Abstract

Quality of Work Life (QWL) is the key factor which attracts and holds the people in the
organization to perform better in the working environment. Effective implementation of
QWL leads to improved performance motivation, job satisfaction, commitment etc. This
paper focuses on the study of quality of work life and job satisfaction of management
faculties working in various colleges. The research concludes that their there is a positive
correlation between QWL and employee job satisfaction level. The sample consists of 50
faculty respondents of different private management institutions. The questionnaire was
designed based on the vital components of QWL and job satisfaction. The correlation
analysis clearly reveals that QWL and job satisfaction of faculty members are positively
correlated


To achieve personal and organizational goals



The research reveals that male employees are more satisfied than female employees.


The collected data after being coded were analyzed using Statistical Package for Social
sciences Research (SPSS) and Bivariate correlation and One-way Anova wereused



This paper also tries to bring out the
satisfaction level of teaching
professionals in balancing the
work and personal life.


Work-life balance is a critical aspect to enhance teacher effectiveness and satisfaction in the
context of student learning. It has been proved time and again that a good quality of work life
balance results into the wellness of the faculty and also improved student behaviour. The present
study investigated the quality of work-life balance among Indian teachers serving in different
academic stream across universality and colleges. It emerged from the outcome that designation of
the teachers, their nature of appointment, the academic stream in which they are teaching, and the
nature of their serving institution affect their quality of work life balance directly and significantly.
However according to gender and marital status no significant variations have been found in the
quality of work life balance of the teacher.






2. Objectives of the Study


To identify the critical factors affecting QWL and nature job satisfaction among
faculty members.

To find out the interrelationships between the various dimensions of QWL and faculty
member job satisfaction in the private colleges of Bangalore.




To study the perception of job satisfaction of university employees across gender on various
QWL dimensions.

To study the perception of Job satisfaction across teaching & Non-teaching staff.

To study the demographic profile of employees
























Abstract
In Bangladesh Quality of Work Life (QWL) is still a new concept to emerge, though four
decades havepassed since the phrase was first introduced. No initiative was taken to identify
QWL in the privateuniversities of Bangladesh in terms of the dimensions of QWL and their
relationship with job satisfaction.Thus the study aims to investigate the interrelation between
QWL dimensions and job satisfaction of faculty members in the private universities of
Bangladesh through quantitative survey on 72 full-timefaculty members. The survey is
conducted based on a structured questionnaire designed with 5-pointLikert-scale
questionnaire. The sample includes 11 private universities. The correlation analysis reveals
thatall the dimensions of QWL are positively correlated with the job satisfaction of faculty
members, whichindicates that enhancement in the dimensions of QWL can lead to increased
amount of job satisfaction inthe private universities of Bangladesh.
Keywords:
Quality

of work life, job satisfaction, private university, faculty members




3. Literature Review

3.1 QWL and its Dimensions
The evolution of QWL began in late 1960s emphasizing the human dimensions of work that
was focusedon the quality of the relationship between the worker and the working
environment (Rose et al 2006). QWLis a concept of behavioral science, and the term was first
introduced by Davis at the Forty-Third AmericanAssembly on the Changing World of Work
at Columbia University's Arden House. The selected participantsassembled there concluded
in their final remarks that improving the place, the organization, and the natureof work can
lead to better work performance and a better quality of life

in the society (Gadon 1984, Wyatt& Wah 2001, Sadique 2003, Rose et al. 2006, Islam &
Siengthai 2009). Since the phrase was found themethod of defining QWL varied and
encompassed several different perspectives (Loscocco & Roschelle1991). Robbins (1989)
defined QWL as "a process by which an organization responds to employee needsby
developing mechanisms to allow them to share fully in making the decisions that design their
lives at work . According to Feuer (1989) QWL can be described as the way an individual
perceives and evaluatesthe characteristics intrinsic to his/ her past experience, education, race
and culture. Lau and Bruce (1998)defined QWL as the workplace strategies, operations and
environment that promote and maintain employeesatisfaction with an aim to improving
working conditions for employees and organizational effectiveness

