View of COMPARATIVE STUDY B/W QWL AND ORGANIGATIONAL COMMITMENT OF COMPANY EMPLOYEES

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Vol.04, Special Issue 05, (ICIR-2019) September 2019, Available Online: www.ajeee.co.in/index.php/AJEEE

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COMPARATIVE STUDY B/W QWL AND ORGANIGATIONAL COMMITMENT OF COMPANY EMPLOYEES

Rajshree

Scholar, Jayoti Vidyapeeth Women’s University, Jaipur, Raj.

Abstract:- Each organization wants more output relative to their input in the current situation, whether the workers feel their place of work relaxed as needed. For an organization, thus, a partnership between its workers and the community in terms of efficiency is very critical. The need for QWL emerges. Quality of Life refers to a good or adverse work environment for citizens. It reflects the professional relationship with the employer. Quality of Work Life is a theory, a collection of values, which argues that persons are the key assets in the enterprise, since they are trustworthy, accountable and able to making valuable contribution to in their respective organizations.

1. INTRODUCTION

Each organization wants more output relative to their input in the current situation, whether the workers feel their place of work relaxed as needed. For an organization, thus, a partnership between its workers and the community in terms of efficiency is very critical. The need for QWL emerges. Quality of Life refers to a good or adverse work environment for citizens. It reflects the professional relationship with the employer. Quality of Work Life is a theory, a collection of values, which argues that persons are the key assets in the enterprise, since they are trustworthy, accountable and able to making valuable contribution to in their respective organizations.

1.1.1 Quality of Work Life (QWL): Concept and Definitions

History has played an important part in the lives of individuals, and it was a long period of consideration for management as well as human resources. The word quality of life was coined at Arden House at the first international QWL conference in 1972. The word standard of work (Davis and Cherns 1975), coincided with a recommendation that it had permanently passed on to the language of labor and management even though those people who used it were uncertain exactly which territories it contained. The conceptualizations of our social sciences were classified as social systems theory, empirical administration, individual interactions and now probable holistic organizations in the 20th century.

1.2 What is QWL?

Although the quality of the working life is not a widely accepted term, researchers believe that the quality of the working life is linked to the wellbeing of workers. The definition of quality of working life encompasses working ethics and many aspects of labor environments, job conditions steps, employee satisfaction, and productivity performance.

A favorable working environment that fosters satisfaction through incentives, workplace protection and career development" (Lau and Wong).” (Cummings and Worley 1997); (Sirgy et al. 2001). For the reasons, the concept of quality of work-life, as described in is used as: "the views and attitudes of employees regarding their employment as well as the understanding by employees of all circumstances and their assessment of this fulfillment and conditions of satisfaction with their employees' needs.”

1.3 Operational Definitions

Comprehensive literature review, factor analysis and the interactions of experts have allowed variables to be defined and applied. Below are operational meanings of the variables.

1. Work Environment:- The working environment is a workplace. It is an environment where workers must communicate with and collaborate with a variety of individuals in a social and technical environment. Secure and safe working conditions guarantee improved health, operation continuity, and reduced working relations. High productivity levels are reported by a healthy worker. Organizational culture is a collection of

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properties and the organizational environment is the mutual actions of individuals who belong to beliefs, vision, expectations, etc. of the organization. Promotion, promotion and reward requirements are all regulated by an entity and subject to the policies of the organization.

2. Co-Operation:- The contact between management and employees concerning the judgment of the workplace, disputes and settlement of the issue is relationship and cooperation. Work and profession are generally followed in social organization and the standard of work becomes an important aspect of the essence of personal relationships.

Employee recognition is based on skills, associated qualities, abilities, and ability, regardless of race, sex, physical appearance, etc.

3. Training & Development:- Training and development is an activity for people and communities to enhance their results. QWL is guaranteed by the work prospects for workforce growth and management support for the success of the job with outstanding conditions for improved personal ability and expertise.

4. Compensation and Rewards:- Compensation are motivating powers. The highest performer achieves these rewards, which builds the competitions between workers to work hard to accomplish both company and individual goals. Employees' economic preferences direct them to work and to a certain degree to employee satisfaction depending on the pay provided. Pay should be dependent on the work, expertise, duties, performance and accomplishments. The payroll should be fixed.

