Upload
others
View
2
Download
0
Embed Size (px)
Citation preview
http://www.iaeme.com/IJM/index.asp 609 [email protected]
International Journal of Management (IJM)
Volume 11, Issue 6, June 2020, pp. 609-636, Article ID: IJM_11_06_052
Available online at http://www.iaeme.com/ijm/issues.asp?JType=IJM&VType=11&IType=6
ISSN Print: 0976-6502 and ISSN Online: 0976-6510
DOI: 10.34218/IJM.11.6.2020.052
© IAEME Publication Scopus Indexed
“WORK FROM HOME” STRATEGIES AND ITS
IMPACT ON WORK LIFE BALANCE AND
ORGANIZATION COMMITMENT
Dr. Latha Krishnadas Mazumder*
Assistant Professor, Department of Business Administration,
Khawarizmi International College, Abu Dhabi, UAE
Rohit Kumar Das
Assistant Professor, Mechanical Engineering, TamilNadu, India
Adithya Akash Das
Mechanical Engineer, Crown Paper Mills, Ittihad Group of Companies,
Abu Dhabi, UAE
*Corresponding Author Email id: [email protected], [email protected]
ABSTRACT
In this dynamic world during the COVID19 pandemic, working professionals have
a hard time to create a balance between work and personal life. Work policies are
sometimes so rigid that it creates an insecurity to the job, and thereby impacts the
performance of the workforce. In an educational set up, sustainable work environment
policies must ensure better work quality by giving academic staff more time to
research and a reasonable schedule that is mutually acceptable. This research is
unique in combining work life balance and organizational commitment. The research
includes a survey with the participation of 500 academic and non-academic staff
members in different educational institutions using emerging technologies for blended
learning strategies. Based on the results the main hypothesis that there is a
relationship between work life balance and organizational commitment is accepted.
There are also differentiation analysis of work life balance and organizational
commitment based on personal characteristics. In the research work life balance is
explained with the variables, the effect of work to personal life, the effect of personal
life to work, work life growth and the effect of working with husband/wife or other.
Key words: Work from home strategies, Work life Balance, Organization
commitment
Cite this Article: Dr. Latha Krishnadas Mazumder, Rohit Kumar Das and Adithya
Akash Das, ―Work from Home‖ Strategies and its Impact on Work Life Balance and
Organization Commitment. International Journal of Management, 11 (6), 2020,
pp. 609-636.
http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=11&IType=6
―Work from Home‖ Strategies and its Impact on Work Life Balance and Organization Commitment
http://www.iaeme.com/IJM/index.asp 610 [email protected]
1. INTRODUCTION
The purpose of this study is to investigate the level of quality of work life (QWL) of academic
and non-academic staff of various educational institutions located in UAE and India and to
investigate the relationship between the QWL and Organizational Commitment (OC) amongst
the academic and non-academic members. The first objective of this study is to identify the
significant dimensions of QWL of academic and the second objective is to determine the
relationship between the QWL and OC among these academic and non-academic staff
members. This study adopted survey technique through personal distribution and the
respondents were selected based on convenience sampling method. The results indicate that
job characteristics, supervision and role conflict represent the quality of work life dimensions
of the academic. There is a strong relationship between job characteristics and affective
commitment while supervision and role conflict have a moderate relationship with affective
commitment. Job characteristics and role conflict have a moderate relationship with
continuance and normative commitment. Role overload on the other hand has little and no
significant relationship with all the three dimensions of OC. Discussions and recommendation
are provided in this study.
The percentage of people working from home doubled in just three weeks after the novel
coronavirus prompted sweeping social distancing policies at the national, state and local
levels.
More than half of these workers say they would prefer to continue to work from home as
much as possible when restrictions are lifted.
An organization‘s success is largely influenced or decided by the type of Human resources
they have. Organizations in the current scenario are functioning in a competitive environment,
and with equally advanced technological advancements which in turn affects largely on the
employment opportunities‘, skilled employee requirement, management (SPS) strategies,
policies, and styles. An organization must ensure the following:
Assess the readiness of your workforce to succeed while working remotely
Answer pressing questions related to the productivity and engagement of remote
workers
Create a long-term, remote work strategy that makes sense for your unique business
circumstances and employees' wellbeing
The people who really succeed while working from home are those that are able to hold
themselves and others accountable without direct in-person oversight, according to
Business News Daily. People in positions or in team roles that demand a certain portion of
work get done every day often allows for a better telecommuting experience for everybody.
By ensure employees who have the opportunity to work from home are able to handle this
pressure, everybody can win.