for employers.It is difficult to best conceptualize the QWL elements (Seashore 1975). Walton
(1975) proposed eight majorconceptual categories relating to QWL as (1) adequate and fair
compensation, (2) safe and healthy workingconditions, (3) immediate opportunity to use and develop
human capacities, (4) opportunity for continuedgrowth and security, (5) social integration in the work
organization, (6) constitutionalism in the work organization, (7) work and total life space and (8)
social relevance of work life. According to Gadon (1984),QWL efforts include the areas of personal
and professional development, work redesign, team building,work scheduling, and total
organizational change. The key elements of QWL include job security, jobsatisfaction, better reward
system, employee benefits, employee involvement and organizationalperformance (Havlovic 1991).
According to Lau and Bruce (1998), QWL is a dynamic multidimensionalconstruct that currently
includes such concepts as job security, reward systems, training and careeradvancements
opportunities, and participation in decision making. Arts, Kerksta and Zee (2001) focused onthe
following factors: job satisfaction, involvement in work performance, motivation,
efficiency,productivity, health, safety and welfare at work, stress, work load, burn-out etc. According
to Saraji andDargahi (2006), QWL refers to the things an employer does that add to the lives of
employees. Thosethings are some combination of benefits explicit and implied tangible and
intangible that makesomewhere a good place to work. According to Royuela, Tamayo and Suriach
(2007), EuropeanCommission (EC) proposed ten dimensions for QWL, which are (1) intrinsic job
quality, (2) skills, life-longlearning and career development, (3) gender equality (4) health and safety
at work, (5) flexibility andsecurity, (6) inclusion and access to the labor market, (7) inclusion and
access to the labor market, (8) socialdialogue and worker involvement, (9) diversity and non-
discrimination, and (10) overall work performance.Skinner and Ivancevich (2008) urged that QWL is
associated with adequate and fair compensation, safe &healthy working conditions, opportunities to
develop human capacities, opportunities for continuousgrowth and job security, more flexible work
scheduling and job assignment, careful attention to job designand workflow, better union-
management cooperation, and less structural supervision and development of effective work teams.
According to Sadique (2003), a high QWL exists when democratic managementpractices are
prevailing in an organization and all the managers, employees, workers, union leaders
shareorganizational responsibility. QWL is defined as the favorable condition and environment of
employeesbenefit, employees welfare and management attitudes towards operational workers as well
as employees ingeneral (Islam & Siengthai 2009)
3.2 QWL and Job Satisfaction
Walton (1975) mentioned, dissatisfaction with working life is a problem which affects
almost all workersat one time or another, regardless of position or status. The frustration, boredom,
and anger common toemployees disenchanted with their work life can be costly to both individual and
organization. Thus, QWLstimulates the employee job satisfaction (Ruzevicius 2007) and is essential
for improving organizationaland operational productivity (Sink & Tuttle 1989). Employees who are
provided a high QWL, are moreproductive, and effective (Janes & Wisnom 2010), because QWL
programs can improve employee moraleand organizational effectiveness (Hanlon & Gladstein 1984).
Pay, benefits, supervisory style - theseextrinsic determinants of QWL play a major role for job
satisfaction (Lewis et al 2001). Moreover, QWLhas direct impact on human outcomes and it
significantly reduces absenteeism, minor accidents, grievances,and quits (Havlovic 1991). It is found
that employee turnover can be minimized with better QWL (Newaz,Ali & Akhter 2007) as a high
QWL is essential for organizations to continue to attract and retain employees(Saraji & Dargahi
2006). Thus it can be said that QWL can develop jobs and working conditions that areexcellent for
people as well as for the economic health of the organization (Kanagalakshmi & Devei 2003).In fact,
individuals quality of working life directly influences the quality of life value (Ruzevicius 2007)
asthe factors of QWL could be defined as physical and psychological results of the work which affect
theemployee (Arts, Kerksta & Zee 2001). According to Dargahi and Yazdi (2007), QWL incentives
may be themost powerful type of reward managers can offer. Managers who help employees to
improve their QWL athome as well as at work reap rewards in loyalty, productivity and retention.



4. Hypotheses Development
As mentioned earlier in the literature review that the constructs of QWL have a significant
impact on employee job satisfaction (Janes & Wisnom 2010; Lewis et al 2001; Hanlon &
Gladstein 1984; Walton 1975)it can be assumed that there is a positive relationship between
criteria and indicators of QWL and job satisfaction. The criteria and indicators are adapted
from Waltons (1975) theory of QWL. Thus the development of hypotheses can be as
follows.

Hypotheses 1 (H1a): There is a significant relationship between adequate and fair
compensation and job satisfaction of faculty members in the private colleges of Bangalore.

Hypotheses 2 (H2a): There is a significant relationship between healthy working environment
and job satisfaction of faculty members in the private colleges of Bangalore.

