DECLARATION

I, the undersigned Prof. SAPNA PREMCHANDANI hereby declare that this Research
Paper A Study of Quality of Work Life as a determinant of Job Satisfaction in

Service Sector is my original work and has never been published anywhere in the
same context.

TITLE OF THE STUDY

A Study of Quality of Work Life as a determinant of Job Satisfaction in Service

Sector
Abstract
The current study was conducted with an aim to examine whether Quality of Work Life is an
important determinant of Job Satisfaction in service sector or not. In this perspective, the present
investigation has been designed and planned to make an initial probe on the quality of work life
and job satisfaction of employees working in service sector of Indore, to understand how these
variables operate and function among the employees to promote the effectiveness of the
organization. Results indicated that Quality of Work Life was favorable, and moderate level of
positive correlation was found between Quality of Work Life and Job Satisfaction in service
sector. In addition to this, Quality of Work Life showed significant impact on job satisfaction.
Keywords- Quality of Work Life, Job Satisfaction, Service sector.
About the author
Mrs. Sapna Premchandani B.Sc., M.B.A (HR)
Research Scholar and Lecturer S.R.G.P. Gujrati Professional Institute (DAVV) Indore.
Email: premchandanisapna@yahoo.com
INTRODUCTION
In recent scenario, globalization is seen in every field. Every organization has to compete
globally for their survival and to achieve goals. Today's organizations need to be more flexible
and develop their workforce in a manner to enjoy their commitment. Quality of work life is
being identified as important indicator for the sustainability of business organizations. Therefore,
organizations are required to adopt a strategy to improve the employees 'quality of work life' to
satisfy both the organizational objectives and employee needs. Quality of Work Life (QWL)
has been defined as The quality of relationship between the employees and
the total working environment. QWL is concerned with the overall climate of
work and the impact on work and people as well as on organization

effectiveness. This study reviews the meaning of quality of work life and job satisfaction and
try to find out whether Quality of Work Life is an important determinant of Job Satisfaction or
not in service sector. The main purpose of this study is to help the organization to know the
importance of quality of work life by clarifying strong and weak points in the interface between
the organization and its employees. And this recognition will lead to high productivity and higher
job satisfaction.
CONCEPTUAL FRAMEWORK
Quality of Work Life
Quality of work life focuses primarily on the personal consequences of the work experience and
how to improve work to satisfy personal needs.
Quality of work life is defined as a process by which an organization responds to employee
needs by developing mechanisms to allow them to share fully in making the decisions that
design their lives at work.
Quality of work life is viewed as an alternative to the control approach of managing people. The
quality of work life approach considers people as an asset' to the organization rather than as
costs'. It believes that people perform better when they are allowed to participate in managing
their work and make decisions. This approach motivates people by satisfying not only their
economic needs but also their social and psychological ones. To satisfy the new generation
workforce, organizations need to concentrate on job designs and organization of work. Further,
today's workforce is realizing the importance of relationships and is trying to strike a balance
between career and personal lives. Successful organizations support and provide facilities to their
people to help them to balance the scales. In this process, organizations are coming up with new
and innovative ideas to improve the quality of work and quality of work life of every individual
in the organization. Various programs like flexible timing, alternative work schedules,
compressed work weeks, telecommuting etc., are being adopted by these organizations.
Technological advances further help organizations to implement these programs successfully.
Organizations are enjoying the fruits of implementing quality of work life programs in the form
of increased productivity, and an efficient, satisfied, and committed workforce which aims to
achieve organizational objectives.

