SAMVAD: International Journal of Management

Open Access Open Access  Restricted Access Subscription Access

Does Quality of Work Life Have Effect on Job Performance? - A Study on Indian IT Professionals


Affiliations
1 PES University, Bangalore, India
 

The purpose of the research effort was to understand the impact of Quality of Work Life on job performance. The concept of quality of work life reflects the positive emotional reactions and attitudes an individual has towards their job. It has been conceptualized as a general attitude toward the job. Job performance is often viewed as the degree to which employees execute their job tasks, responsibilities and assignments sufficiently. A questionnaire-based field survey was conducted to collect data from a sample of 330 employees from Information Technology Industry by using convenience sampling from Northern Capital Region of India and Bangalore Region. The multiple correlations, regression aware used to analyze the derived two hypotheses with the help of SPSS 20. This research finds the detailed consequences of the impact of Quality of work life on employee job performance. The empirical results of the study came up with two types of findings. First it showed that Quality Work Life relationship with job performance and later its impacts on employee job performance. Used variables have been selected as per best available sources of literature and based on researcher’s knowledge. The outcomes of the findings resulted in positive correlation. The regression analysis results showed that Quality of Work Life has strong impact on Job Performance having r 2 value as 0.724 stating that Job Performance depends on Quality of Work Life. Here limitations of practicality and opportunism in the sampling have been acknowledged.

Keywords

Job Performance, Organisational Culture, Organisational Support, Rewards, Quality of Work Life.
User
Notifications
Font Size

  • Almeida, D. M., Wethington, E., & Chandler, A. (1999). Daily spillover between marital and parent child conflict. Journal of Marriage and the Family, 61, 49-61.

  • Beh, L.S. (2005). Quality of Work Life among Malaysian Executives: An Empirical Assessment (with JegakUli, Khairuddinl- dris, Abu DaudSilong). In Aminah Ahmad, Zoharah Omar, NorWahiza Abdul Wahat and Maimunah Ismail (Eds.) Human Resource Development: Practices and Directions for a Developed Malaysia. Malaysia: University Putra Malaysia, Selangor. pp. 117-122.

  • Borman, W. C., &Motowidlo, S. J. (1993). Expanding the criteri- ond main to include elements of contextual performance.

  • Cannings, K., & Montmarquette, C. (1991). Managerial momentum: a simultaneous model of the career progress of male and female managers. Industrial and Labor Relations Review, 44, 212-228.

  • Cascio, W F. (2003). Managing Human Resources: Productivity, Quality of Work Life, Profits. 6th Edition. New York: McGraw-Hill.

  • Clark, S.C. (2000). Work/Family border theory: A new theory of work/family balance. Human Relations, 53(6), 747-770.

  • Cox, C. J. & Cooper, C. L. (1989). The making of the British CEO: Childhood, work experience, personality, and management style. Academy of Management Executive, 3, 241-245.

  • D’Souza, K. C. (1984). Quality of Work Life: AnEvolutionary Perspective. Indian Psychological Abstracts, Abhigyan, 1-15

  • Davis, L., & Cherns, A. B. (1975). The Quality of Working Life. Volume 1. New York: The Free Press.

  • Friedlander, F., & Newton, M. (1969). Multiple Impact of Organisational Climate and Individual Value system upon Job Satisfaction. Personal Psychology, 22.

  • Frone, M. R.(2000 December). Work-family conflict and employee psychiatric disorders: the National Comorbidity Survey./ Appl Psychol, 85(6), 888-895.

  • Gornick, J. C., & Meyers, M. K. (2003). Families that work: Policies for reconciling parenthood and employment. New York: Russell Sage Foundation.

  • Graver, R. F. (1983). AT&T Quality of Work Life Experiment: Practical Case Study. Management Review,12-18.

  • Greenhaus, J. H., Allen, T. D., &Spector, P.E. (2006). Health consequences of work-family conflict: The dark side of the work- family interface. In:Perrewe PL, Ganster DC, editors. Research in occupational stress and well-being. Volume 6. Amsterdam: JAI Press. pp. 171-211.

  • Gerhart, B. (2007). Modeling HRM and performance linkages. In P. Boxall, J. Purcell, and P. Wright (eds). The Oxford Handbook of Human Resource Management. Oxford: Oxford University Press.

  • Grzywacz, J., & Bass, B. (2003). Work, family, and mental health: Testing different models of work-family fit. Journal of Marriage and Family, 65(1), 248-262.

  • Guest, R.H. (1979). Quality of Work Life-Learning from Ter- ry-town. Harvard Business Review, 28-39.

  • Hammer, L. B., Neal, M. B., Newsom, J. T., Brockwood, K. J., & Colton, C. L. (2005 July). A longitudinal study of the effects of dual-earner couples’ utilization of family-friendly workplace supports on work and family outcomes. Journal of Applied Psychol, 90(4), 799-810.

  • Kalra, S.K., & Ghosh, S. (1984). Quality of work life: A study of associated factors. The Indian Journal of Social Work, 45-54.

  • Mishra, A. K. &Spreitzer, G. M. (1998). Explaining how survivors respond to downsizing: the role of trust, empowerment, justice, and work redesign. Academy of Management Review, 23(3), 567-88

  • Mustapha, F.H. (1990). WhoAre the Effective Site Managers andWhat Skills They Bring toTheir Work?.(Ph.D. thesis). University of Bath.

  • Neal, M.B., &Hammer, L.B. (2007). Working couples caring for children and aging parents: Effects on work and well-being. Mah-wah. NJ: Lawrence Erlbaum.

  • Sirgy, M. J., Efraty, D., Siegel, P., & Lee, D. J. (2001). A new measure of quality of work life (Quality of Work Life ) based on need satisfaction and spillover theories. Social Indicators Research, 55, 241-302.

  • Sparks, K., Cooper, C., Fried, Y. &Shirom, A. (1997). The effects of hours of work on health:ameta-analytic reviewJournal of,.70,391-408

  • Stone, P. (2007). Opting out? Why women really quit careers and head home. Berkeley, CA: University of California Press.


Abstract Views: 280

PDF Views: 155




  • Does Quality of Work Life Have Effect on Job Performance? - A Study on Indian IT Professionals

Abstract Views: 280  |  PDF Views: 155

Authors

Rashmi Rai
PES University, Bangalore, India

Abstract


The purpose of the research effort was to understand the impact of Quality of Work Life on job performance. The concept of quality of work life reflects the positive emotional reactions and attitudes an individual has towards their job. It has been conceptualized as a general attitude toward the job. Job performance is often viewed as the degree to which employees execute their job tasks, responsibilities and assignments sufficiently. A questionnaire-based field survey was conducted to collect data from a sample of 330 employees from Information Technology Industry by using convenience sampling from Northern Capital Region of India and Bangalore Region. The multiple correlations, regression aware used to analyze the derived two hypotheses with the help of SPSS 20. This research finds the detailed consequences of the impact of Quality of work life on employee job performance. The empirical results of the study came up with two types of findings. First it showed that Quality Work Life relationship with job performance and later its impacts on employee job performance. Used variables have been selected as per best available sources of literature and based on researcher’s knowledge. The outcomes of the findings resulted in positive correlation. The regression analysis results showed that Quality of Work Life has strong impact on Job Performance having r 2 value as 0.724 stating that Job Performance depends on Quality of Work Life. Here limitations of practicality and opportunism in the sampling have been acknowledged.

Keywords


Job Performance, Organisational Culture, Organisational Support, Rewards, Quality of Work Life.

References