.Hypotheses 3 (H3a): There is a significant relationship between quality of work life and
organizational performance.

Hypotheses 4 (H4a): There is a significant positive correlation between opportunity to use
and develop human capacities and job satisfaction of faculty members in the private
universities of Bangladesh.

Hypotheses 5 (H5a): There is a significant positive correlation between social integration in
the work organization and job satisfaction of faculty members in the private universities of
Bangladesh.

Hypotheses 6 (H6a): There is a significant positive correlation between constitutionalism in
the work organization and job satisfaction of faculty members in the private universities of
Bangladesh



.Hypotheses 7 (H7a): There is a significant positive correlation between work and total life
space and job satisfaction of faculty members in the private universities of Bangladesh
.Hypotheses

8 (H8a): There is a significant positive correlation between social relevance of the work in
the life and job satisfaction of faculty members in the private universities of Bangladesh


9. Conclusion
This study provides valuable implications for the private universities of Bangladesh that have
growinginterest in attracting and retaining quality faculty members. The study revealed statistically
significantpositive correlation between the dimensions of QWL and faculty members job satisfaction.
Thus theprivate university management should emphasize on the policy implications based on the
concerned issuesof QWL improvement. There is no doubt that an improved QWL can lead to higher
level of job satisfaction,which in turn will reduce the faculty member turnover rate that is prevailing
in the private universities of Bangladesh.A large number of faculty members are acting as assets in the
private universities of Bangladesh. They areplaying a significant role for economic growth by
contributing their knowledge, skills and efforts. Sotransforming the workplace proactively using a
combination of well designed QWL initiatives for thefaculty members will yield competitive
advantage as it will increase the job satisfaction of the facultymembers. This in turn will motivate
them to perform in superior way, leading the universities and theirstakeholders to a better future by
yielding the expected outcome.
A Study on Quality of Work Life and its effects on Organizational Performance

Quality of Work Life (QWL) is the key factor to attract and holds the people in the
organization to perform better in the working environment. Effective implementation of QWL
leads to improved performance motivation, job satisfaction, commitment etc. This paper
focuses on the study of work life of the management faculties working in various colleges.
The research concludes that their there is a positive correlation between QWL and
organizational performance. The sample consists of 107 employees of a technical institution.
The questionnaire was designed based on the vital components of QWL.

























QUALITY OF WORK LIFE AND EMPLOYEE JOB SATISFACTION- A DIMENSIONAL ANALYSIS

ABSTRACT
Quality of work life and job satisfaction is very significant for ensuring sustained
commitment and productivity from the employees of an organisation. The sustainability of
organisational success is primarily based on the employee satisfaction and the latter is
contingent upon the nature and level of quality of work life of an organisation. This paper
attempts to bring fore the perception of employees about quality of work life and job
satisfaction across gender and nature of job. The results of the study depict a strong
association between quality of work life and job satisfaction. Furthermore, the findings also
point out a strong divergence in the perception of employees towards quality of work life and
job satisfaction across gender and nature of job. Which is remarkable as it reflects the
different requirements and priorities of employees based on their gender and the kind of job
they hold. Apropos to findings, the study assumes enormous significance for better reflecting
the employees perception about the quality of work life based on gender and nature of job

