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Journal of Managerial Psychology, 21 7 , Schaufeli, W. It should be noted also that in a previous empirical study [ 60 ] no significant association, neither positive nor negative, between work-life balance and productivity was detected. Nevertheless, Work-life balance plays an important role in overall life satisfaction and influences experiences in work life by increasing job satisfaction and organizational commitment [ 61 ].
A high level of engagement in work life is likely to produce a positive effect in work-life balance, which can be further enhanced by goal attainment in work life [ 62 ]. Accordingly, the following research hypothesis is derived:. QWL is the foundation of employee well-being and leads to better performance [ 26 ]. Skills, occupational improvement and opportunity for training are considered sub components of QWL [ 45 , 63 , 64 ].
Thus, employees expect to develop their skills and get promoted, ensuring a better performance for the organization [ 67 ]. In turn, training is an activity aimed at enhancing performance, by ensuring the opportunities for development of skills and encouragement given by the management team [ 38 ]. High levels of QWL lead to job satisfaction, which ultimately results in effective and efficient performance [ 49 ].
Considering the previous statements and empirical evidence, the following hypothesis is derived:. The survey was conducted from April to July Twelve partners from Italy, Bulgaria, Cyprus, Portugal, Greece and Spain participated in data collection, by interviewing employees. The sample covers 15 private companies and five public entities or large firms per partner, involving two employees per organization and totaling questionnaires.
It was not intended to interview company owners or general managers to avoid bias in the responses. A convenience sample procedure based on random selection was used. In each organization, a contact person was identified to ensure completion of the questionnaire, which was afterwards validated by the research team.
The questionnaires were applied by personal interviews to ensure a maximum response rate. A total of questionnaires were collected involving organizations from the six European countries engaged in the data collection process. In the first section, Likert scales e. In the second section, levels of answer were used. Below, the sample is characterized and a set of results for the whole sample is presented.
Source: Own elaboration. To do so, the log-odds for these two categories relative to the baseline are computed, and then the log-odds are considered as a linear function of the predictors.
The operational model of analysis is as follows Figure 1 :. Table 2 below presents more details and description of the set of variables. Regarding the results of the OLS regression for the sample considered see correspondent column of Model 1, in Table 3 , which used as dependent variable the feeling of contribution to productivity, with the value of 1 when the worker declares they feel they contribute to productivity and 0 otherwise, the LR Chi 2 of In Model 2, the likelihood ratio quotient of Moreover, the older the workers are the more likely they are to feel somehow productive to their organizations.
Workers who feel they are highly productive are also older and those occupying managerial roles and direction positions in their organizations. These findings are in line with prior findings of [ 30 ], stressing the importance of workers being supported and appreciated for increased productivity.
Such results are aligned with prior studies which detected a positive association between job security, safety and well-being at the workplace and job productivity, satisfaction and motivation [ 37 ], and the existence of a safe work environment and its positive impact on productivity [ 1 ].
These results are aligned with prior literature, which found that by being involved in a socially supportive group inside the workplace, employees are more likely to contribute to organizational performance [ 31 ]. In the same line of reasoning, a study referred to previously, applied to the Croatian context [ 51 ], identified an important impact of co-operative working environments on QWL.
In Model 1, our empirical findings reveal a positive and significant influence of workers being professionally respected on the sense of feeling productive. This corroborates the rationale of the model proposal found in [ 39 ], which outlined that the needs for psychological growth covering the different frameworks associated with professional valorization and respect namely, skill variety, task identity and significance, autonomy and feedback are connected with QWL and thus performance.
This can be justified by the lack of work-life balance practices on the part of supervisors and the organization itself, as well as possible development of a negative emotion concerning the work-life balance allowance, which in certain organizational contexts could be interpreted as a mode of diminishing the potential leadership responsibilities given to target-workers.
The results are contrasting, but do not reject the previous findings in [ 52 ], which argued for a positive association between work-life balance and quality of work life, thus spurring productivity. In a similar vein, achieving a balance between private and professional life is expected to be positively associated with organizational commitment and, thus, with productivity at work [ 61 ].
