international journal of pure and applied …life (qwl) to employees is one of the important aspects...

Impact of Quality of Work Life on Work Outcome of Employees in Automobile

Companies in Chennai

Dr. S. Usha

Assistant Professor, School of Management Studies, Vels University, Chennai

Dr. V. Rohini

Associate Professor, Department of Management Studies

Saveetha Engineering College, Thandalam, Chennai

ABSTRACT

Stiff competition and a changing business environment have triggered an organizational

change in response to the increased pressures to improve favourable work outcomes. As the

composition of workforce continues to change, organisations focusing on quality of work life

of employees are expected to gain leverage in hiring and retaining valuable employees. It is

also evident that employees with reasonable workload, autonomy, workers support, job

security, etc. are some of the factors that influencing QWL and this would lead to favourable

work outcomes. These aspects of QWL have a significant impact on various work outcomes

like job satisfaction, job performance, organizational commitment, etc. The purpose of this

study is to explore the various aspects of QWL and its impact on work outcomes. The study

was descriptive and explorative in nature. The combination of qualitative and quantitative

study was conducted in Automobile Industry in Chennai. Sample of 120 employees working in

various Automobile Companies in Chennai District were selected and surveyed through

structured questionnaire. A Simple Random Sampling Method of Probability Sampling was

employed. Descriptive and Inferential statistical tools were applied to analyse the data. The

results show that the Safe & Healthy Work Condition, Job Characteristics, Pay and Benefits,

Opportunity for Development and Motivation influence the Quality of Work Life and QWL

has impact on Work Performance, Job Satisfaction and Organisational Commitment. Out of

five aspects, Safe & Healthy Work Condition has more strongly influence the QWL than

others. Out of three work outcomes, QWL has more impact on Job Satisfaction than others. It

is suggested that management of Automobile Companies should consider QWL as one of the

foundations to increase the employee satisfaction and favourable work outcomes.

Keywords: QWL, Safe & Healthy Work Environment, Job Characteristics, Motivation,

Work Performance, Job Satisfaction, Organisational Commitment.

INTRODUCTION

Human resource plays an important role in the success of any organization, because

most of the problems in organizations are human and social rather than physical or technical.

Therefore, management of human resource assumes importance. Providing a Quality of Work

Life (QWL) to employees is one of the important aspects of organisations to manage the

human resources effectively and efficiently. A good quality of work life not only attracts new

International Journal of Pure and Applied MathematicsVolume 118 No. 20 2018, 787-799ISSN: 1314-3395 (on-line version)url: http://www.ijpam.euSpecial Issue ijpam.eu

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talent but also retain the existing talent. Quality of Work Life involves job security, good

working conditions, adequate and fair compensation and equal employment opportunity all

together. Quality of Work Life aims to meet the twin goals of enhanced effectiveness of

organization and improved quality of life at workplace for employees. It is the environment

where the employees feel a comfortable and enjoyable work life. It is a way of thinking about

people, work and organization, creates a sense of fulfillment in the minds of the employees,

and contributes toward greater job satisfaction, improving work performance, adoptability and

overall effectiveness of an organization.Therefore, organizations are required to adopt a

strategy to improve the employees 'quality of work life' (QWL) to satisfy both the

organizational objectives and employee needs. The present study analyses the factors that

influencing Quality of Work Life and examines the impact of QWL on Work Outcomes of

employees working in Automobile Companies in Chennai.

INDIAN AUTOMOBILE INDUSTRY PROFILE

The Indian auto industry is one of the largestin the world. The industry accounts for 7.1

per cent of the country's Gross Domestic Product (GDP). The Two Wheelers segment with 80

per cent market share is the leader of the Indian Automobile market owing to a growing middle

class and a young population. Moreover, the growing interest of the companies in exploring the

rural markets further aided the growth of the sector. The overall Passenger Vehicle (PV)

segment has 14 per cent market share.In order to keep up with the growing demand, several

automobile manufacturers have started investing heavily in various segments of the industry

during the last few months. The industry has attracted Foreign Direct Investment (FDI) worth