INTRODUCTION
The commitment of human resource is one of the predominant factors affecting the
fortunes of an organisation. Therefore understanding the needs, establishing mutual trust,
and creating an appropriate organizational culture is at the core of creating a satisfied
human resource. Commitment can have many positive outcomes; those who have commitment
are more orderly in their work, spend more time in the organization and work more. The
QWL can be defined as the quality of relationship between the employees and the work
environment which is such that employees have a significant influence in shaping
organizational environments in methods used to increase not only their own motivations and
job satisfaction but also the productivity and profits of the company .QWL covers a number
of areas like adequate fair compensations , eliminations of health hazards in employment ,
employees benefit , job security , alternative work schedules ,profit sharing , work place
participation and the like . Satisfaction is the job induced motivation and interest in work.
When work becomes interesting, the worker gets a job of his choice gives him tremendous
psychological satisfaction .Job Satisfaction is defined as an emotional state resulting from
the appraisal of ones job as achieving or facilitating the achievement of ones job value
(Locke, 1976). Job satisfaction leads to increased productivity (Porter and Lawler, 1967). It
also leads to positive attitude and behaviour. job satisfaction leads to decreased turnover and
less absenteeism (Watts and White, 1988). Managers should keep employees
committed to the organization, and to do so, they should be able to make them more
committed by using employees' participation in decision-making and providing an acceptable
level of job security (Moorhead, translated by Alvani and Memarzadeh, 1995, p.75). The
increase in Quality of work life and organizational commitment of manpower (in all three
aspects of affective, continuance, and normative) can have a great impact on the level of
interest, job satisfaction, willingness to stay, and organization performance. The quality of
work life experienced by employees in organizations has been an area of great interest for
practitioners and researchers (Sekaran, 1989). The concept of work satisfaction had a
significant importance in the social science literature for many years. A vast amount of
research has been conducted on this subject, and related work dimensions (Clifford, 1985).
Job Satisfaction is a yardstick for appraisal of the quality of work experiences as mentioned
by Locke (1976). He also reported that over hundreds of articles have been compiled on this
topic, and are still growing with exponential numbers. Among the most accepted definitions
of job satisfaction is the one by Locke (1969) who defines job satisfaction as a positive
emotional
feeling, a result of ones evaluation towards his job and his job experience by
comparing between what he expects from his job and what he actually gets from it. Job
satisfaction may also be discussed as the result of the interaction of the employees and his
perception towards his job and work environment (Locke, 1976). The antecedents that
affects the job satisfaction, may be a large number of, like work values, ones maladjustment,
work rewards, work ethics, personal attributes, hours of work, emotions,
performance, threat to job stability, work environment, organizational social concern.
Studies show that psychological needs of the staff in an organization can be satisfied through
using quality of work lie techniques (Pluck, 1993, pp. 36-42). One of the realistic basics of
the concept of quality of work life is that jobs without content, i.e. jobs which have become
too much professional, reduce the efficiency of the staff (Herrick, 1981, according to Allame,
1999, p. 81). Quality of work life tries to satisfy the needs of jobs which have become
increasingly alienated. Quality of work life is responsible for the organizational development
towards low levels of organization hierarchy (Harvey and Brown, 1998, p. 62). Considering
the above-mentioned outlook and knowing the importance of manpower in continuation of
organizational development, analyzing the manpower status of an economical unit called
bank from different aspects is of considerable importance, because this can determine its
activities and continuity in future. It is obvious that continuous improvement of performance
and processes is achieved through manpower, and its main effect is more persistence in
competitive market.
REVIEW OF LITERATURE
Walton (1974) attributes the evolution of Quality of Work Life to various phases in
history. Legislations enacted in early twentieth century to protect employees from job-injury
and to eliminate hazardous working conditions, followed by the unionisation movement in the
1930s and 1940s were the initial steps in this direction. Emphasis was given to job
security, due process at the work place and economic gains for the worker. The 1950s and
the 1960s saw the development of different theories by psychologists proposing a positive
relationship between morale and productivity that improved human relations. Attempts at
reform to acquire equal employment opportunity and job enrichment schemes also were
introduced. Finally in the 1970s the idea of Quality of Work Life was conceived which
according to Walton, is broader than these earlier developments and is something that must
include the values that were at the heart of these earlier reform movements and human
needs and aspirations. Sekharan (1985) observes that, historically the concept of Quality of



























Table 1. Respondent Profile
Employee Type Number Percentage
Male 36 72%
Female 14 28%
Total 50 100%

Table 2. Correlation between Job satisfaction & Quality of work life Parameters





Table 3. Percentage Values of Job Satisfaction across Gender
QWL and Job Satisfaction

Coefficient of Correlation
Work Environment 0.68
Personal Development 0.83
Self-Identity 0.95
Flexibility 0.80
Respect 0.98
Ownership 0.68
Equality 0.84
Support 0.76
QWL and Job Satisfaction

Male Female
Work Environment
Personal Development
Self-Identity
Flexibility
Respect








Table 3. Regression result showing the relationship between QWL and organizational
performance
Model R R
Square
Adjusted
R square
F Change Std. Error of the
Estimate
Sig
1 .686 .521 .496 48.129 .21565 .000




Table 4. Regression result showing the relationship between QWL and Job
Satisfaction
Model R R
Square
Adjusted
R square
F Change Std. Error of the
Estimate
Sig
1 .686 .521 .496 48.129 .21565 .000