Being able to stay in touch with workers through a number of different means is an
important part of telecommuting. It is not just phone calls, emails and texts that are essential
nowadays. Internal chat, screen sharing and videoconferencing are great for keeping a
distributed workforce connected. These tools enable workers to become truly invested in each
other and their company's plans. They also provide nearly instant access to one another
without the high cost of business travel. Video meetings, for example, are a great way to
avoid miscommunications because of the difficulty we all have judging tone in email.
The Maslow‘s hierarchy needs states that the employee aspirations have drastically
changed over the years. The current market offers massive employment opportunities for the
job seekers, as such the majority of employees are willing to change their current jobs in order
Dr. Latha Krishnadas Mazumder, Rohit Kumar Das and Adithya Akash Das
http://www.iaeme.com/IJM/index.asp 611 [email protected]
to fulfill their higher order needs, and this is the one of the major factors hindering the
organization performance. The current job environment is quite competent and in order to
survive in such competitive scenario, it is advised that the organizations opt to conduct the
root cause analysis to attract and retain skilled and capable employees. So, in order to attain
this aim, an organization need to work on and strive to achieve a desirable level of Quality of
Work Life (QWL) by addressing employee‘s concern and should aim for fulfilling their
desires and wishes at the possible extent. The term ―Quality of Work Life‘‘ has different
connotation to different persons. Robbins (1989) defines QWL 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.‖ London conducted Objectives of
Q.W.L.
To improve the standard of living of the employees
To increase the productivity
To create a positive attitude in the minds of the employees
To increase the effectiveness of the organization (profitability, goal accomplishment etc.,)
IRJC
2. ORIGIN OF THE CONCEPT
The concept of QWL was first evolved:
After Industrial Revolution, the importance of human factor reduced because of the vast
mechanization. Various problems like job dissatisfaction, boredom, absenteeism, lack of
commitment etc. came up. Most management theories give emphasis on production,
manipulating the skills of employees.
2.1. Evolution and Reasons for Study of Quality of Work life
A number of legislations were passed in all parts of the world including India to protect and
safeguard employees from job-accidents, exploitation in the hands of the employer and also to
provide welfare and safety measures.
In the modern scenario, QWL has become a buzzword of the modern time. It was in the
year 1970 that the idea of QWL was conceived in the American Research Journals. The
contribution of Maslow, Herzberg and McGregor in improving QWL cannot be undermined.
The QWL has now come to be known as humanization of work. The basic idea of this
concept is to treat employees as a human being. Almost all large-scale concerns are trying to
make the work environment more humane.
The various terms which have now come to be associated with knowledge workers are
Intellectual Capital Social Capital, Human Capital, Human Resource Asset, Talent Investors
etc. Individuals possess bundles of energy which is not replicable.
These employees can become the most tangible assets of an organization if the concern
takes care of their QWL. Management now-a-days, have started showing utmost respect to
employees, in all multi-national companies, the employees are enjoying better quality of work
life.
Reasons for Study of Quality of Work Life:
Division of work and specialization has made the workers socially isolated from their fellow
workers.
Overdependence on rules, procedures and hierarchy has made the workers just like
various parts of the machine.
―Work from Home‖ Strategies and its Impact on Work Life Balance and Organization Commitment
http://www.iaeme.com/IJM/index.asp 612 [email protected]
In many organizations, workers are working 14 to 15 hours a day against the accepted
norms of 8 to 9 hours. This has brought the workers under stress and tension
Burnout, work-stress, health hazards, monotony etc. are the natural offshoots of the
modern way of life. Job pressure may result in poor health on account of drinking, smoking
and drug addiction.
Many organizations are keeping employees on temporary or ad hoc basis. There is no job
security for the employees in such organizations. Such person‘s overwork resulting in
reduction in their general happiness.
Globalization has lowered national boundaries and mobility of workers has increased
causing great changes in the work environment at factories and offices.
The changing workforce of literate workers is more concerned with non- economic
aspects such as self-respect, recognition, flexi-hours and organizational privacy etc.
Conflicts can be prevented if workers enjoy better QWL.
Principles of Quality of Work Life: by Hartick and Maccoby
Some of the principles of quality of work life, formulated by Hartick and Maccoby, are:
1. Principle of Security
2. Principle of Equity
3. Principle of Individuality and
4. Principle of Democracy.
Principle of Security:
The changing workforce of knowledge workers expects more than just money from their work
life.
Job Security is at the top of their list. The modern era is rapidly becoming an era of dual
income workers where both the spouses are working. Such workers need more flexibility in
certain areas such as working hours, leaves, compensation, etc. A worker who is free from the
fear of loss of employment contributes more value of an organization.
