Workplace empowerment, quality of work life and employee commitment: a study on Indian healthcare sector

Abstract

Purpose The purpose of the paper is to explore the relationship between workplace empowerment and employee commitment with quality of work life (QWL) as a mediator in the case of private healthcare employees in India. Design/methodology/approach The study used a structured questionnaire to collect primary data from 279 employees of private healthcare units in India. AMOS 20 was used to analyse the data. Findings Results of data analysis confirm that the proposed hypotheses of the study were significant. Structural equation modelling revealed a best-fit model that demonstrated QWL to be a significant partial mediator between workplace empowerment and employee commitment. Practical implications This work provides a pragmatic view about the action mechanism through which workplace empowerment can aid in generating commitment among healthcare employees. The paper also offers insights for healthcare managers, administrators and practitioners. Originality/value The research is an attempt to integrate the employees as the core long-term assets of the healthcare system. The study establishes the triadic and symbiotic alliance of workplace empowerment, QWL and employee commitment in the novel context of healthcare.

Role of Quality of Work Life in Determining Employee Engagement and Organizational Commitment in Telecom Industry

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A Study of Impact of Quality of Work Life on Work Performance

“…Various studies have been carried out by researchers to study the relationship of QWL with different factors like employee commitment (Nayak, Sahoo, & Mohanty, 2018;Ojedokun, Idemudia, & Desouza, 2015), job satisfaction (Gayathiri & Ramakrishnan, 2013;Kasraie, Parsa, Hassani, & Ghasem-Zadeh, 2014;Rubel & Kee, 2014), job stress (Bolhari, Rezaeean, Bolhari, & Zare, 2012;Kasraie et al, 2014;Ramya & Poornachandran, 2017), etc. Different studies have also been carried out to study the relationship of employee or work performance with other factors like job satisfaction (Bakotic, 2016;Bowling, 2007;Inuwa, 2016;Rubel & Kee, 2014;Saranya, 2014), employee commitment (Bandula & Jayatilake, 2016;Becker, Billings, Eveleth, & Gilbert, 1996), employee engagement (Anitha, 2014;Sendawula, Kimuli, Bananuka, & Muganga, 2018), etc.…”

Building an ‘Industrial Engineering Mindset’ among Indian Healthcare Executives: Toward Management of Healthcare Facilities at an Industrial Scale post the COVID-19 Pandemic

“…The combined effects of these benefits would result in substantive gains (Kondasani & Panda, 2015; Narayanamurthy et al, 2018; Nayak et al, 2018; Young & McClean, 2009). The aim of the study was to comprehend how an ‘IE’-based ‘mindset’ in healthcare provision could be developed among healthcare managers, hospital owners, administrators, and policymakers in India.…”