US$ 17.40 billion during the period April 2000 to June 2017, according to data released by

Department of Industrial Policy and Promotion (DIPP).(Source:

https://www.ibef.org/industry/india-automobiles.aspx)

The industry produced a total 25,316,044 vehicles including passenger vehicles,

commercial vehicles, three wheelers, two wheelers and quadri-cycle in April-March 2017 as

against 24,016,599 in April-March 2016, registering a growth of 5.41 percent over the same

period last year. The overall Commercial Vehicles segment registered a growth of 4.16 percent

in April-March 2017 as compared to the same period last year. Medium & Heavy Commercial

Vehicles (M&HCVs) grew by 0.04 percent and Light Commercial Vehicles grew by 7.41

percent during April-March 2017 over the same period last year. According to the

Confederation of Indian Industry, the automobile sector currently employs over 80 lac people.

An extension in production in the automobile industry is forecasted, it is likely to rise to Rs.

6,00,000 crore by 2016. (Source: Society of Indian Automobile Manufacturers (SIAM)

Report, http://www.siamindia.com/statistics.aspx)

FORMULATION OF PROBLEM

Human Resource is an important factor of production but behaviour and productivity of

employees cannot be predicted. As such, management of human resource is a complex process.

However, productivity can be improved considerably through proper management of human

resources. This could play a significant role in developing countries like India. The changing

needs of employees, their culture, values aspirations and work environment give birth to new

sub-systems of human resource management, such new sub-system is Quality of Work Life

(QWL). It covers many aspects of employee’s work life such as monetary benefits, physical

working conditions, social and career aspects. It has its initial roots in scientific management.

International Journal of Pure and Applied Mathematics Special Issue

788

It is also evident that employees with reasonable workload, autonomy, workers support,

job security, etc. aresome of the factors that influencing QWL and this would lead to

favourable work outcomes. These aspects of QWL have a significant impact on various work

outcomes like job satisfaction, job performance, organizational commitment, etc.

Organizations should also give sufficient attention to workers’ physical and mental health. In

fact, employee relationship can increase satisfaction and related outcomes of the employees. So

transforming the workplace proactively using a combination of well-designed Quality of Work

Life initiatives for the employees will yield competitive advantage, as it will increase employee

job satisfaction. This in turn will motivate the employees to perform in superior way, leading

the organizations and their stakeholders to a better future by yielding the expected outcome.

The success of any organization depends upon its employee’s work outcomes. There are

several methods and techniques for improving employee’s work outcomes. One among them is

the Quality in working life provided to the employees by the organization. In an environment

of mutual respect and clearly defined goals, both improvements in life at work and greater

productivity may be realized. By mutually solving work-related problems, building

cooperation, improving work environments, restructuring tasks, carefully and fairly managing

employees’ work outcomes and payoffs, QWL will benefit both employees and management of

the organisations.This study is an attempt toanalyse the perception of employees towards

Quality of Work Life and its impact on their work outcomesin Automobile Companies in

Chennai.

OBJECTIVES OF THE STUDY

The Objectives refer to the questions to be answered through the study. They indicate

what researcher trying to get from the study. The objectives of this study are to analyse the

important aspects (Safe and Healthy Work Condition, Job Characteristics, Pay and Benefits,

Opportunity for Development and Motivation) of Quality of Work Life of employees. The

study also analyze the impact of Quality of Work Life on Work Outcomes such as Work

Performance, Job Satisfaction and Organisational Commitment of employees working in

Automobile Companies in Chennai.

SIGNIFICANCE OF THE STUDY

Stiff competition and a changing business environment have triggered an organizational

change in response to the increased pressures to improve favourable work outcomes. As the

composition of workforce continues to change, organisations focusing on quality of work life

of employees are expected to gain advantage in hiring and retaining valuable employees. QWL

is a comprehensive programme that designated to improve employees' work outcomes. It is a

way of thinking about people, work and organization, creates a sense of fulfillment in the

minds of the employees, and contributes toward greater job satisfaction, improving

productivity, adoptability and overall effectiveness of an organization. Quality of Work Life is

basically the Quality of life that an employee experiences at his work place. Unless good

Quality of Work Life is provided to an employee, he cannot be motivated towards work.