For the last decade, the increasing effects of factors such as globalization, information
technology, world business competitiveness and limited natural resources have changed peoples
views of how a good company is defined. In the past, financial figures were the major factor in
defining a good company. In the recent years, quality of work life is increasingly being
identified as progressive indicators related to the function and sustainability of business
organizations.
Warr et al., (1979), in an investigation of quality of working life, considered a range of
apparently relevant factors, including: work involvement, intrinsic job motivation, higher order
need strength, perceived intrinsic job characteristics, job satisfaction, life satisfaction, happiness,
and self-related anxiety.
The concept of QWL is considered as multidimensional (Davis and Cherns, 1975).Walton (1982)
provides conceptual categories for analyzing the features of QWL. They are
1. Adequate and fair compensation.
2. Safe and Healthy working conditions
3. Immediate opportunity to use and develop human capacities
4. Future opportunity for continual growth and security
5. Constitutionalism
6. Total life span
7. Social relevance of work life.
Job Satisfaction
It is to strive for satisfaction in every aspect of life, and in the organizational context, this may be
related to striving towards securing a good job, with a good pay and high job satisfaction.
Satisfaction with job has always been an area of concern for practicing managers and
employees/workers primarily because of the reason that job satisfaction significantly affects
major organizational outcomes, such as individual performance, organizational productivity,
employees absenteeism and employee turnover.
Job Satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of
ones job

Greenberg and Baron (1997) defined job satisfaction as an individuals cognitive, affective, and
evaluative reactions towards his or her job.
Job satisfaction is simply how people feel about their jobs and different aspects of their jobs. It is
the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs (Spector,
1997).
An alternative approach is that proposed by Sousa-Poza and Sousa-Poza, based on the
assumption that there are basic and universal human needs, and that, if an individuals needs are
fulfilled in their current situation, then that individual will be happy. This framework postulates
that job satisfaction depends on the balance between work-role inputs - such as education,
working time, effort - and work-role outputs - wages, fringe benefits, status, working conditions,
intrinsic aspects of the job. If work-role outputs (pleasures) increase relative to work-role
inputs (pains), then job satisfaction will increase (Sousa-Poza and Sousa-Poza, 2000).
5.0 LITERATURE REVIEW
Hamdia Mudor (2011) had conducted a study on Job Satisfaction by adopting three variables
human resources management practice (supervision, job training, and pay practices), job
satisfaction, and turnover to explain the relationships among them. Results indicated that job
satisfaction played an important role to employees turnover as it lead employees to resign when
their satisfaction was low.
Tamini et al., (2011) conducted a study to ascertain the relationship of quality of work life with
organizational commitment and job burnout between government and private bank employees in
Zahedan city and found significant positive correlation of quality of work life with affective
commitment, continuance commitment, normative commitment, overall scores of organizational
commitment and personal accomplishment but negative correlation with emotional exhaustion
and depersonalization. Organizational commitment was a significant positive predictor for
quality of work life while depersonalization was a significant negative predictor for quality of
work life in government bank employees, whereas in private bank employees, continuance
commitment was a significant positive predictor for quality of work life.

Kheradmand, E. et al., (2010) found a significant positive relationship between quality of work
life and job performance.
Janus et al., (2008) assessed how work-related monetary and nonmonetary factors affect
physicians' job satisfaction at three academic medical centers in Germany and the United States.
Results revealed that German physician respondents were less satisfied than their U.S.
counterparts. In both countries, participation in decision making that may affect physicians' work
was an important correlate of satisfaction. In Germany other important factors were opportunities
for continuing education, job security, extent of administrative work, collegial relationships, and
access to specialized technology. In the U.S. sample, job security, financial incentives, interaction
with colleagues, and cooperative working relationships with colleagues and management were
important predictors of overall job satisfaction.
Bhusita et al., (2006) studied quality of work life and happiness development strategies of
Mahidol University and purposed four strategies namely: Strategies on strengthening motivation,
creation and promotion of an environment in workplace to support a good work life, increasing
quality of life and happiness during work life and participation toward sustainable happiness
with three main strategies on prevention, promotion, monitoring and co-ordination.
Wong (1989) had conducted a study on the impact of job satisfaction on intention to change jobs
among secondary school teachers in Hong Kong and found that low in teachers job satisfaction
tend to have low level of commitment and productivity. Linn et al (1985) had compared
academic and clinical faculty affiliated with a major teaching hospital in terms of work
characteristics, job stress, conflict between work and personal life, job and life satisfaction, and
perceived health. There were no significant differences between the two physician groups on
job satisfaction, total stress, anxiety, or depression scores. However, academic faculty reported
working longer hours, taking less vacation time, and spending more time in research and
teaching, but seeing fewer outpatients. Academic physicians experienced more conflict
between work and personal life, were burdened by a variety of time pressures, and were less
satisfied with their finances, but experienced fewer recent episodes of physical illness than
clinical faculty. However, compared with what is known about the general population, both
physician samples seemed equally or more satisfied with their health and their lives.