Statistical Analysis
The data based on various characteristics like academic qualification, age, gender,
nature of job, experience was processed by calculating percentage, mean values.
Ownership
Equality
Support
Furthermore, the statistical measures like Coefficient correlation was also calculated to
determine the relationship between the QWL & Job satisfaction across various dimensions
like work conditions, growth & security, work & the total space of life, social relevance of
the work in life, chance of growth & security, age, gender. Besides, other descriptive
statistics were also calculated for measuring the perceptual difference of university
employees across gender & nature of job.
Results & Discussion
The results in table 2 depict positive & strong correlation coefficients between job
satisfaction & quality of work life parameters albeit in multifarious proportions. We can see
the coefficients are positive across all the dimensions but social relevance & autonomy reflect
the strongest association this positive association therefore speaks in favour of hypothesis 1
which states that there is a positive association between QWL & Job satisfaction.
Table 2.
Correlation between Job satisfaction & Quality of work life Parameters
QWL & Job Satisfaction Coefficient Of Correlation
Work conditions 0.55 Work life balance 0.47 Growth & Opportunity 0.41 Social
relevance of job 0.68 Autonomy 0.62 The results in the table 3 reveal percentage values of
job satisfaction between Males & Females across various QWL dimensions. The variable
with highest percentage value showing highest satisfaction level & lowest percentage value
showing lowest job satisfaction. We can see that there is a strong variation in percentage
values of job satisfaction across various QWL dimensions between males & female teaching
staff which therefore is rejecting H2; which states that there is a no divergence in job
satisfaction across various QWL dimension between Male & Female Teaching Staff.
N=70

Table 3.
Percentage Values of Job Satisfaction across Gender
Variable Female Satisfaction Male Satisfaction
Work conditions 42.22 38.55 Work life balance 40.57 60.10 Growth & Opportunity
35.24 45.34 Social relevance of Job 68.56 44.75 Autonomy 50.87 60.22


Results & Discussion
The results in table 2 depict positive & strong correlation coefficients between job
satisfaction & quality of work life parameters albeit in multifarious proportions. We can see
the coefficients are positive across all the dimensions but social relevance & autonomy reflect
the strongest association this positive association therefore speaks in favour of hypothesis 1
which states that there is a positive association between QWL & Job satisfaction
The results in the table 3 reveal percentage values of job satisfaction between Males & Females across
various QWL dimensions. The variable with highest percentage value showing highest satisfaction level & lowest
percentage value showing lowest job satisfaction. We can see that there is a strong variation in
percentage values of job satisfaction across various QWL dimensions between males & female teaching
staff which therefore is rejecting H2; which states that there is a no divergence in job satisfaction
across various QWL dimension between Male & Female Teaching Staff.
The results in the table 4 reveal percentage values of Job satisfaction between Teaching & Non-
Teaching Staff across various QWL dimensions. The variable with highest percentage value showing highest job
satisfaction level & lowest percentage value showing lowest job satisfaction. We can see that there is a
strong variation in percentage values of
job satisfaction across various QWL dimensions between Teaching & Non-Teaching Staff across
various QWL dimensions which therefore is in favour of H3; which states that there is a no divergence in the
perception of job satisfaction across various QWL dimension between Teaching & Non-Teaching Staff.

CONCLUSION
The fundamental objective of this study was to ascertain the relationship between Job
satisfaction & QWL dimensions. The association between Job satisfaction across various
QWL dimensions, as measured through the Coefficient of correlation, have a considerable
positive association with job satisfaction albeit in varied degrees. Therefore, suggesting that
the dimensions like work-life balance & work conditions are more positively associated with
job satisfaction. The results for perception of job satisfaction on account of QWL dimensions
across gender reveal that there is divergence in the way Male & Female staff of selected
universities perceives impact of various QWL dimensions on job satisfaction. Besides, the
results for job satisfaction & QWL dimensions across teaching & Non-teaching staff of
various universities also depict divergent perception of Job satisfaction across various QWL
dimensions. It is evident from Table-4 work conditions, social relevance of the job & work
life balance are few parameters which have highest mean values therefore showing highest
satisfaction level for Non-teaching staff. However, for teaching staff the Work-life balance &
Social relevance of the Job are two dimensions on which Mean values ar
highest. Whereas, for other variables except work conditions the satisfaction level is low or
very low. The universities in Kashmir need to lay more focus on all the grey areas like growth &
opportunity for career advancement for teaching staff which can prove detrimental in future if
corrective action is not initiated at the earliest as this can lead to faculty attrition. Furthermore,
Universities need to improve the quality of its work conditions as it acts as one of the significant
dimensions for job engagement of the employees.