Quality of Work Life (QWL) and job satisfaction are critical concepts in the field of Human Resource Management (HRM). An intellectual puzzle was chosen by the researchers with regard to whether QWL and job satisfaction are the same or different, and if different, how they are differed. By using the desk research strategy a systematic attempt was made to solve the intellectual puzzle to a reasonable extent. Both constructs were found to be different and related. Four facets of the relationship between the two constructs were revealed: Job satisfaction being a dimension of QWL; job satisfaction not being a dimension of QWL; job satisfaction working as an antecedent of QWL; and finally job satisfaction being a consequence of QWL. Formulated synthesis is perceived as an original contribution to the concepts of QWL and job satisfaction.

Quality of work life in an organization is a critical factor for deciding employee related outcomes in modern organizations. The main aim of this study is to investigate the relationship between the dimensions of the quality of work life and job performance dimensions through a survey method using a questionnaire administered to a sample of 280 Station Masters who are employed at Sri Lanka Railways. The construct 'quality of work life' was measured by using eight dimensions based on Walton's model developed in 1975. A three component model including task performance, citizenship performance and counterproductive work dimensions was used for measuring job performance. This study used descriptive statistics, correlation and regression analyses to examine the relationship between the two variables. The result indicates that there is a strong, positive and significant relationship between the two variables and are positive and significant associations among the measurement dimensions of the variables. Further, the quality of work life has a substantial influence on job performance. The paper has of importance as it contributes to the existing body of knowledge originally and the contributions have been specified.

Job performance is highly relevant for organizations and individuals alike. Individual Job performance is the behavioural outcome of an employee which points out that the employee is showing positive attitudes towards his or her organization. Job performance is differently defined and measured in different disciplines in different ways. The main purpose of this paper is to define and to review theoretically and empirically the concept of job performance, measurement dimensions of job performance and empirical findings for measurement dimensions of job performance with reference to the various professions in service oriented organizations. As a desk research, this study reviewed literature regarding job performance and its dynamic nature, compared and analyze d dimensions (taxonomies) related to job performance, created a new definition and explained the importance of job performance adding novelty to the existing literature and provided suggestions for further studies.