Professional Documents
Culture Documents
Volume 10, Issue 03, March 2019, pp. 41-59. Article ID: IJMET_10_03_005
Available online at http://www.iaeme.com/ijmet/issues.asp?JType=IJMET&VType=10&IType=3
ISSN Print: 0976-6340 and ISSN Online: 0976-6359
Akintayo, D. I
Osun State University, Osogbo, Osun State, Nigeria
ABSTRACT
Qualify work life is an organizational phenomenon that benefits both employers
and employees alike. As such, research continues to focus on how to draw out
employee commitment, given quality of work life. Ranging from increased employee
productivity to balance between work life and family life, literature has it that
organizational goals become more achievable, if desired quality of work life is
provided by the employer. Nevertheless, little or no attention has been given to start-
ups in terms of empirically carrying out studies to determine how quality of work life
influences employee commitment in them. In this paper, staffs of 10 selected tech-
start-ups located in Lagos have been surveyed using a questionnaire form. Four
hypotheses were developed with a sample data of 300 employees across the different
tech-start-ups. By carrying out a structural equation modeling and moderating the
relationship with gender and marital, it was observed that employee commitment is
largely influenced by quality of work life.
Keywords: Organizational commitment; tech start-ups; organizational goals; quality
work life; commitment.
Cite this Article: Osibanjo, A. O., Waribo, Y. J, Akintayo, D. I, Adeniji, A. A. and
Fadeyi, O. I, The Effect of Quality of Work Life on Employees’ Commitment Across
Nigerian Tech Start-Ups, International Journal of Mechanical Engineering and
Technology, 10(3), 2019, pp. 41-59.
http://www.iaeme.com/IJMET/issues.asp?JType=IJMET&VType=10&IType=3
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Osibanjo, A. O., Waribo, Y. J, Akintayo, D. I, Adeniji, A. A. and Fadeyi, O. I
1. INTRODUCTION
Work life quality or Quality of work life (QWL) and job commitment have become crucial
areas of interest in business and management research, particularly in relation to human
resource management, where there is an ever-increasing stakeholders’ interest, thus birthing
continuous research (Epie, 2009). This is attributable to the varying effects these separate but
interwoven areas have on organizations’ dynamic asset; the employees. As expected, every
employee in the workplace has defined obligations to perform, and expects the other
employees to do the same. More often than not, expectations are either not met or partially
met, posing serious challenges to workplace success and sometime negatively affecting
workplace relationships. As a result, there is a need to properly manage employee related
matters via the proactive management of QWL with particular attention to gender and marital
status in order to promote and sustain employee commitment. It is pertinent to note that QWL
and commitment are needed to facilitate the achievement goals within an organization; thus, it
is difficult for either of these two terms to successfully operate independent of the other. In
the context of this study, we refer to employee commitment as loyalty to the organization as a
result of the provisions made by the employer referred to as QWL.
QWL is not only important to the employee but also to the employer. It refers to the
deliberate and concerted effort made by the employer to provide room for employees enjoy
positive experiences at work which will ultimately evoke loyalty and personal commitment to
the organization. QWL comprises both intrinsic and extrinsic components which keep
employees happy and satisfied; thus, checking unethical practices. Successful implementation
of QWL programmes reduces or completely eradicates employee dissatisfaction and increases
employee commitment (Rethinam & Maimunah, 2008). QWL has generally been viewed by
several management and non-management scholars as a catalyst of organizational
commitment. As organizations take on their duty of providing compensation and benefit
packages that are perceived to be adequate for the promotion and sustenance of employees’
wellbeing, they portray the workplace congenial where employees are seen as having a good
experience; that ultimately improves the quality of personal life (QPL) (Normala, 2010). A
close look at this assertion reveals that some elements in the behavior and attitude of
employees could be traced to latent dissatisfaction with the provisions the employer has made
available to them. Consequently, quality of work life is sometimes adequate in theory but
inadequate in practice. This theoretical adequacy and practical inadequacy are a precursor to
poor employee commitment and deviant behaviour (Rethinam & Maimunah, 2008) which is a
problem that needs demands urgent solution.