Quality of Work Life covers all aspects of employee’s work life like economic, social,

psychological and organizational.

The study of QWL and its relationship with work outcomes has received international

recognition worldwide because of the cost of unproductive and dissatisfied employees. This

research is also significant in helping automobile organisations to improve the present level of

Quality of Work Life of employees in order to get positive and favourable work outcomes.

This study will provide guidance and be helpful for management of organisations within the

automobile sector. This study will be useful for policy makers and practitioners in the


789

automobile industry not only in Tamil Nadu but also in India. The findings of this study would

recommend that maintaining and improving QWL is very important to any organisation that

seek to improve its performance.


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THEORETICAL CONCEPTS

1. QUALITY OF WORK LIFE

Work life is a set of phenomena and attributes emerging in the interaction of a person

and an environment in a formal organization. Work life as a complex of phenomena is affected

mainly by the work place, which a person has in the organization. QWL level is the degree to

which the complex of QWL characteristics fulfills the stipulated needs (Sojka 2007).The term

quality of work life was first introduced at the International Labour Conference in 1972, but

recently gained attention after the United Auto Workers and General Motors took the initiative

to get the job enrichment and wider opportunities for self-development in order to encourage

employees to further develop itself (Arifin, 2012).Measurement of quality of work life will

have an impact on increasing the positive attitude of employees towards their work and to the

company, increase productivity and intrinsic motivation of employees, increase the

effectiveness of the company and the company competitive in the face of global business

(Tjahyanti, 2013).

2. WORK OUTCOMES

Work Outcomes refers to as the results or impact of activities of an individual over a

given period. Managing employee’s performance is necessary for achieving goals that an

organization has for itself. Better performance of each employee creates immense outcomes,

which mainly include congruence among employees, quality production and commitment at

work place.Outcomes are the result of an individual's performance. Many researches show that

QWL has strong influence on the various work outcomes of employees across the various

industries. In this study, the following Work Outcomes due to Quality of Work Life are

analysed:

2.1 WORK PERFORMANCE

Work performance is an individual output in terms of quality and quantity expected

from every employee in a particular job. Individual performance is most of the time determined

by motivation and the will and ability to do the work. Work performance of an employee is the

sum of all the work related activities expected of an employee and how well those activities are

being executed. It has been indicated that when employee feels happy about work related tasks

then their performance is increased and they execute tasks in better way. Performance is the

outcome of work in an efficient way with considerable obligation for organization without

interrupting any law and organizational goals.

2.2 JOB SATISFACTION

Job satisfaction is considered an important concept to study, as it is relevant both to the

humanitarian perspective and to utilitarian perspective. The humanitarian perspective revolves

around the premise that level of employee satisfaction refers to the extent that employees are

being treated fairly and appropriately in the organization. The utilitarian perspective suggests

that employee satisfaction can lead to behaviours that influence the functioning of the

organization. Job satisfaction is a pleasurable or positive emotional state resulting from the

appraisal of one’s job. It can also be defined as the general attitude that the employee has

towards her job and is directly tied to individual needs including challenging work, equitable

rewards and a supportive work environment and colleagues.


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2.3ORGANIZATIONAL COMMITMENT

The organizational commitment is the emotional bond or attachment between the

employees and their organizations. It is the relative strength of an individual’s identification

with and involvement in a particular organization. Sheldon (1971) defines Organisational

Commitment as an attitude or an orientation towards the organisations, which links or attracts

the identity of the person to the organisations. Salancik (1977) defines Organisational

Commitment as “a state of being in which an individual becomes bound by actions to beliefs

that sustains activities and involvement”.