This contrasting result could be justified by the productivity measure used, being a subjective measure, concerning the perception of being productive. Regarding implications, the evidence obtained signals that human capital managers committed to reinforcing organizational productivity through changing the behavior of collaborators and the organization itself should seek to fulfill a new strategic action agenda with the following priorities: 1 fostering an organizational culture that values behavioral practices of supervisor respect for the collaborator i.
This may be justified, on the one hand, by the content of the research question included in the original survey used in the current study that allows us to point out a hypothetically negative feeling concerning the leadership responsibilities given to target workers, without valuing in a proper way the required work-life balance.
Nevertheless, there is still great room for improvement as regards promoting the subjective conditions tending to strengthen behaviors oriented towards stimulating organizational productivity, especially, addressing gender issues, balanced management of the trade-offs between personal and professional life; and leadership responsibilities, per gender role.
The main limitations of the analysis concern the impossibility of carrying out a study with a time dimension, which could determine hypothetical relationships of causality or precedence between subjective and behavioral components and organizational performance. This would imply the design of a new questionnaire targeted to assess the feelings of the leaders regarding the performance of workers, and, afterwards, it will be possible to produce a contrasting analysis.
For the future, more thorough study of the relationship between QWL and organizational productivity is suggested, by making a comparative analysis involving different profiles of organizational culture considering other contexts of organizational location, for example, in America, Asia, Europe, Africa and Australasia. In this line of analysis, it would also be interesting to pursue this topic considering different organizational and corporate governance contexts, for example, multinationals, family control, female management, management with ethnic diversity and management with values.
Another avenue of future research would be the possibility, in the organizational context, of using new forms of organizational design and management able to change behavior in a subjective, inclusive and participatory way. It is necessary, therefore, to explore how design thinking, organizational gamification and co-creation can mobilize the collaborator to contribute effectively to improved organizational performance.
The authors acknowledge the highly valuable comments and suggestions provided by the editor and reviewers, which contributed to the improvement in the clarity, focus, contribution, and scientific soundness of the current study. A special debt of gratitude is also due to the track chair and participants in the 17th Conference of the International Society for Quality-of-Life Studies ISQOLS , , which took place in the University of Granada, Spain, for providing us with constructive feedback and positive incentives to improve the presentation of the research results, which are used as the empirical basis of this manuscript.
Conceptualization, J. National Center for Biotechnology Information , U. Published online Oct Author information Article notes Copyright and License information Disclaimer. Received Sep 18; Accepted Oct 6. This article has been cited by other articles in PMC. Keywords: organizational performance, productivity, quality of work life. Literature Review and Research Hypotheses 2.
Revealing the Relationship between Organizational Performance and QWL There is no simple or universally recognized definition of what performance is at the level of an individual organization. Exploring Subjective and Behavioral Components of QWL Quality of life is an elusive concept regarding the assessment of societal or community well-being from specific evaluation of individual or group cases [ 29 ].
Considering the previous statements in the literature, the following research hypothesis is derived: Hypothesis 1 H1. Hypothesis 2 H2. Hypothesis 3 H3. Hypothesis 4 H4. Hypothesis 5 H5. Empirical Approach 3. Table 1 Descriptive Statistics and Correlation Matrix.
Feeling of contribution to productivity 0. Good work environment 0. Professional respect 0. Work-life balance 0. Female 1. Age 2. Married 0. Manager role 0. College education 0. SME 0. Company age 2. Open in a separate window. Figure 1. Table 2 Variables description. Good work environment 1 if the worker feels satisfied with the work environment, 0 otherwise.
Professional respect 1 if the worker feels respected by the organization both as a professional and individual, 0 otherwise. Work-life balance 1 if the worker feels the organization is concerned with work-life balance, 0 otherwise.
Skills development 1 if the worker feels the organization supports skills development, 0 otherwise. Female 1 if female, 0 otherwise. Married 1 for being married, 0 otherwise. Manager role 1 for occupying a managing role, 0 otherwise. College education 1 for having college education, 0 otherwise. Results and Discussion Regarding the results of the OLS regression for the sample considered see correspondent column of Model 1, in Table 3 , which used as dependent variable the feeling of contribution to productivity, with the value of 1 when the worker declares they feel they contribute to productivity and 0 otherwise, the LR Chi 2 of Feeling of contributing to productivity to some extent Coef.