Principle of Equity:
In law, the principle of equity states that there should be no distinction or discriminates
among the owners, management and workers. There should be a fair reward for all of them.
The profit of the business should be shared between the owners and employees in the ratio of
contribution made by each one of them.
Principle of Individuality:
Individuality refers to freedom and autonomy allowed to workers in deciding their own pace
of work, methodology and designing of sequence of operations of the job. Thus, principle of
individuality lays down that every individual employee should be motivated to make use of
his existing capabilities and also encouraged to develop his competence to the maximum
level.
Principle of Democracy:
This principle implies that there should a democratic environment at the work place. The
employers should enjoy certain rights such as right to personal privacy, freedom of speech
etc. Workers‘ participation in management is an indication of democratic set up of an
organization.
Dr. Latha Krishnadas Mazumder, Rohit Kumar Das and Adithya Akash Das
http://www.iaeme.com/IJM/index.asp 613 [email protected]
3. ORGANIZATIONAL COMMITMENT
Organizational commitment is the special relationship that creates a special bond between
employees with their organization. The employees generally feel a connection with their
organization and also understand that their contribution is valued in the organization.
According to Meyer and Allen’s research study, there are three types of commitment which includes Affective commitment, Continuance commitment and normative commitment.
Affective commitment is the bond and passionate feeling about the job, whereas
continuance commitment is to involve oneself with commitment for fear of losing the job.
Normative commitment is obligatory in nature where the employee has a sense of
responsibility to continue working as a loyalty towards the organization.
Most organizations make it a point to improve the organization commitment by various
motivational initiatives that create a strong teamwork, by being very open and transparent, by
developing the trust between managers and employees.
Some organization, involve participative culture that promotes innovation, and by
providing constructive feedback that may help the employee to identify the skill gap and
improve on specific areas. Managers make it a point to delegate responsibilities and tasks
appropriately. Some offer very competitive bonus, incentive and perks.
Organizational commitment is defined as an employee‘s attachment to the organization
that he/she is working for. Organizational commitment plays an integral role in determining
employee retention and contribution for a longer period of time and work with complete
involvement towards achieving the organization‘s goal.
If an organizational commitment is determined it helps forecasting employee satisfaction,
employee engagement, distribution of leadership, job performance, job insecurity, and similar
such attributes. An employee‘s level of commitment towards his/her work is important to
know from a management‘s point of view to be able to know their dedication to the tasks
assigned to them on a daily basis.
It is important to understand that the level of commitments depends on multiple factors
and can vary from one individual to another. For example, hypothetically consider, an
individual is working with a lucrative market research firm and is being paid handsomely.
In this situation, there are chances that the individual would have affective commitment
where he/she is happy about staying in the company, but can also have continuance
commitment because he/she doesn‘t want to give up the pay and comfort that the job brings.
Finally, given the nature of the job the individual would feel the necessity to stay in the job
which would lead to normative commitment.
High levels of organizational commitments are related to superior business performance,
increased profitability, improved productivity, employee retention, customer satisfaction
metrics, reduced customer churn and above all improving the workplace culture. That‘s the
level of commitment an organization would expect from its employees. But how do we get
there?
3.1. Linking Quality Work Life to Organizational Commitment
Strong teamwork culture that provides QWL and organization commitment
Building a strong teamwork culture facilitates a healthy work environment. No two
employees in an organization can be exactly the same. When people come from different
backgrounds, there will be differences in the way they see and perceive things and the same
holds true when people work in a team. However, if an organization promotes a culture of
―Work from Home‖ Strategies and its Impact on Work Life Balance and Organization Commitment
http://www.iaeme.com/IJM/index.asp 614 [email protected]
team building, employees will be motivated to work together and achieve more. This will help
boost their commitment levels and create a long-term work culture harmony.
Clarity in Communicating goals and expectation to the employees
Most employees want to be a part of an irresistible future, they want to know what is most
important in their job and how can they achieve excellence in their job. For objectives to have
meaning and be effective, employees should be communicated clearly the goals and
expectations of the management. Employees, when they feel a sense of ownership tends to
stay longer with an organization.
Be transparent and encourage open communication
Let employees be participative in what is happening within the organization, as well as how
they can contribute more towards the development of the organization. When an organization
is transparent with its employees and shares numbers and figures with them, they are greater
chances that employees feel valued and increased sense of belonging. Thus improving the
performance of employees through transparency.
Maintain work ethics
Employees would want to feel good about the organization they are working with. Having
high standards of work ethics makes employees feel motivated and respectful towards the
organization. When employees know that an organization has high morals, they stay
associated with the organization. Good work ethics assures any employee, that they have an
equal playing field in the organization to perform and to grow their careers.