SCOPE OF THE STUDY

Scope of study is a general outline of what the study will cover. The focal point of the

study is to analyse the various factors of Quality of Work Life and its impact on employees’

work outcomes in selected Automobile Companies in Chennai. The analysis, findings,

suggestions and conclusion of the present study conducted by the researcher will be of

immense use for the organisations come under Automobile Industry as well as employees in

India as well as other parts of the world and this study is also more useful for future researcher

with similar studies in this nature. This study is limited to the perception of employees on

QWL of Automobile Companies in Chennai. The scope of study is confined within Chennai

district. This study is conducted to suggest some measures to improve the present quality of

working environment of the Automobile Organisationsin order to increase the positive and

favourable work outcomes, which leads to better organizational performance.

RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the problem. The methodology

followed for conducting the study includes the specification of research design, sample design,

questionnaire design, data collection and statistical tools used for analyzing the collected data.

TABLE 1

RESEARCH METHODOLOGY

Research type Descriptive and Exploratory Research

Research Approach Qualitative and Quantitative Approach

Population (Universe)

&Sampling Unit

Employees of Automobile Companies in

Chennai

Sample size 120

Sampling Area Chennai

Sampling Method Probability Sampling – Random Sampling

Research Method Survey

Data type Primary (Majority of the data) and

Secondary Data

Sources of Primary Data Questionnaire and Personal Interview

Sources of Secondary Data

Newspapers, Journals, Magazines,

Reports, books, research articles, internet,

etc.

Research instrument Structured Questionnaire

Period of data collection May 2017 to July 2017

Software used for analysis SPSS (Version 20)


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DATA ANALYSIS AND DISCUSSION

The data, after collection, has to be processed and analyzed in accordance with the

outline laid down for the purpose at the time of developing the research plan. Analysis has

been done through various statistical tools to understand the outcomes with reference to the

objectives and hypothesis. In order to analyze and give the proper interpretation of data various

statistical tools (descriptive as well as inferential) are used.

1. DEMOGRAPHIC PROFILE

TABLE 2

Demographic Profile

(Sample Size = 120)

VARIABLES OPTIONS FREQUENCIES (%)

Gender Male

Female

84

36

71.00

29.00

Age 19 – 40 Years

41 - 60 Years

92

28

77.00

23.00

Qualification School

Level/Diploma

UG / PG

Professional

63

42

15

53.00

35.00

12.00

Marital Status Married

Unmarried

81

39

68.00

32.00

Monthly

Income (INR)

Upto Rs.20,000

Rs.20,001 –

Rs.40,000

Above Rs.40,000

64

38

18

53.00

32.00

15.00

Job Experience 1 – 5 Years

6 – 10 Years

11 – 23 Years

Open ended

Question (Scale

Variable)

28.00

52.00

20.00

Source: Primary Data

INTERPRETATION

From the above table, it is inferred that Male respondents (84, 71%) are more than

female respondents (36, 29%). In terms of Age of the respondents, majority of them belongs to

the age group of 19 – 40 Years (92, 77%). 53% of them (63)have School education/Diploma

and 35% (42) of the respondents are Under/Post Graduates. Majority of the respondents are

married (81, 68%). 53% of them are earning monthly income upto Rs.20,000. 52% of them

have 6 – 10 Years of work experience.


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2. QUALITY OF WORK LIFE ASPECTS – MEAN ANALYSIS

TABLE 3

Quality of Work Life Aspects

Descriptive Statistics

VARIABLES N Mean SD

Safe & Healthy Work Condition 120 11.26 3.452

Job Characteristics 120 10.25 4.551

Pay and Benefits 120 10.12 4.684

Opportunity for Development 120 9.66 4.995

Motivation 120 9.54 5.231

OVERALLQWL ASPECTS SCORE 120 50.83 6.258

Source: Primary Data

INTERPRETATION

Fifteen Questions relating to five aspects of QWL (3 questions for each aspect) based

on 5 point Likert scale, (Strongly Disagree to Strongly Agree) were given in the questionnaire.