Acknowledgments The authors acknowledge the highly valuable comments and suggestions provided by the editor and reviewers, which contributed to the improvement in the clarity, focus, contribution, and scientific soundness of the current study. Author Contributions Conceptualization, J. Funding This research has received no external funding. Conflicts of Interest The authors declare no conflict of interest. References 1.
Pandey M. Here According to Blue stone, "QWL means ensuring studies at different sectors of industry are reviewed and improving organizationaleffectiveness, work 1. RavneetRehan and R. S Arora made restructuring, job enrichment, workhumanisation, study on Overall Quality of Work Life and Gap Analysis group work concept, labour management cooperation, on Punjabi University Teachers.
They analysedQWl worker's involvement, co operative work structure etc. In these It means bringing to the work place the maximum of fifteen factors, job related policies provide more democratic life style, a balance between the need of satisfaction to the respondents and salary is the second production and need of workers for self fulfilment. They found that Rethinam and Ismail define QWL as the there exists a significant gap between the perceived effectiveness of the work environment that transmits to satisfaction and perceived importance of the meaningful organization, and personal needs in respondents with regard to the factors of QWL.
Overall shaping the values of employees that support and satisfaction score shows a moderate satisfaction of the promote better health and wellbeing; job security, job respondents and requires improvement in quality of satisfaction, competency development, and balance work life of university teachers.
PrethiVijaiMadhavan and VenkataramanRaju Robbins defined QWL as "a process by which an on their study in IT sector used dimensions of job organization responds to employee needs by developing and career satisfaction, working condition,general well- mechanisms to allow them to share fully in making the being work life balance, career prospects and decision that determines their compensation and training and development.
The lives at work Kheradmand et al, Hence it is concluded Many authors, psychologists and management that relationship between management, employee and consultants accorded that it is difficult to define the term peer is having significant impact in the work life of quality of work life; rather QWL is a concept that has to employees. This is also agreed that quality of work life is not onsustainable quality of work life and job satisfaction merely job satisfaction;it is only one among its many among employees engaged in the freight forwarding aspects Davis and Cherns eds.
The QWL and clearing house in Mumbai and observation construct is complex as it comprises of both physical observed through data collection and chi- square used and mental wellbeing of employees Lawler, It also Opportunity to Utilize individual skills and talent, covers the aspect of well-being of employee, balance Develop Human Capabilities, provide Career and between work and personal life, involvement in Growth Opportunities varies according to the management decision making, compensation, Job employees' perception and job satisfaction depend upon security, professional career growth, co-worker and the way of perceived the dimensions of QWL.
Hence, QWL is a collective construct of job linked factors and 4. Jerome , in his study analysed the beyond job factors that brings overall satisfaction to quality of work life of employees at Jeppiaar Cement pvt worker. The study concluded that an appropriate satisfaction and overall quality of work life.
It was found organization culture, compensation policy, career that there is no significant relationship between the age, growth and relative facilities can leads to a satisfied educational qualification, income of the respondents employee mindset which ensure the overall and their overall quality of work life.
However,majority organization productivity. MostafizurRahman, Md. Rostam Ali 5. They found 1 Nurses were not satisfied with salary other remuneration, Work features and working and loan facility,2 there is positive correlation between environment, Career opportunity and growth, Social employee employer relation and relationship with recognition and integration, Occupational stress and colleagues,3 There is significant difference in the mean target, Constitutionalism in work organization and opinion for safety and there is no significant difference Quality of work life.
The conclusion found that there is in the mean opinion for opportunity with regard to the positive correlation between the dimensions of qwl and experience among the varied age group they are interrelated. QWL and its dimensions are 6. Rita Funnell studied about quality of moderately significant and descriptive study reflected working life of registered nurses in victoria's public that QWL is not strong in those banks.
The study suggests that paying fit. This study identified the need for an increase in attention to the different aspects of QWL which are rewards and benefits for nurses and also indicated an related to employees' needs for communication and urgent need for more career development and opportunities for career advancement; and work-family advancement opportunities to be established for nurses.
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