The broad divergent views on the efficacy of work-life quality; theoretical adequacy and
practical inadequacy have caused several arguments in the past. While the former deals with
the proposed or expected purpose of work-life quality, the latter focuses on the efficiency,
congeniality and acceptance of work life quality by employees when evaluated to ascertain
the degree to which set goals are met. Thus, the major challenge or problem asserted by some
scholars is ensuring that QWL actually achieves the practical needs of employees; eventually
leading to improved employee commitment (Pallavi & Kulkarni, 2013). Where QWL
programmes fail to practically make employees’ life better, deviant behaviours comes into
play (Chan & Wyatt, 2007; Osibanjo, Falola, Akinbode, & Adeniji, 2015; Osibanjo, Salau,
Falola, & Oyewunmi, 2016). Apparently, deviant behaviors such as lateness, absenteeism
and other corrupt practices as well as exit intentions are areas that must be deliberately tackled
and put under control in order to give room to better commitment, increased productivity and
efficiency.
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The Effect of Quality of Work Life on Employees’ Commitment Across Nigerian Tech Start-Ups
2. LITERATURE
2.1. Quality of Work Life as a Concept
Subjective (status) and objective (monetary) indicators have been identified as the kinds of
indicators that point out the meaning of work-life quality (Blishe & Atkinson, 1978).
Subjective indicators explain psychological improvement while objective indicators are
physical indicators such as pay rise. Both forms of indicators are very important in QWL in
organizations as failure in any, will lead to poor commitment on the part of employees.
Generally, the employer has the responsibility of providing QWL experiences for employees
so that in turn their personal life quality is positively influenced (Normala, 2010) and personal
output within the organization increases. Kontz (2005) explained that as a compensation for
the dedication shown by employees to the organization, the employer should take the
responsibility of providing a good work-life experience. Employees generally expect to be
treated satisfactorily at work, when this is in place, loyalty and commitment comes naturally
(Asgari, & Dadashi, 2011). In contrast, employees must show traits that they are dependable
and must work towards high level efficiency, so that they get the confidence of the
organization and enjoy the gains accrued from operating ethically, devoid of behaviors
inimical to organizational success.
Researchers in the field of business and management have examined and defined work-
life quality from varying backgrounds; among these are Adhikari and Gautam (2010) who
defined QWL as the satisfaction derived by the employee from his/her work life, the authors
stressed that when a smooth relationship exists amongst employees and their work
environment viz socio-economic and physical aspects, QWL is said to have been achieved.
Thus, employees are career development trainings, partaking in the processes that give rise to
organizational decisions, occupational safety and health, balance between work and family
life as well as work-based relationships. Bumin, Gunal and Tukel (2008) defined QWL as the
entirety of an individual employees’ wellness in terms of the opinions held by the individual
on health-related issues which ultimately influences the level to which the employee performs
at work. Hence, QWL is “the extent to which the personal and professional needs of
employees of an organization is met through the happenings in the organization”. QWL is
also seen as “an organizational phenomenon that seeks to understand employee total wellness
on the job, through carefully structured programmes for which every employee must
participate (Sirgy, 2007). In another way, QWL is the result obtained if an employee is fully
satisfied with work and other aspects of life which are distinguishable from work
commitments (Sirgy, Efraty, Siegel, & Dong-Jin, 2001). It has several dimensions and levels,
each with unique areas of satisfaction, which include non-work-related domain. The first level
classified high level is life satisfaction; the next is mid-level i.e., job satisfaction (work-
specific factors such as pay) and a third level classified as low level (work relationships).
The European Foundation for the Improvement of Living Conditions (2002) explained
that QWL is a made up of a number of parts with interrelated factors that include job
satisfaction, involvement and security; safety and health; motivation, competency
development and productivity as well as work-life balance. Walton (1975) formulated the
eight-component model for QWL, which is still a classic reference on the subject; these QWL
components include sufficient and fair monetary compensation; and the non-monetary
components such as current opportunities to develop capacities in employees, opportunities
for constant growth and security, safe and healthy working conditions, organizational
constitutionalism, work and total life space, importance of work life to society and
organizational integration.