OBJECTIVES OF THE STUDY

1.
2.
3.
4.

To study Quality of work life of employees in service sector.

To study Job Satisfaction of employees in service sector.
To study correlation between Quality of work life and Job satisfaction.
To find out impact of Quality of work life on Job satisfaction.

METHODS AND PROCEDURES

The study is descriptive in nature. Statistical tools like Coefficient of Correlation, t-test were
applied.
Sample
A survey instrument in the form of questionnaire was used for the purpose of
collecting the main data for the study. The study was carried on 100 executives
working in service industry in Indore, who were selected on random basis. The respondent
belonged to the senior and middle level. The extraneous variables of age, gender, education and
other variables were controlled by randomization and elimination.
Tools for data collection
The instrument used in this study is composed of 2 parts. The first part deals
with Quality of work life. This scale consisted of 24-items.Participants were asked to evaluate
themselves on each of the 24-items with response possibilities ranging from 1= strongly disagree
to 5= strongly agree. In the current study, the Cronbach internal consistency coefficients of the
scale was satisfactory (0.677).
Similarly, Job satisfaction had 20-items.Respondents had to write their responses by using
numbers corresponding to the scale in the brackets provided. The current study indicated
satisfactory internal consistency of the job satisfaction measure ( = 0.71).
FINDINGS AND DISCUSSION
Hypotheses

H01 The Quality of work life in service sector is not favorable.

Descriptive Statistic was used to know whether Quality of work life is favorable or unfavorable
in service sector.
Table-1
Statistics
Total-QWL
N

Valid
Missing

100
0

Mean

90.20

Percentiles 25

84.00

50

91.00

75

94.00

It can be seen from Table-1 that mean-value of Quality of Work Life is 90.20, which is greater
than 84.00 but less than 94.00. Therefore it can be interpreted that QWL is moderately favorable
in service sector, hence null hypothesis namely H01- the Quality of work life in service sector is
not favorable is rejected. It may be concluded that Companys competitive wage structure,
Periodic feedback, participative leadership style, and assignment of challenging task makes
employees more competitive and helps in maintaining good quality of work environment.
H02 Quality of work life is negatively related to Job satisfaction in service sector.
Here the researcher studied the relationship between Quality of work life and Job satisfaction in
service sector.
Statistical tool like correlation was applied to find such relationship..
Table-2

Descriptive Statistics
Mean

Std. Deviation

Total-QWL

90.20

6.778

100

Total-JS

69.54

7.971

100

Table-3
Correlations

Total-QWL Pearson Correlation

Total-QWL

Total-JS

.583**

Sig. (2-tailed)

.000

N
Total-JS

100

100

Pearson Correlation

.583**

Sig. (2-tailed)

.000

100

100

**. Correlation is significant at the 0.01 level (2-tailed).

Nature of association ship between Quality of work life and Job satisfaction in terms of
coefficients of correlations was found to be 0.583**, (Table-3) which lies between the range 0.25
to 0.75. It largely reveals a moderate amount of positive relationships- which does not speak in
favor of the acceptance of H02. Therefore null hypotheses namely H02 Quality of work life is
negatively related to Job satisfaction in service sector is not accepted. It can be signified that
companys climate of trust, openness and well defined goal increase the performance and job
satisfaction of the employees up to certain extent.
H03 there is significant impact of Quality of work life on Job satisfaction in service sector.
Table-4
Statistics
Total-QWL
N

Valid
Missing

Median

100
0
91.00

It can be seen from Table-4 that the median value of QWL of employees in service sector is 91.