Foster a positive work culture
A positive work culture is where employees feel happy to be a part of the organization, where
they feel motivated and encouraged to share new ideas and facilitate communication with the
management without having the fear of being misunderstood. Encourage employees to find a
personal fit with the organization‘s culture.
Develop Trust
When employees start developing trust among themselves as well as leadership, it is a
positive sign of organizational development. Employees constantly watch the organization‘s
leadership for motivation and example, learn decision-making skills and how it helps strategic
changes within the organization and if their behavior reflect what they say.
Encourage innovation
Innovation is one of the best ways of encouraging employees. When an employee has an idea
of doing things differently and in a better way, do not discourage them, on the contrary,
motivate them to come up with more good ideas.
Provide constructive feedback and not criticism
Employees should be provided with constructive feedback whenever needed. They should be
appreciated for what they are doing well which will help them raise their morale. Tell
employees when they are wrong, but do more- tell them why it‘s wrong and above all- how to
do better. There is a difference between criticism and constructive feedback. Criticism only
tells what‘s wrong, constructive feedback tells you what is wrong, why is it wrong and how to
get it right!
Efficiently delegate tasks
An organization that functions efficiently knows the art of delegating tasks. One should
understand not all work can be done by one single person, there are dedicated resources in an
organization to carry out particular tasks. When the work has efficiently distributed no one, in
particular, is burdened.
Dr. Latha Krishnadas Mazumder, Rohit Kumar Das and Adithya Akash Das
http://www.iaeme.com/IJM/index.asp 615 [email protected]
Offer Incentives
When an employee performs exceptionally well, organizations need to value his/her
contribution. In such cases, it is a good idea to offer incentives to the employee to recognize
his/her good work and dedication. If the organization wants employees to have sufficient
work commitments it is essential that management rewards them appropriately as different
things motivate different people.
Satisfied and engaged employees are an asset to any organization. It is important to value
people who show dedication and commitment towards the organization. Organizations need
to dig deeper and find the root cause of issues faced by their employees and take timely
actions to reduce employee turnover.
3.2. Linking Quality Work Life to Organizational Commitment
Strong teamwork culture that provides QWL and organization commitment
Building a strong teamwork culture facilitates a healthy work environment. No two
employees in an organization can be exactly the same. When people come from different
backgrounds, there will be differences in the way they see and perceive things and the same
holds true when people work in a team. However, if an organization promotes a culture of
team building, employees will be motivated to work together and achieve more. This will help
boost their commitment levels and create a long-term work culture harmony.
Clarity in Communicating goals and expectation to the employees
Most employees want to be a part of an irresistible future, they want to know what is most
important in their job and how can they achieve excellence in their job. For objectives to have
meaning and be effective, employees should be communicated clearly the goals and
expectations of the management. Employees, when they feel a sense of ownership tends to
stay longer with an organization.
Be transparent and encourage open communication
Let employees be participative in what is happening within the organization, as well as how
they can contribute more towards the development of the organization. When an organization
is transparent with its employees and shares numbers and figures with them, they are greater
chances that employees feel valued and increased sense of belonging. Thus improving the
performance of employees through transparency.
Maintain work ethics
Employees would want to feel good about the organization they are working with. Having
high standards of work ethics makes employees feel motivated and respectful towards the
organization. When employees know that an organization has high morals, they stay
associated with the organization. Good work ethics assures any employee, that they have an
equal playing field in the organization to perform and to grow their careers.
Foster a positive work culture
A positive work culture is where employees feel happy to be a part of the organization, where
they feel motivated and encouraged to share new ideas and facilitate communication with the
management without having the fear of being misunderstood. Encourage employees to find a
personal fit with the organization‘s culture.
Develop Trust
When employees start developing trust among themselves as well as leadership, it is a
positive sign of organizational development. Employees constantly watch the organization‘s
leadership for motivation and example, learn decision-making skills and how it helps strategic
changes within the organization and if their behaviour reflect what they say.
―Work from Home‖ Strategies and its Impact on Work Life Balance and Organization Commitment
http://www.iaeme.com/IJM/index.asp 616 [email protected]
Encourage innovation
Innovation is one of the best ways of encouraging employees. When an employee has an idea
of doing things differently and in a better way, do not discourage them, on the contrary,
motivate them to come up with more good ideas.