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Osibanjo, A. O., Waribo, Y. J, Akintayo, D. I, Adeniji, A. A. and Fadeyi, O. I
Chandranshu (2012) carried out a further improvement on the work of Walton (1975) and
developed twelve components of QWL which include growth and development in career,
employee’s commitment in organization, communication, flexible work arrangement,
emotional supervisory support, responsive family culture, motivation, good organizational
climate, organizational support, rewards & benefits, compensation and on-the-job satisfaction.
To get the best with respect to monetary aspects of QWL, pay must be at par with efforts,
even though fairness and adequacy are relative. Also, a functional performance management
system that rewards adequately must be in place; this will facilitate fairness and adequacy.
Adequacy reveals the need for periodic reviews of monetary rewards and implementation.
This will facilitate adequacy per time considering current socio-economic realities. Apart
from the aforementioned monetary and non-monetary components of QWL, Table 1
summarizes a further grouping of other components of QWL.
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The Effect of Quality of Work Life on Employees’ Commitment Across Nigerian Tech Start-Ups
employee towards the organization. Explanation is broad considering that employees’ attitude
encompasses various components of commitment. According to O'Reilly and Chatman
(1989), employee commitment is "an employee’s way of being psychologically attached to an
organisation". The importance of commitment cannot be over-emphasized, infact increased
rate commitment on the part of employees will ultimately yield positive feedbacks for the
organization. In general, employee commitment is a pointer to employee performance (Ali,
2010; Ajila and Awonusi, 2004). The continuous dependence of organizations on committed
employees to achieve set goals is a major motivation factor for continuous research on the
subject of commitment (Akintayo, 2010; Tumwesigye, 2010; Osibanjo, Adeniji, Salau,
Akinbola, Falola and Akinbola, 2018)). Infact this group of individuals are valuable assets
and intellectual capitals to their organizations (Hunjra, 2010). Social responsiveness, style of
leadership (Lo, 2009), fairness practices within organization (Ponnu and Chuah, 2010), job
enrichment, employee empowerment and compensation (Ongori, 2007), educational level,
personality and position (Camilleri, 2002) are some of the already discussed antecedents of
employee commitment in literature.
For overall organisational commitment to be achieved, individual employees must
channel their efforts in the same direction. Arnold (2005) defines organizational commitment
as “an individual’s identification with and involvement in a firm”. Commitment can be
described as the act of an individual identifying with an organisation and its objectives with a
desire to retain membership of the organisation.
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Osibanjo, A. O., Waribo, Y. J, Akintayo, D. I, Adeniji, A. A. and Fadeyi, O. I
reward in the organization as organizational values are congruent with that of the employee.
The employee develops a rapport and passion; which are key reasons not to leave; thus,
employee commitment is founded on personal decision to stay. From the foregone, it can be
said that employee commitment can either increase or decrease with each degree having
specific identifiable characteristics that is determined by various factors that include job-
related, personal and managerial factors as well as organizational structure.
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The Effect of Quality of Work Life on Employees’ Commitment Across Nigerian Tech Start-Ups
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Osibanjo, A. O., Waribo, Y. J, Akintayo, D. I, Adeniji, A. A. and Fadeyi, O. I
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The Effect of Quality of Work Life on Employees’ Commitment Across Nigerian Tech Start-Ups
from individual expectations of the two groups and their values as well as their assessment
criteria (Oshagbemi, 2000). It is observed that while women seem interested in socialization,
men are interested in influencing decision and supervision. However, in contrasting views,
another school of thought says that even though a relationship does exist between
demographics and commitment, it is insignificant (Meyer and Allen, 1991). From the
foregone, it is observed that while the studies cited had varying opinions on the components
of QWL and organizational commitment, due considerations has not been given to how
marital status and gender can moderate the relationship. As such, it can be said that there is a
gap in literature of QWL and organizational commitment as marital status and gender are
essentially crucial to an individual’s perception of QWL, which undoubtedly influences
attitude and work-related outcomes and ultimately affects organizational commitment.
