Investigating the Relationship between Quality of Work Life and Organizational Commitment amongst Employees in Malaysian Firms

Abstract

Determining the quality of work life (QWL) of employees is an important consideration for employers interested in improving employees' job satisfaction and commitment. The purpose of this paper was to investigate the relationship between quality of work life and organizational commitment among a sample of employees in Malaysia. Seven QWL variables were examined namely growth and development, participation, physical environment, supervision, pay and benefits and social relevance were examined to determine their relationship with organizational commitment. The results showed that there was a relationship between QWL and organizational commitment and provide insights on how Malaysian firms could improve upon their employees' commitment.

The Co-Relation Between QWL and Demographic Factors of Private University Employees in India

“…Given the fact that the importance of QWL is very eminent, Daud, (2010) proposed that a high level of QWL is compulsory for organizations to maintain attraction and retention employees. Richard E. Walton (1975) one of the protagonist of the work on QWL in his study titled "Criteria for Quality of Work life" elucidates the term with mention to eight extensive conditions of employment that represent desirable quality of work life.…”

Quality of Work Life Evaluation among Service Sector Employees

“…This relationship of high commitment and high involvement in job was found to be positively correlated with positive customer service attitude [63]. Daud [64] also reported that different dimensions of QWL to have distinguishing effects on organisational commitments and quitting intentions. Organisational commitment was found to have a positive and direct relationship in terms of QWL dimensions in sectors like banking, food and educationindustry [65]- [67].…”

Quality of Work Life in the Postnationalization of Human Resources: Empirical Examination of Workforce Emiratization in the United Arab Emirates

“…However, because QWL can be an outcome of organizational activities and at the same time a process of human resource management, researchers could not agree on one way to measure it (Cheung & Tang, 2009;Daud, 2010;Lau, 2000). The different organizational cultures and diverse social, economical, and political circumstances of different nations have helped researchers modify the meaning and measurement of QWL in ways that suit each country and maybe each organization.…”

“…The importance of studying QWL stems from the belief that employees' work life impacts turnover, satisfaction, and organizational behavior in every aspect (Abdulla, 2009). Because of this, many researchers in the past one hundred years have sought to address different aspects of QWL (Asgari & Dadashi, 2011;Daud, 2010;Taylor, Cooper, & Mumford, 1979;Walton, 1975;Yaghi, Morris, & Gibson, 2007).…”

“…In particular it seeks to (a) identify factors that influence the QWL, (b) test two models of QWL developed by Daud (2010) and Saufi, Balakrishman, and Premarupon (2010), which identify factors that may influence turnover, and (c) identify factors that map QWL among Emirati employees. The following section will summarize the relevant literature, with emphasis on the UAE and the Arab states in the Gulf Cooperative Council (GCC) with which the UAE shares similar culture, economic, and social conditions.…”