Provide constructive feedback and not criticism
Employees should be provided with constructive feedback whenever needed. They should be
appreciated for what they are doing well which will help them raise their morale. Tell
employees when they are wrong, but do more- tell them why it‘s wrong and above all- how to
do better. There is a difference between criticism and constructive feedback. Criticism only
tells what‘s wrong, constructive feedback tells you what is wrong, why is it wrong and how to
get it right!
Efficiently delegate tasks
An organization that functions efficiently knows the art of delegating tasks. One should
understand not all work can be done by one single person, there are dedicated resources in an
organization to carry out particular tasks. When the work has efficiently distributed no one, in
particular, is burdened.
Offer Incentives
When an employee performs exceptionally well, organizations need to value his/her
contribution. In such cases, it is a good idea to offer incentives to the employee to recognize
his/her good work and dedication. If the organization wants employees to have sufficient
work commitments it is essential that management rewards them appropriately as different
things motivate different people.
Satisfied and engaged employees are an asset to any organization. It is important to value
people who show dedication and commitment towards the organization. Organizations need
to dig deeper and find the root cause of issues faced by their employees and take timely
actions to reduce employee turnover.
Many researchers have found job commitment to be the key component of establishing
and maintaining long-term relationships between companies and their employees (Meyer &
Allen, 1997). Employee job commitment reflects the importance of a job in the company
where the employee works and the intention to continue working in that job in the future
(Rhoades et al., 2001; Allen et al., 2003). In this study, employee job commitment is defined
as the employee's psychological attachment, internalised values of the goodness of job and
enduring desire to maintain that valued job in the SME (c.f. Kankaanranta, 2013). In other
words, it is the implicit or explicit pledge of relational continuity by the employee with the
SME. Psychologists have identified affective, calculative or instrumental and normative as the
main motivations of employee commitment (Meyer & Allen, 1997; Lee, Allen, Meyer &
Rhee, 2001). Affective commitment means that employees want to stay in the job because
they like their company enjoy the working relationship and feel a sense of loyalty and
belongingness. On the other hand, calculative commitment is the extent to which employees
perceive the need to maintain a job with their company because of the significant anticipated
switching costs or lack of alternatives. Normative commitment means that employees stay in
the job because they feel they ought to (Cater & Zabker, 2009; Meyer & Allen, 1997). In
empirical studies, employee job commitment is noted as being linked to job performance,
firm productivity and citizenship behavior (Allen & Meyer 1990; Mathieu & Zajac 1990;
Porter, Steers, Mowday & Boulian, 1974; Somers 1995).A better quality of work life makes
employees satisfied with their job at their workplace and that contentment trickles down to
their home and family life. There is some evidence showing that satisfied employees are
happy employees; happy employees are dedicated and loyal; happy employees are therefore
Dr. Latha Krishnadas Mazumder, Rohit Kumar Das and Adithya Akash Das
http://www.iaeme.com/IJM/index.asp 617 [email protected]
productive and tend to stay longer with a company (Sirgy, Efraty, Siegel & Dong-Jin, 2001).
The quality of work life is depicted by favorable conditions and environments of a workplace
that support and promote employee job satisfaction by providing employees with better
reward systems, job security and growth opportunities (Sirgy et al., 2001). Cascio (1998)
argued that employees who work in organizations where QWL exists, like their organizations
and feel that their work fulfills their needs. Eventually, the fulfillment of employees' needs
will trigger their satisfaction with the job, commitment to the job and the desire for long
tenure at their workplace. According to Maslow (1954), these needs encompass specifically
health and safely needs (protection from ill health and injury at work and outside of work, and
enhancement of good health); economic and family needs (pay, job security, and other family
needs); social needs (collegiality at work and leisure time off work); esteem needs
(recognition and appreciation of work in and outside the organization); actualization needs
(realization of one's potential within the organization and as a professional); knowledge needs
(learning to enhance job and professional skills); and aesthetic needs (creativity at work as
well as personal creativity and general aesthetics). Similarly, in the context of this study,
when SME employees perceive themselves to have attained quality in work life, they are
likely to view their SME as fair and as caring for their needs. Eventually, the perceived
fulfillment of their needs will in all likelihood lead to the SME employees' satisfaction with
their job, and commitment to it. They will also be motivated to seek longer tenure with their
respective SMEs. Evidence from prior studies has supported a positive linkage between the
quality of work life and employee job satisfaction, job commitment and tenure intention
(Heskett, Jones, Loveman, Sasser & Schlesinger, 1994; Lau, 2000; Seashore, 1975
4. METHODOLOGY
The background of 416 employees in various locations was studied in this research. 290
Academic and 126 constitute the sample. Perception of determinants of Quality of work life
and Organization commitment is studied through descriptive statistics. Comparison of
Academic and Non-academic staffs with respect to Quality of work life determinants and
Organization commitment is done by applying Independent samples t-test. Variation in
demographic groups with respect to Organization commitment is studied through one-way
ANOVA and Duncan‘s multiple comparison tests. The relationship between Quality of work
life determinants and Organization commitment are studied using bi-variate correlation
coefficient. Multiple regression analysis is applied to find the impact of Quality of work life
determinants on Organization commitment.