Employees’ Perception on these aspects are measured by using descriptive statistics.From the

above table, it is inferred that the employees perceived more on Safe & Healthy Work

Condition (M = 11.26) and less on Motivation (M = 9.54) than others with respect to the

aspects of QWL. It is also inferred that the Consumers’ Perception on four aspects is above the

average level since the all Mean values are above 9 (60%) out of 15.The Overall Mean Score

of the employees’ Perception on QWL of Automobile Companies is 50.83. This is above 67%

(50.83 / 75 x 100 = 67.77%). This indicates that the employees’ Perception on QWL of

Automobile Companiesis above 67%.

3. INDEPENDENT SAMPLE ‘t’ TEST – ANALYSIS

H0: There is no significant difference between the Male and Female respondents with

respect to the various aspects of Quality of Work Life of Automobile Companies.

TABLE 4

VARIABLES

GENDER – QWL ASPECTS

t -

valu

e

p -

value MALE FEMALE

N Mean SD

N Mean SD

Safe & Healthy Work

Condition 8

4

12.2

9

2.87

4

3

6

10.11 3.64

5

4.52

3

0.000*

*

Job Characteristics 8

4

10.4

5

3.65

2

36 9.85 3.81

2

3.65

2

0.008*

*

Pay and Benefits 8

4

10.2

7

3.85

4

36 9.52 4.11

4

3.98

5

0.000*

*

Opportunity for

Development 8

4

9.85 4.12

3

36 9.21 4.24

7

3.21

4 0.014*

Motivation 8

4

9.76 4.23

6

36 9.02 4.54

8

3.54

1 0.010*

OVERALL QWL SCORE 8

4

52.6

2

6.11

2

36 47.71 7.15

8

4.22

2

0.000*

*

Source: Primary Data , (** 1% Level of Significance) , (* 5% Level of Significance)


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INTERPRETATION

An independent-samples t-test was conducted to compare the difference between the

Male and Female respondents with respect to the various aspects of QWL of Automobile

Companies.As the P values are lesser than Sig. Value (0.01 and 0.05) in all the cases, the Null

Hypotheses are rejected.

Based on the mean scores, we can say that the Overall Mean Score of QWL for Male

respondents (M = 52.62) is more than Female respondents (M = 47.71). This indicates that the

Male respondents have more perception on the various aspects of QWL of Automobile

Companies than the Female respondents. The male and female respondents (M = 12.29 for

male and M = 10.11 for female) have more perception on Safe & Healthy Work Condition

aspects when compared with other aspects. Hence, it is concluded that there is a statistically

significant difference between Male and Female respondents with respect to various aspects of

Quality of Work Life of Automobile Companies.

4. CORRELATION ANALYSIS

H0: There is no significant relationship between the Safe & Healthy Work Condition,

Job Characteristics, Pay and Benefits, Opportunities for Career Development and

Motivationand Quality of Work Life of Automobile Companies.

A Pearson product-moment correlation was run to determine the relationship between

the Safe & Healthy Work Condition, Job Characteristics, Pay and Benefits, Opportunities for

Career Development and Motivation and Quality of Work Life of Automobile Companies.

TABLE 5

QWL ASPECTS– QUALITY OF WORK LIFE

VARIABLES N

‘r’

VALU

E

P -

VALU

E

RELATIO

NSHIP

REMARKS

SIGNIFICAN

T RESULT

Safe & Healthy

Work Condition –

QWL

12

0

0.764*

* 0.000 Positive Significant

REJECTE

D

Job

Characteristics -

QWL

12

0

0.663*


REJECTE

D

Pay & Benefits -

QWL

12

0

0.621*


REJECTE

D

Opportunity for

Development-

QWL

12

0

0.596*


REJECTE

D

Motivation - QWL 12

0

0.521*


REJECTE

D

**. Correlation is significant at the 0.01 level (2-tailed).

INTERPRETATION

As the P value is lesser than Sig. Value (0.01) in all the above cases, the Null

Hypotheses are rejected. There are moderate to high positive correlations between the Safe &

Healthy Work Condition, Job Characteristics, Pay and Benefits, Opportunities for Career

Development and Motivation and Quality of Work Life of Automobile Companies.