5. Facilities:- In order to fulfill the goals and objectives, the services play a large part in fulfilling the physical and emotional needs of workers. Equipment involves food, storage, safety, etc. It is advantageous for many employers to give their employees alternative employment arrangements. This is one way to improve morale and moral expectations for workers.

2. LITERATURE REVIEW

João Leitão et. al. [1] presented these research explores, in an innovative manner, the effect of subjective and behavioural components of QWL on organisational efficiency, assessed by collaborators’ feeling of commitment to the organization’s productivity. The empirical results indicate the significance of factors associated with workers having their supervisors’ help, inclusion in a good work environment and feeling valued both as professionals and as people.

The use of a subjective measure of collaborators contribution to organisational effectiveness is one of the research issues here discussed in a pioneering way and aims to establish new impacts on organisational management, taking into account components not previously empirically studied, various subjective and behavioural components that need more knowledge in a alternative way improved organizational performance and behavioural drivers of productivity, rather than relying wholly on increasing collaborators’ compensation.

Khushnuma et. al. [2] proposed research Papers reviewed in the present study highlight various perspectives on the concept of organizational commitment but still the widely accepted concept explains the three dimensions of OC i.e. effective (based on desire), normative (based on obligation), and continuance (based on intent to leave) commitments.

Though OC of teachers in public and private universities do get affected by the factors like organizational protectiveness, working condition, quality of work-life, motivation, family support, and job satisfaction but the strength and magnitude of the effect varies. In some cases, the public university provides more scope of commitment i.e. by providing better training and skill set enhancement opportunities, the scope of availing non-monetary benefits and especially implementing family support strategies but overall analysis suggest that private universities teachers’ commitment level is much more than the public university teachers commitment.

Komal et. al. [3] revealed the aim of this study is to establish that the form and extent of differences in relation to this relationship between employees in both countries explains the variance of organizational commitment of Private sector employees between Pakistan and the USA. This cross-sectional analysis collected the key data from HRM professionals employed in various commercial Pakistan and the US through questionnaires on one independent and three

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dependent variables. The studies are performed in two parts; the first section analyses the responses of respondents to the questions and the second part analyses Pakistan and America comparatively.

Fatima et. al. [4] presented the perception that teacher job satisfaction in public and private universities in Punjab, Pakistan, shows statistical differences of opinion among teachers in pay, advancement, rewards, coworkers, the type of work performed and contact within the organisation can be inferred after the comparative study has been conducted. The findings found in the teaching questionnaire demonstrated satisfaction with their pay, advancement prospects, partnership with colleagues and professional identification across both university sectors.

Sanad A. et. al. [5] proposed in order to investigate the effect of quality of work life on jobs participation in the manufacturing environment of Kuwait, this analysis was carried out.

It also aims to investigate the effect on this partnership of empowerment. The Public Industry Authority in Kuwait received a total of 300 questionnaires, of which 231 have been completed.

The findings suggest that the quality of life at work has both direct and indirect consequences, through empowerment, on employment participation.

The results indicate that organisations should pay careful attention to the quality of working life in order to maintain a healthy atmosphere for keeping workers in the company.

The report ends with an overview of the restrictions and offers potential research recommendations to increase the quality of working life in Kuwaiti organizations.

Monika et. al. [6] revealed the studies have been able to establish clear linkage between WLB and Employee engagement and job satisfaction. Lambert (2000) study concludes that the most perplexing findings pertain to the potential mediating role of perceived organizational support in explaining how work-life benefits come to affect work behavior and more theoretical and empirical work is needed to identify and measure specific aspects of workers’ experiences with these benefits that invoke the norm of reciprocity.

Belwal & Belwal (2008) observed in her employment viewpoint analysis in Omen that most concessions to women occur with an implicit perception of giving and approval or compassion and further research needs to be carried out to determine the position of organizational or service-oriented women. Work-life balance, family-friendly policies and working women in the produce and service sector are the key concerns.

Parvathy et. al. [7] indicated Quality of life comprises the cumulative number of healthy experiences people experience in all aspects of life. The term 'Quality of Work Life' applies to a number of working environments as well as workers' associated goals and desires.