4.1. Reliability of the Study
Cronbach‘s Alpha co-efficient is used to study the reliability of the constructs. Any
Cronbach‘s Alpha of more than 0.7 is considered as good reliability. Table 1 presents the
reliability of the constructs taken in the study for both Academic and Non-Academic staffs. Table 1 Reliability of the study
No Construct Academic staffs Non-Academic staffs
No. of
items
Alpha No. of
items
Alpha
1 Quality of work life determinants
i. Work life natural fusion 19 0.82 19 0.81
ii. Social and Economic factors 15 0.79 16 0.83
iii. Motivation 18 0.81 19 0.79
iv. Job content 11 0.83 11 0.81
2 Organisation Commitment 18 0.81 16 0.81
i. Overall reliability of the study 81 0.83 81 0.84
Source: Primary data
―Work from Home‖ Strategies and its Impact on Work Life Balance and Organization Commitment
http://www.iaeme.com/IJM/index.asp 618 [email protected]
4.2. Design
The research will be Explorative and Descriptive in nature.
Explorative: This study will be explorative because it will explore the variables
affecting Commitment towards Organizations and QWL.
Descriptive: The study will be descriptive study. Questionnaires shall be distributed to
collect the desired data from the employees of Educational institutions Institutions.
As the researcher knows the university under the study for some years and is residing in
the campus, she can undertake ethnography to prepare case studies of some of the
departments/faculties of Educational institutions Institutions.
4.3. Data Collection
The researcher would extensively use primary data for analysis. ―The primary data would
form a major ground upon which an analysis will be made and the conclusions would be
drawn.‖
The primary data was collected on which the study was based. For descriptive research
collection of data was done through surveys, i.e. sample or census surveys, primary data by
questionnaires, interview method, schedules etc. The framed questionnaire will be clear,
precise and concise which for getting accurate responses from respondents.
In the present research, a structured questionnaire was used. The scales to evaluate
questions was Likert Scale 1-5, a strong dis-agreement would be a Scale 1 response while a
strong agreement recorded as 5 on the scale. The framed questionnaire is clear, precise and
concise which for getting accurate responses from respondents.
The AHP will be used for analysis of the collected data; hence the QWL can be explained
by four factors as given under.
Work life Natural Fusion - Mental composure, satvikta and wisdom (Sthit Pragya),
Managing Time, Availability for work and family
Social Factors - Work, Employee Respect, Self-Esteem, Integrating socially and
networking in the work environment.
Economic factors - Salary, Benefits - Health, Insurance & Retirement, Job security
Job content - Team Work, Independence, Recognition, Challenging assignments,
Ownership, authority to take timely decisions, Creativity, Growth.
4.4. Sampling Design
Stratified random sampling technique will be followed. The researcher can divide the entire
population into smaller groups thereby selecting the final subjects proportionally from
different strata. This would help the researcher in measuring the larger groups.
5. ANALYTICAL TOOLS
The analysis of data is extremely important for organizing categories, application of these to
raw data which involves methods such as coding, tabulating and drawing statistical
inferences.
Relevant statistical tools is used for analyzing the data with the help of SPSS. For
identifying the determinants of QWL and various factors that help in contributing towards an
effective Commitment towards Organizations, factor analysis technique will be used with the
help of a structured scale. While this will be an independent variable in the Correlation and
Regression analysis, commitment towards Organizations will be considered as a dependent
Dr. Latha Krishnadas Mazumder, Rohit Kumar Das and Adithya Akash Das
http://www.iaeme.com/IJM/index.asp 619 [email protected]
variable. ANOVA will be used to investigate factors which influence a dependent variable for
the analysis of data. Perceptions of respondents regarding the existing provisions of QWL will
be identified with the help of a structured questionnaire. Due to the large sample, the Z test
will be used to measure the difference between any variable and the mean of all variable
values divided by the standard deviation.
6. DATA ANALYSIS AND DISCUSSION
6.1. Perception of Academic and Faculty Staffs on Work life Natural Fusion
The purpose of this section is to study the perception of Academic and Faculty staffs on Work
life natural fusion and its dimensions of Educational institutions Institutions, India. Work life
natural fusion was factorised using exploratory factor analysis in the preceding section. The
four factors of Work life natural fusion are named according to variables grouped.
