work life and family life of employees is needed. If the employee has continuous worry in his mind, whether connected with his workplace, home or society, it will eventually affect his work. He may become dissatisfied with his job or with the firm and he wishes to leave a chronic absentee, a poor or difficult worker, a person with permanent grievance against his superiors and fellow workers and thereby becomes always a problem worker. Personal or family problem of the worker must always be regarded by the management with a sense of urgency. Otherwise, it will affect his attitude and morale.

 

5.8. Social Relevance of Work Life:

Employees who feel that their organization is acting in a socially responsible manner, in terms of its products and services, will tend to value their work and careers more highly, which in turn is likely to enhance the self-esteem and well-being. On the other hand, organizations which are seen to be acting in a socially irresponsible manner will cause increasing numbers of their employees to depreciate the value of their work and careers, with negative consequences on their self-esteem and well-being. Organizations must ensure that its various actions are seen by its own members to be socially responsible in the broadest sense. This requires that the work organization at least know what actions its various members regard as socially responsible and irresponsible, in terms of the conceptions of what constitutes quality of life in general.

 

6. CONSEQUENCES OF QUALITY OF WORK LIFE:

In order to address the consequences or outcomes of QWL, authors have systematically reviewed the past studies of five decades (1972-2020) in chronological order. The relationship of QWL with various outcome as stated by previous researchers is shown in Table 1.

 

Table 1: Consequences of Quality of Work Life (QWL)

(Source: Compiled from Literature Review)

 

7. PROPOSED CONCEPTUAL FRAMEWORK:

In the proposed conceptual framework, the domain of QWL is divided into eight antecedents (Adequate and Fair Compensation, Safe and Healthy Working Conditions, Opportunity to Develop Human Capacities, Opportunity for Career Growth and Security, Social Integration at Work Place, Constitutionalism at Work Organization, Work and Total Life Space, Social Relevance of Work Life) and the impact of these antecedents has been correlated with the various outcomes revealed by the previous studies such as; Job Satisfaction Organizational Commitment, Employee Performance, Employee Engagement, Reduced Turnover Intension, Decreased Absenteeism, Reduces Grievances, Increased Productivity, Employee Well-Being, Career Balance and Satisfaction. Here the model depicts that if organizations are serious regarding various antecedents as shown in our proposed model, a very positive and healthy consequences will occur which will lead the organization as well as employees in a very better condition.

 

Figure 1: Model depicting association between Antecedents and Consequences of Quality of Work-life

 

8. DISCUSSION AND CONCLUSION:

This study provides a novel effort to theorise the antecedents and consequences of quality of work life. The study contributes various antecedents of QWL and has demonstrated the outcomes of healthy QWL policies and practices. In general, it has been revealed that organization with high degree of QWL leads to job satisfaction, organizational commitment, psychological empowerment, employees’ engagement and loyalty, reduced absenteeism and reduced turnover (Diana et al, 2022; Adikoeswanto, D. et al., 2020, Tiia A. et al, Huang, T.C., at al., Normala, D, 2010, Cole D.C. et al., 2005 and Havlovic, 1991) which subsequently leads to improved organizational performance, higher growth and profitability (M. Charles Dayana et al., 2017, May, Lau and Johnson, 1999, Walton, R.E., 1974). Previous studies conclude that better QWL improves the performance and efficiency of employees as well as organizations. In recent employee attrition, talent acquisition, economic growth and sustainable development are considered as vital issues in corporate world. Therefore, it is important for employers to maintain a healthy quality of work life. In this light the present study provides a good inventory of QWL policies and practices so that corporate leaders and policy makers could be better able to understand and foster healthy QWL strategies to attract, develops, motivate and retain the talents. This will definitely help the organization to achieve high quality and productivity with less cost and will be instrumental to gain competitive advantages. The QWL approach considers people as assets to the organization rather than cost.

 

9. SCOPE FOR FUTURE RESEARCH AGENDA:

The present study identified important antecedents and consequences of QWL from the existing literatures. It has exposed many avenues for further study.

·       The proposed conceptual framework depicting interrelationship of antecedents and consequences of Quality of Work-life provides a future impetus for empirical research.

·       The research is needed to further investigate the potential relationships between different variables of QWL.

·       The present study provides a good inventory for development of research instrument of QWL.

·       Future study may be conducted to see the relationship or impact of QWL dimensions on job satisfaction, employee engagement, employee commitment and organization performance and productivity in different sector and industry.

·       An extensive study may also be done to assess the impact of multiple QWL dimension on organizational citizenship behaviour which is silent in literature.

·       This information can be utilised by human resource managers, practitioners and policy makers to design healthy QWL strategy to foster Employee Value Proposition (EVP) to attract and retain talent.

 

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