Whereas Job satisfaction corresponds to the satisfaction of a worker at work, which serves as a motive for work. High job satisfaction helps organize, perform jobs, enhance physical and mental environments, and ensure workers a high quality of life. job dissatisfaction, on the other hand, results in absence, labour attrition, labour challenges and a detrimental organisational climate.

3. QUALITY OF WORK LIFE: THEORETICAL BACKGROUND AND COMPANY PROFILE This chapter provides a theoretical overview on the aspects under study. Thus there are four sections for the chapter, the first section presenting the theory about Quality of Work Life followed by Job satisfaction and its various facets. The third section being the explanation about Trust and the final part of the chapter explains Organizational Commitment.

3.1 Quality of Work Life (QWL)

In the early twentieth century job specialization and simplification were popular. In order to improve efficiency, narrow jobs were assigned to employees and also were supported by a rigid hierarchy. The concept behind this was to reduce costs for unqualified employees who could be quickly trained to do small repetitive part of every job.

However, complications occurred due to the unnecessary separation of labour in such classical jobs design. The employees became socially segregated from their colleagues because of the extremely technical jobs. They lost confidence in whole product. Disabled employees lost confidence in their work and became monotonous. Their increased needs, such as social needs

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and development, have not been fulfilled. This lead to higher turnover and absenteeism, reduced quality and dissatisfaction of the workers. Conflicts occurred as employees sought changes and companies were not properly responding. The real explanation was that the work itself was not rewarding in certain situations.

3.2 Job Satisfaction

The workers' overall approach to their jobs is called job satisfaction. It is an array of attitudes towards certain task factors. The workers can be pleased with some aspects of the work despite being dissatisfied with certain others at the same time. Locke describes job satisfaction as a 'pleasant or constructive emotional state arising from the assessment of the task or experience.' Employment satisfaction is the product of the employee's understanding of the degree to which his work provides these important things.

3.3 Building Organizational Commitment

Sources of organizational commitment tend to differ from person to person. The most significant sources of organizational commitment can be:-

3.3.1 Job Characteristics

Job characteristics influence organizational commitment considerably. Commitment can be greater when the responsibility levels of the individuals over the jobs they perform are very high and also have ample opportunity for career advancement. Job enrichment also tends to enhance organizational commitment. Positive and equal job experiences are the most important factor for organizational commitment. New members would believe the organization’s obligations are fulfilled.

The organizational commitment of employees might be affected when they have overload without commensurate rewards. Organizational commitment can also be enhanced by creating a feel of permanence in the employment relationship. There should be enough permanence for nurturing a relationship in which workers have belief that their efforts shall be rewarded appropriately. Perceptions of commitment are likely to be related to an organization’s treatment of new comers. Organizations’ treatment of new comers influences their organizational commitment and helps them, in becoming productive members of the organization.

3.3.2 Personal Characteristics

Whether or not an employee is committed to the organization and the extent of it can be attributed to the personal background and attributes of the individual. Thus organizational commitment can be related to age, job tenure, managerial respect, job status, need for achievement and a personality trait called conscientious. Locus of 94 control - a personal characteristic is an important determinant of organizational and work identification. Yet another personal characteristic found to be related to commitment is gender. Commitment of women is less strong than that of men especially for lower level jobs.

4. QUALITY OF WORK LIFE (QWL) AND ORGANISATIONAL COMMITMENT

The study entitled “A Comparative Study of Quality of Work life in Context of Organizational Commitment & Participative Management among Private Sector Company Employees” has been undertaken with the objective of evaluating existing Quality of Work Life of employees of Private Sector Company Employees and to make a comparison of the same, to understand the contribution of QWL to Job Satisfaction of employees, to understand the effect of QWL on employee trust towards the company, to evaluate the extent to which QWL affects Commitment of employees to Goals and Targets of the Organization, Commitment of employees to assigned work, Commitment of employees to Superiors, Commitment of employees to Colleagues and also to evaluate the extent to which QWL affects Organizational Commitment of employees. The analysis uses primary as well as secondary data. The primary data has been composed from the employees of selected Hero moto corp in neemrana (Rajasthan).

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5 4.1 Data Analysis

Questionnaire presented in Appendix A for Hero Corp and Appendix B For Honda Motor with data analysis and Evaluation of Respondent..