The four factors are:
Mental composure
Time management
Flexibility
Family and work commitment
Mental Composure of Academic and Faculty staffs consists of six variables: (i) I rank
myself as a very saatvik (in terms of good by thoughts, working habits, and eating habits) (ii)
My actions are based on some principles and understanding of the situation (iii) I rank myself
as a very saatvik (in terms of regular yoga and exercise, keeping very low greed or fear) (iv) I
pay reasonable attention to my good health, (v) In case when any priority issue arises at home
and till I have decided to attend the issue in a short while, I am able to focus on my tasks at
my work place and (vi) I do not wish to over react to joy and sorrows. The perception of the
items under mental composure is represented in the form of Mean and Standard deviation is
presented in the Table 2.
Table 2 Perception of Academic and Faculty staffs on mental composure
Statement Mean SD
I rank myself as a very saatvik (in terms of good by thoughts, working
habits, and eating habits) 4.14 0.812
My actions are based on some principles and understanding of the situation 4.38 0.658
I rank myself as a very saatvik (in terms of regular yoga & exercise,
keeping very low greed or fear) 3.68 1.023
I pay reasonable attention to my good health 3.72 0.911
In case when any priority issue arises at home and till I have decided to
attend the issue in a short while, I am able to focus on my tasks at my work
place
3.55 0.943
I do not wish to over react to joy and sorrows 3.75 0.859
Source: Primary data
Table 2 presents the descriptive measures of six items taken in Mental composure. The
mean responses for I rank myself as a very saatvik (in terms of good by thoughts, working
habits, and eating habits) is 4.14, My actions are based on some principles and understanding
of the situation is 4.38, I rank myself as a very saatvik (in terms of regular yoga & exercise,
keeping very low greed or fear) is 3.68, I pay reasonable attention to my good health is 3.72,
In case when any priority issue arises at home and till I have decided to attend the issue in a
short while, I am able to focus on my tasks at my work place is 3.55 and I do not wish to over
react to joy and sorrows is 3.75. Academic and Faculty staffs rated their actions are based on
―Work from Home‖ Strategies and its Impact on Work Life Balance and Organization Commitment
http://www.iaeme.com/IJM/index.asp 620 [email protected]
some principles and understanding of the situation at the first place in Mental composure. The
respondents agreed that they rank themselves as very saatvik, they do not wish to over react to
joy and sorrows, they pay reasonable attention to their good health and they are able to focus
their tasks in work place even there are family issues.
Figure 1 Mean response for mental composure of Academic and Faculty staffs
Time management of Academic and Faculty staffs consists of five variables: (i) I believe
that I should strictly give time to work and family in a balanced manner (ii) I believe to give
100% to both work and family (iii) I am able to understand ‗priority‘ among various kinds of
family responsibilities, (iv) I can well manage flexible timings when required (Class timings/
Administrative tasks/ Research work) and (v) I use mobile phones, internet and other
technologies mostly for productive purposes. The perception of the items under Time
Management is represented in the form of Mean and Standard deviation is presented in the
Table 3 Table 3 Perception of Academic and Faculty staffs on Time management
Statement Mean SD
I believe that I should strictly give time to work and family in a balanced manner 3.93 0.907
I believe to give 100% to both work and family 4.19 0.845
I am able to understand ‗priority‘ among various kinds of family responsibilities 4.45 0.681
I can well manage flexible timings when required (Class timings/ Administrative
tasks/ Research work) 3.78 1.033
I use mobile phones, internet and other technologies mostly for productive
purposes 4.22 0.797
Source: Primary data
Table 3 presents the descriptive measures of five items taken in Time management. The
mean responses for I believe that I should strictly give time to work and family in a balanced
manner is 3.93, I believe to give 100% to both work and family is 4.19, I am able to
understand ‗priority‘ among various kinds of family responsibilities is 4.45, I can well
4.14
4.38
3.68
3.72
3.55
3.75
0
1
2
3
4
5
I rank myself as a very saatvik (in
terms of good by thoughts,working habits, and eating habits)
My actions are based on some
principles and understanding ofthe situation
I rank myself as a very saatvik (in
terms of regular yog & exercise,keeping very low greed or fear)
I pay reasonable attention to my
good health
In case when any priority issue
arises at home and till I havedecided to attend the issue in a
short while, I am able to focus…
I do not wish to over react to joy
and sorrows
Dr. Latha Krishnadas Mazumder, Rohit Kumar Das and Adithya Akash Das
http://www.iaeme.com/IJM/index.asp 621 [email protected]
manage flexible timings when required (Class timings/ Administrative tasks/ Research work)
is 3.78 and I use mobile phones, internet and other technologies mostly for productive
purposes is 4.22. The Academic and faculty staffs rated in the first place that they are able to
understand ‗priority‘ among various kinds of family responsibilities towards Time
management. The respondents strongly agreed that they use mobile phones, internet and other
technologies mostly for productive purposes and they believe to give 100% to both work and
family. The respondent also agreed that that they strictly give time to work and family in a
balanced manner and can well manage flexible timings when required.