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Out of five QWL Aspects, the relationship between Safe & Healthy Work

Conditionand QWL (r = 0.764) is more than others and the relationship is lesser between

Motivation and QWL (r = 0.521) when compared with others. It is inferred that Safe &

Healthy Work Conditionhas strong influence on Quality of Work Life of Automobile

Companies. Hence, there is a significant relationship between the Safe & Healthy Work

Condition, Job Characteristics, Pay and Benefits, Opportunities for Career Development and

Motivation and Quality of Work Life of Automobile Companies.

H0: There is no significant relationship between the Quality of Work Life and Work

Outcomes of Employees of Automobile Companies.

A Pearson product-moment correlation was run to determine the relationship between

the Quality of Work Life and Work Outcomes of Employees of Automobile Companies.

TABLE 6

QUALITY OF WORK LIFE– WORK OUTCOMES

VARIABLES N

‘r’

VALU

E

P -

VALU

E

RELATIO

NSHIP

REMARKS

SIGNIFICAN

T RESULT

QWL - Work

Performance 120

0.814*


REJECTE

D

QWL - Job

Satisfaction 120

0.872*


REJECTE

D

QWL -

Organisational

Commitment

120 0.645*


REJECTE

D

**. Correlation is significant at the 0.01 level (2-tailed).

INTERPRETATION

As the P value is lesser than Sig. Value (0.01) in all the above cases, the Null

Hypotheses are rejected. There are moderate to high positive correlations between the Quality

of Work Life and Work Performance, Job Satisfaction and Organisational Commitment. QWL

has more relationship with Job Satisfaction (r = 0.872) and less relationship with

Organisational Commitment (r = 0.645) than others. It is inferred that QWL has strong

influence on Job Satisfaction of employees. Hence, there is a significant relationship between

the Quality of Work Life and Work Outcomes of Employees of Automobile Companies.

5. MULTIPLE REGRESSION

Regression is the determination of statistical relationship between two or more

variables. Multiple regression analysis examines the strength of the linear relationship between

a set of independent variables and a single dependent variable (measured at the interval/ratio

level). Multiple Regression was conducted to determine the best linear combination of Safe &

Healthy Work Condition, Job Characteristics, Pay and Benefits, Opportunities for Career

Development and Motivation for predicting Quality of Work Lifein Automobile Companies.


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TABLE 8

REGRESSION ANALYSIS - QWL

Model

Unstandardized

Coefficients

Standardized

Coefficients

t Sig.

B Std. Error Beta

1

(Constant) .625 .254 2.782 .114

Safe & Healthy Work

Condition .455 .008 .615 14.334 .000

Job Characteristics .387 .033 .534 11.341 .000 Pay & Benefits .333 .038 .421 10.632 .000 Opportunities for

Development .290 .041 .334 9.221 .000

Motivation .239 .046 .232 8.102 .000

Dependent Variable: QUALITY OF WORK LIFE

Preliminary analyses were conducted to ensure no violation of the assumptions of

normality, linearity, multi-collinearity and homoscedasticity. The Means, Standard Deviations,

and inter-correlations can be found. This combination of all five variables significantly predicts

the dependent variable i.e., Quality of Work Life, F (5, 114) = 653.611, p = .000 which is

lesser than .001 (Sig. Value 2-tailed) and Adjusted R Square = 0.712.

Out of five independent variables, Safe & Healthy Work Condition (0.615) is the

strongest influencing factor which predicting dependent variable – Quality of Work Life. The

beta weights suggest that the Safe & Healthy Work Conditiononly contribute most (0.615 or

61%) to predict Quality of Work Life. Motivation contributes to Quality of Work Life (0.232)

lesser than others.