4.2 Organizational Climate of the Respondents

Table 4.1 Distribution of Sample by their response towards Organizational climate Response

Company

Total Hero moto

corp Honda cars ltd.

n % n % n %

Very little extent 22 11 80 40 102 51 To a little extent 66 33 52 26 118 59

Some extent 33 16.5 16 8 49 24.5

Great extent 18 9 29 14.5 47 23.5

Very great extent 61 30.5 23 11.5 84 42 Source: Primary data

Graph 4.1 Distribution of Sample by their response towards Organizational climate

4.2.1 Job Training Programmes

Table 4.2 Distribution of Sample by frequency of Job training program attended

Response

Type of Company

Total Hero moto

corp Honda cars ltd.

n % n % n %

Never 8 4 10 5 18 9

Rarely 30 15 16 8 46 23

Occasionally 26 13 83 41.5 109 54.5

Often 82 41 68 34 150 75

Very Often 54 27 23 11.5 77 38.5

Source: Primary data 0 10 20 30 40 50 60 70 80

Very little extent

To a little extent

Some extent

Great extent

Very great extent 22

66

33

18

61 80

52

16

29

23

Hero Honda

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Graph 4.2 Distribution of Sample by frequency of Job training program attended

Table 4.2 detailing the frequency of job training programmes attended by the respondents denote that the most of the respondents,44.57 per cent, from the Hero moto corp As for the respondents from the Honda cars ltd. most of them, 44.52 per cent opine that they attend job related training programmes occasionally.

5. CONCLUSION

Gender wise, female respondents have the higher score of 3.87. The mean score of ever married respondents are 3.86. The post graduate respondents have mean opinion score of 3.89. Rural respondents have the highest mean score, 3.88. The respondents having 21-25 years of service have the highest mean score of 4.24.

Regarding the level of responsibility of the respondents, those holding very high responsibility in relation to their work have the highest mean score of 3.93. Also shows that the significance level of F value of characteristics, education and length of service is less than 0.05.The result denotes that the opinion mean score of respondents vary significantly with respect to characteristics such as education and length of service.

Table 5.1 Mean score of agreement of the respondents about QWL aspects Total Hero moto corp Honda cars ltd.

F Sig.

Mean SD Mean SD Mean SD

Adequate and Fair

Compensation 3.25 0.68 3.18 0.71 3.33 0.55 4.624 0.010

Safe and Healthy Working

Conditions 3.44 0.63 3.39 0.62 3.45 0.60 5.044 0.007

Opportunity to use and

Develop Human

Capacities

3.73 0.64 3.72 0.63 3.62 0.65 7.086 0.001

Future Opportunity for

Growth and Security 3.45 0.64 3.37 0.65 3.57 0.62 7.339 0.001 Social Integration in

Work Environment 3.65 0.55 3.68 0.52 3.55 0.60 3.664 0.026 Constitutionalism in the

work place 3.53 0.63 3.50 0.61 3.48 0.60 6.023 0.003

Work and Total Life

Space 3.56 0.57 3.54 0.58 3.61 0.50 0.854 0.426

Social relevance of work

life 3.74 0.56 3.74 0.59 3.76 0.45 0.214 0.807

Job Designing 3.39 0.69 3.33 0.71 3.43 0.62 3.213 0.041

Job Enrichment 3.56 0.55 3.49 0.55 3.69 0.42 8.533 0.000 0

10 20 30 40 50 60 70 80 90

Never Rarely Occasionally Often Very Often 8

30 26

82

54

10 16

83

68

23

Hero Honda

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Job Involvement 3.79 0.56 3.77 0.48 3.85 0.52 1.675 0.188 Participation in decision

making 3.50 0.64 3.52 0.59 3.39 0.70 4.269 0.014

Effective training 3.84 0.48 3.87 0.49 3.82 0.41 1.426 0.241

The variation in the agreement level of the employees of the three sectors of Company, such as Hero moto corp (HERO), Old Private Sector Company (HONDA) and New Private Sector Company(HERO), on the different factors of QWL considered for the purpose of study is measured by One Way ANOVA and the results thereof is presented in Table 5.1.

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