Table-5
Group Statistics

Total-JS

TotalQWL
>= 91

58

Mean
74.09

Std.
Deviation
4.143

42

63.26

7.743

< 91

Std.
Error
Mean
.544
1.195

Table-6
Independent Samples Test
Levene's Test
for Equality of
Variances

t-test for Equality of Means

95% Confidence Interval
of the Difference

Total
-JS

Equal
variances
assumed
Equal
variances
not
assumed

F
46.684

Sig.
.000

T
9.022

df
98

Sig.
(2tailed)
.000

8.245

57.973

.000

Mean
Difference
10.824

Std. Error
Difference
1.200

Lower
8.443

Upper
13.205

10.824

1.313

8.196

13.452

It can be observed from Table-6 that t-value is significant. It means that QWL produced
significant effect on Job Satisfaction and therefore null hypothesis namely H03 there is significant
impact of Quality of work life on Job satisfaction in service sector is accepted. Further, the mean
scores (table-5) of favorable QWL group is 74.09 which is significantly higher than that of mean
scores of unfavorable QWL group (63.26). Thus it can be concluded that employees with
favorable QWL are more satisfied with their jobs as compared to employees with unfavorable
QWL in service sector.

DISCUSSION
The purpose of this study was to determine level of quality of work life. After interpretation of
results, our H01 was not sustained as QWL was found to be favorable in service sector. Further,
moderate amount of positive relationships was found between QWL and Job satisfaction, this
finding seemed consistent with the findings of Hanita Sarah et al., (2008) who reported that three
variables of QWL (meaningfulness of job, optimism on organizational change and autonomy)
are significantly related to Job Satisfaction. Furthermore, this research attempted to find out the
impact of quality of work-life on job satisfaction. QWL as a whole were proven to be directly
related to job satisfaction. This finding was consistent with the previous researches for example
by Hagedorn (1994) as well as Olsen and Near (1994) as reported in Johnsrud (2002) where
work life variables such as salary, perceived support of colleagues, satisfaction with the
administration, work and non work conflict have been proven to directly affects or are predictive
of job satisfaction.
CONCLUSION
Quality of work life is the buzz term for Job satisfaction. It is rapidly gaining popularity, use and
importance in the workplace and impacts organizations in many ways. The present research
showed a moderate degree of positive correlation between Quality of work life and Job
satisfaction. Further, favorable conditions and environment of a work place promotes employee
satisfaction if they provided with rewards, job security and growth opportunities etc.
An organization should thus recognize employees quality of work life more than any other
variable, as powerful contributor to a company's competitive position. Therefore quality of work
life should be a continuous process of learning, improvement, measurement and action. Hence it
can be concluded that raising and maintaining quality of work life lies in the hands of an
organization and requires a perfect blend of time, effort, commitment and investment to craft a
successful endeavor.
LIMITATIONS OF THE RESEARCH
This present study was able to explore and document some very important relationship between
quality of work life and job satisfaction. While appreciating the overwhelming support obtained

from the empirical findings for all of the research hypotheses, the present research has certain
limitations attached with it. However future studies can overcome these limitations
The following limitations were noted for the research conducted:

The sample size (100) was small in the study, hampering the capacity for generalization.

This research study was limited to employees working in Indore.

There are several dimensions inherent in Quality of Work Life, and it would have been
better to treat each of them separately, but in this study it was not considered separately.

This process is likely to have a certain amount of invalidity due to the respondents
overestimated perception.

The study is not a complete analysis of quality of work life and job satisfaction, as this
required further detailed study in different geographical areas and collection of further
data.

IMPLICATION
Findings from this study have important and practical implications. QWL was found to be
moderately favorable in service sector. Management can make highly favorable QWL by proper
work-life integration to increase job satisfaction of their employees. The study has revealed that
QWL affects job satisfaction. This becomes an important implication for organizations that if
companies successfully maintain the climate of trust, openness and various programs like
flexible timing, alternative work schedules can result increased productivity, and an efficient,
satisfied, and committed workforce which aims to achieve organizational objectives.
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ANNEXURES
Questionnaire of Quality of Work Life
Name

Age

Designation

Experience:

Level

Education:

(Top/Middle/Operative)

Annual Salary
(50,000-1 lac) (1.0-2.5 lac)(2.5-5.0 lac)(5.0-7.5 lac)(7.5 lac & above)
SCALE: Quality of Work Life

SA

SA

SD

Strongly Agree

Agree

Neutral

Disagree

SD

Strongly Disagree

1.