LIMITATIONS AND DIRECTION FOR FURTHER STUDIES

The sample will be confined to 120Employees of Automobile Companies. So this study

cannot be regarded as “full -proof” one. This study is confined to the selected Employees

working in various Automobile Companies in Chennai district. Hence, the results of this study

cannot be generalized to the other parts of the state as well as other parts of India. Therefore,

for academics and researchers, further quantitative research is needed to identify the impact of

QWLon Work Outcomes using cross-district/state and cross-industry applications to predict

human behavior in various contexts.Upon this study, there may be some suggestions for further

studies. The scope of this research is employees whowork in Automobile Companies in

Chennai. Considering this fact, for the future studies, employees from different industry

andfrom different cities (Places) may be chosen and comparative studies might be carried out.

SUGGESTIONS FOR IMPROVEMENT OF QWL

In today’s competitive world, employees are considered as the most important assets of

the organization. An assured good quality of work life not only attracts young and new talent

but also retain the existing experienced talent. The study indicated that increase in quality of

work life results in increase in positive work outcomes. The results of the study showed that

the perception on the Motivation and Opportunities for Development has lesser impact on

Quality of Work Life. Therefore, the management of Automobile Companies should motivate

their employees by providing monetary and non-monetary benefits. They should understand

what motivates the workers i.e. understand their desires; it may be possible to develop a system


797

that increases employee motivation and morale at the same time.The management must

encourage employees through significant reward and recognition system to put their

constructive and value added suggestions so that the employees will be more committed

towards the organisational objectives. They should appreciate the workers performance

because people want to feel that the company that they work for appreciates the job they are

doing and their accomplishments and contributions towards growing that business.They should

increase the training programmes for the development of their employees. They have to

provide more growth opportunities to their workers.The results of the study showed that Health

and Safety Work Condition has more influence on the QWL than others. Therefore, the

Company should focus on workers’ Health, Safety and Welfare by providing the necessities

such as quality food and hygienic sanitary equipments which will give to the workers

psychologically, emotionally and physically fit enough to work.

CONCLUSION

Based on the analysis, it is concluded that Safe & Healthy Work Condition, Job

Characteristics, Pay and Benefits, Opportunity for Development and Motivation influence the

Quality of Work Life and QWL has impact on Work Performance, Job Satisfaction and

Organisational Commitment. Out of five aspects, Safe & Healthy Work Condition has more

strongly influence the QWL than others. Out of three work outcomes, QWL has more impact

on Job Satisfaction than others. The result of this study have verified the previous finding that

employees established positive work outcomes when they have quality of work life. Based

upon an understanding of employees’ various needs and their QWL experiences, management

can identify the strategic gap (if any) in the organization and can take further necessary actions

to improve the QWL of employees. This may be helpful for an organization to be successful

and to achieve organizational objectives since employees’ QWL experiences are directly

related with a variety of desirable work and organizational outcomes.

REFERENCES

1. Arifin, N. (1999), Concept Application Quality of Work Life in Effort to Grow

Motivation Employees who have Superior Performance. Usahawan, No. 10.

2. Arifin, N. (2012), Analysis of the quality of working life, performance and job

satisfaction in CV dutasenenanjepara. Journal Economia, 8(1), 11-21

3. S.Gayathiri, R.Gokulapriya, V.S.Arulmuruga, “An Improved Channel Aware Smart

Grid Transmission For MANET”, International Journal of Innovations in Scientific and

Engineering Research (IJISER), Vol.1, no.4, pp.212-219, 2014.

4. Salancik, G. (1977). Commitment and the Controlof Organizational Behavior and

Belief. In B.Staw and G. Salancik (Eds.), New directionsin organizational behavior

(pp.1-54). Chicago:St. Clair Press.

5. Sheldon, M.E. (1971). Investments andinvolvements as mechanisms

producingcommitment to the organization.Administrative Science Quarterly, 16, 143-

150.

6. Sojka, L., 2007: Kvalitapracovnéhoživota a súvisiacekonštrukty. Prešovskáuniverzita v

Prešove, Fakultamanžmentu. ISBN978-80-8068-653-6.

7. Tjahyanti, S. (2013), Effect of quality of work life on the productivity ofemployees.

Media Bisnis, 5(1), 9-19.

8. www.ibef.org/industry/india-automobiles.aspx

9. www.siamindia.com/statistics.aspx


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