Consequently, this study proposes carrying out further studies on how gender and marital
status influences QWL and organizational commitment.
2.8. Quality of Work Life and Employee Commitment: The Nigerian Perspective
Having discussed QWL and employee commitment from a global perspective, this section
briefly looks at QWL and employee commitment in the Nigerian context. This is important
because Nigerian employers and employees alike are becoming more aware of their work
environment with their rights and privileges as well as challenges arising therefrom.
Consequently, employees expect a balanced work and family life; the result of this desire is
that employees ultimately seek ways to survive and this inadvertently leads to various
reactions among which are demand for better conditions and strike action (Dada, 2006;
Fapohunda, 2013).
Fapohunda (2013) evaluated experiences of QWL and perceptions in four organisations in
Lagos, Nigeria with a total population of 300 employees. It was revealed that some employees
(34.2%) agree that they enjoy perceived organizational support. In terms of training men were
rated to have more training (32%) than women (20.6%) and so had the advantage of
occupying higher positions (21%) than women (13%) who were adjudged less committed
than. On intrinsic indicators of QWL such as on-the-job satisfaction and motivation, women
had more positive rating, while men did well on extrinsic indicators such as compensation,
reward and job security. Akanji, (2012) found that female employees suffer more with respect
to role overload as a result of the patrichial system that is prevalent in Nigeria; this system
puts more stress on female employees who contend with work-family conflict as they have to
effectively manage work and family responsibilities simultaneously. This is directly opposite
of the situation of their male counterparts whose work-family responsibilities are lesser as
they are generally seen as the bread winners and head of the family (Mordi, Simpson, Singh
&Okafor 2010). This socio-cultural system-induced situation inadvertently affects the
commitment level and height women attain at work; placing male employees in a better
position (Mordi & Ajonbadi, 2012). It is believed that female employees go through
occupational stresses of higher degrees due to the demand placed on them by their dual roles
in the family and workplace.
A study on Nigerian employees found the use of “coping strategies” as a means to work
place survival. Precisely, coping strategies include positive thinking, assistance seeking
strategy, avoidance/resignation strategy, as well as physical and psychological coping
strategies (Greenhaus& Powell, 2006). The study further revealed that employees possess and
exhibit cognitive survival and hardness traits which serve as psychological and physical
coping strategy. Thus, it can be said that Nigerian employees deliberately exercise self-control
in order to survive harsh organizational conditions. Assistance seeking is also quite common
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Osibanjo, A. O., Waribo, Y. J, Akintayo, D. I, Adeniji, A. A. and Fadeyi, O. I
especially amongst female employees. Even though this strategy is sometimes successful,
when it fails, it often leads to more stress in the psychological and work facets.
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The Effect of Quality of Work Life on Employees’ Commitment Across Nigerian Tech Start-Ups
3. RESEARCH METHODOLOGY
For progress in this study, data were gathered by the administration of instrument on the
employees recruited into randomly selected from 10 tech start-ups in Lagos, Nigeria’s
commercial hub. The sample was made up of employees from the service sectors.
Administration of questionnaires was carried out by the researchers after seeking permission
from their employees. Questionnaires pointed out the importance attached to anonymity of the
respondents and educational usage of results. 400 questionnaires were distributed, 375 were
retuned. However, only 300 of the questionnaires returned were useful for further analysis.
3.1. Instrument
Previous studies on QWL and employee commitment served as the basis for selection of
research instrument. Specific amendments were however carried out so that instrument suits
the ongoing study. Hence, this study made use of the scale proposed by Donaldson, Sussman,
Dent, Severson and Stoddard (1999) to measure the perception held by tech start-up
employees of QWL. For employee’s commitment, a 5-item scale developed by Weng,
McElroy, Morrow and Liu (2010) was used. Items were measured using a 5-point Likert-type
scale consisting of 1= strongly disagree to 5=strongly agree so as to show the extent to which
the different constructs agree. Table 2 shows question under each of the major constructs used
for this study.
