Quality of Work Life and Organizational Performance: Workers’ Feelings of Contributing, or Not, to the Organization’s Productivity

Abstract

This is a pioneering study on the relationship between quality of work life and the employee’s perception of their contribution to organizational performance. It unveils the importance of subjective and behavioral components of quality of work life and their influence on the formation of the collaborator’s individual desire to contribute to strengthening the organization’s productivity. The results obtained indicate that for workers: feeling their supervisors’ support through listening to their concerns and by sensing they take them on board; being integrated in a good work environment; and feeling respected both as professionals and as people; positively influence their feeling of contributing to organizational performance. The results are particularly relevant given the increased weight of services in the labor market, together with intensified automation and digitalization of collaborators’ functions. The findings also contribute to the ongoing debate about the need for more work on the subjective and behavioral components of so-called smart and learning organizations, rather than focusing exclusively on remuneration as the factor stimulating organizational productivity based on the collaborator’s contribution.

Developing Items for Measuring Quality of Work Life Among Malaysian Academics: An Exploratory Factor Analysis Procedure

“…Given these perspectives of QWL by these researchers, it is essential to pose this question, what amounts to a high QWL? A study of these dimensions of QWL is of great importance since a direct correlation between the quality of work life and motivation, satisfaction, and productivity has been confirmed by previous studies (Leitão et al, 2019;Ramawickrama et al, 2018). Some research works have been carried out to determine measures of QWL among academics in Malaysia (Daud et al, 2015;Khairunneezam et al, 2017;Mohammadi & Karupiah, 2019;Rahman et al, 2019).…”

“…The academics are strategic resources in any higher education institution, and the ability of universities to accomplish the task expected by the society depends on extremely motivated employees (Aslan et al, 2014). According to Leitão et al (2019), in order to maintain high productivity and keep the employees motivated, the employer must improve the employees' perceived quality of work life (QWL). Daud et al (2015) noted that understanding the QWL and its connection with organizational commitment (OC) would improve the degree of commitment among academics and motivate them to produce various high impact research papers.…”

Is Human Capital Ready for Change? A Strategic Approach Adapting Porter’s Five Forces to Human Resources

“…The outcomes of an organization depend on the employees' performances [10,11]. Therefore, a strategic approach is essential to the business, because in the long term, if the activities planned by managers have the expected outcomes, they will lead to better performance [12,13].…”

Association between transformational leadership, organizational commitments, and application of Total Quality Management (TQM) to employee performance in Sanglah General Hospital, Bali, Indonesia

“…Subordinates feel trust, pride, loyalty, and respect for their superiors and the organization and are motivated by transformational leadership that makes them do more than expected. 18 Implementing good and effective leadership makes the level of employee loyalty increase and has a positive impact on employee organizational commitment. The management system that involves all elements and aspects of the company is the concept of Total Quality Management (TQM), which has the aim of continuously optimizing the organization's capabilities and resources and increasing the quality of the resulting production so that it can survive and be able to compete with other organizations.…”