Assignment of challenging task makes employees more competitive. ( )

2.

Companys competitive wage structure helps to retain competent staff. ( )

3.

Periodic feedback from superiors on areas of strength and improvement helps them to
perform better on their jobs. ( )

4.

Organization provides ample of opportunities for personal development to employees. ( )

5.

Company offers attractive monetary and non monetary rewards to motivate employees. ( )

6.

Proper balance between centralization and decentralization facilitates prompt and better
decision making. ( )

7.

Organizations philosophy rests on participative leadership style as it ensures high employee

commitment. ( )

8.

Company should reward creativity and innovation. ( )

9.

Company offers counseling to employees for maintaining balance in their personal and
professional life to manage conflict. ( )

10.

Compensation offered to the employee should be fixed on the basis of work done,
responsibility undertaken, individual skills, performance and accomplishments.

11.

Companys well defined goal increases the performance and reduces the stress.

12.

Companys climate characterized by trust and openness results in healthy interpersonal

relationship. ( )

13.

Company should have the ability to adopt change and reinforce the change by demonstrating
relationship between new behaviour and organizational success. ( )

14.

Trained employees make better economic use of resources that result in reduced wastage and
spoilage.

15.

Companys wage and salary plans establish fair and equitable remunerations. ( )

16.

Superior should be concerned about his subordinates future benefit like promotions and pay
raises. ( )

17.

Group success is more important than individual success. ( )

18.

Organization should encourage the use of uniform procedures. ( )

19.

Organization takes care of health of employees by providing medical facilities. ( )

20.

Workers pay should be linked to their productivity level. ( )

21.

Pay secrecy should be maintained in organization. ( )

22.

Inappropriate equipment, long work sessions without breaks result in lower productivity at
work. ( )

23.

Low social support, serious conflict, exclusion by superior and co worker at work are
important determinants of depression. ( )

24.

Training programs should focus on molding the employee attitude and help them to achieve
better cooperation which will lead to job satisfaction and high morale. ( )

Questionnaire of Job Satisfaction

SCALE: Job Satisfaction

SA

SA

SD

Strongly Agree

Agree

Neutral

Disagree

SD

Strongly Disagree

1. I am contented with the increments that the organization grants us. ( )

2. I will quit the present job if I am offered another at a higher pay. ( )
3. My organization provides good housing facilities to its employees. ( )
4. I have substantial discretion in scheduling the work and determining the procedures in
carrying out work. ( )
5. The most important thing that happens to me is involved with my job. ( )
6. My present job demands a high degree of accuracy. ( )
7. I have to work very hard here if I am to keep my job secure. ( )

8. I have control over the pace of my work. ( )

9. Present job requires use of different talents which are presence in me. ( )
10. I feel that my contribution to the organization is worth while. ( )
11. I like to go on learning as much as possible about my work. ( )
12. I often complete work just for the heck of it. ( )
13. I often feel that my employer will not terminate if I commit a mistake. ( )
14. My job is more varied and less monotonous. ( )
15. In the working of my organization my opinion/participation is considered. ( )
16. I have various venues open for refreshing my knowledge in my field. ( )
17. Drinking water facility is satisfactory and usually provided at work place. ( )
18. Since I have joined this organization I have hardly had time to fulfill my various desires due
to time constraints. ( )
19. Noise pollution is kept under control here. ( )
20. Fringe benefits in my organization are fantastic. ( )

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of an Empirical
Study . The Indian Journal of Labour Economics. 36(4) pp 817823.
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Publisher , New
York , USA.
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Dimensions: An
Empirical Study. Indian Journal of Applied Psychology, 34(2) pp 17.
5.
6. Yousuf A. S. M. (1996) Evaluating the Quality of Worklife, Management and
Labour
Studies, 21 (1), pp 515.