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The Effect of Quality of Work Life on Employees’ Commitment Across Nigerian Tech Start-Ups
4. RESULTS
Coefficient alpha as well as reliability (composite) show internal consistency generated within
LISREL (Fornell & Larcker, 1981). Table 4 shows that, coefficient alpha and α-values both
ranged from 0.76 to 0.77. In LISREL, AVE is a measure of the variation captured by a
construct relative to the error in measurement as well as latent construct correlations. AVE
greater than 0.50 means that the construct is valid (Fornell & Larcker, 1981). Table 4 shows
that both constructs used in this study were found to be valid. In addition, considering a
significant value (p<0.05), item-loadings was found to be significant for each factor and
ranged from 0.01 to 0.04 for QWL, 0.02 to 0.05 for employee commitment.
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Osibanjo, A. O., Waribo, Y. J, Akintayo, D. I, Adeniji, A. A. and Fadeyi, O. I
5. DISCUSSIONS
This study aimed at understanding the influence of the perception held by tech start-ups
employees of QWL life on the level to which they are committed to the job. The study posited
four hypotheses put forward for onward testing. Data was gathered from employees of 25
different tech start-ups randomly selected within Lagos, Nigeria. Overall, the study found that
the four hypotheses were significant. It is noteworthy to state that employees of tech start-ups
in Lagos perceive that QWL is largely related to their commitment. However, it was found
that QWL impacted more on gender than it impacts marital status. It implies that tech start-
ups considered gender before they considered marital status. Although this study did not
consider whether male of female employees perceived better QWL or were better committed,
it was overall observed that QWL positively impacts employee commitments in tech start-ups
in Lagos State, Nigeria.
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The Effect of Quality of Work Life on Employees’ Commitment Across Nigerian Tech Start-Ups
corroborated by Howard’s bet side theory. Secondly, management should address employees’
needs specific to gender and age groups so as to ensure that every employee benefit from
QWL. Furthermore, organizations should pay more attention to the implementation of work-
life balance by ensuring that work-family conflict is reduced, if not completely eliminated.
This will reduce work related stress and promote good work-related outcomes among
employees who are the organisation’s assets (Abdeen, 2002) as well as sources by which the
organization gains competitive advantage in a changing business environment (Akintayo,
2010; Tumwesigye, 2010).
It is noteworthy to stress that attention must be paid to relevant principles and theories
needed to achieve improve employee commitment in start-ups. Examples include the
expectancy theory, which emphasizes employees’ quest for remuneration and benefits to be
commensurate with effort in order to be satisfied, motivated and give their best to the
organization (Greenberg, 2011). Employers must not lose sight of the influence of bet-side as
they move towards better rewarding organization or regulate effort to match pay. Thus, to
gain and retain employee commitment, QWL should be robust and attractive as well as
tailored to meet the needs of the diverse workforce whose reward expectations vary, in this
way, employees will be motivated and committed to achieving organizational success (Wright
and Bonett 2007). In general, organizations must deliberately evoke employee commitment to
remain relevant in an evolving business environment.
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NOTES
(1) Scores: 1 – Strongly disagree to 5 – Strongly agree. C.R.: Composite reliability; AVE:
Average variance extracted.; Measurement model fits: χ2/df =1.8501; GFI=0.80; CFI=0.86;
IFI=0.86; RFI=0.84; NFI=0.85; NNFI=0.86 and RMSEA=0.070
(2) Structural Model Fits: χ2/df =1.8501; GFI=0.80; CFI=0.86; IFI=0.86; RFI = 0.84;
NFI=.85; NNFI= 0.86 and RMSEA=0.70. aSignifcance level: p < 0.05; sSignificance level: p
<. 0.01.
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