Figure 2 Mean response for Time management of Academic and Faculty staffs
Flexibility of Academic and Faculty staffs consists of Three variables: (i) I do not face any
criticism at work place when I work from home (ii) I do not face any criticism at workplace if
I carry a personal work at office and (iii) I can easily do some office task while at home. The
perception of the items under Flexibility is represented in the form of Mean and Standard
deviation is presented in the Table 4
Table 4 Perception of Academic and Faculty staffs on Flexibility
Statement Mean SD
I do not face any criticism at work place when I work from home 3.21 1.001
I do not face any criticism at workplace if I carry a personal work at
office 2.93 1.043
I can easily do some office task while at home 3.65 0.98
Source: Primary data
Table 4 presents the descriptive measures of three items taken in Flexibility. The mean
responses for I do not face any criticism at work place when I work from home is 3.21, I do
not face any criticism at workplace if I carry a personal work at office is 2.93 and I can easily
do some office task while at home is 3.65. Academic and Faculty staff scan easily do some
office work at home is the important aspect of Flexibility. The respondents agreed that they
3.93
4.19
4.45 3.78
4.22
0
1
2
3
4
5
I believe that I should strictly give
time to work and family in a
balanced manner
I believe to give 100% to both work
and family
I am able to understand ‗priority‘
among various kinds of family
responsibilities
I can well manage flexible timings
when required (Class timings/
Administrative tasks/ Research
work)
I use mobile phones, internet and
other technologies mostly forproductive purposes
―Work from Home‖ Strategies and its Impact on Work Life Balance and Organization Commitment
http://www.iaeme.com/IJM/index.asp 622 [email protected]
do not face any criticism at work place when I work from home at the same time they face
criticism if they carry personal work to office.
Figure 3 Mean response for Flexibility of Academic and Faculty staffs
Family and work commitment of Academic and Faculty staffs consists of five variables: (i)
I am able to understand ‗priority‘ among various kinds of official responsibilities (ii) I am
able to understand ‗priority‘ among various kinds of family responsibilities , (iii) Life is
largely about satisfying material needs of self & family, (iv) I can easily attend a family
member while at work and (v) I encourage my family members to attend some of the
functions/ programs organized in the University campus. The perception of the items under
Family and work commitment is represented in the form of Mean and Standard deviation are
presented in the Table 5.
Table 5 Perception of Academic and Faculty staffs on Family and work commitment
Statements Mean SD
I am able to understand ‗priority‘ among various kinds of official
responsibilities 4.5 0.688
I am able to understand ‗priority‘ among various kinds of family responsibilities 4.45 0.681
Life is largely about satisfying material needs of self & family 4.2 0.895
I can easily attend a family member while at work 2.9 1.115
I encourage my family members to attend some of the functions/ programs
organized in the University campus 4.13 0.861
Source: Primary data
Table 5 presents the descriptive measures of five items taken in Family and work
commitment. The mean responses for I am able to understand ‗priority‘ among various kinds
of official responsibilities is 4.5, I am able to understand ‗priority‘ among various kinds of
family responsibilities is 4.45, Life is largely about satisfying material needs of self & family
3.21
2.93
3.65
0
1
2
3
4
5
I do not face any criticism at
work place when I work fromhome
I do not face any criticism at
workplace if I carry a personalwork at office
I can easily do some office task
while at home
Dr. Latha Krishnadas Mazumder, Rohit Kumar Das and Adithya Akash Das
http://www.iaeme.com/IJM/index.asp 623 [email protected]
is 4.2, I can easily attend a family member while at work is 2.9 and I encourage my family
members to attend some of the functions/ programs organized in the University campus is
4.13
Academic and Faculty staffs strongly agreed and rated that they can understand ‗priority‘
among various kinds of family responsibilities at the first place towards Family and Work
commitment. The respondents also strongly agreed that they encourage their family members
to attend some of the functions/ programs organized in the University campus, able to
understand ‗priority‘ among various kinds of official responsibilities and life is largely about
satisfying material needs of self and family. However, they agreed that it is not an easy thing
to attend family member while they are at work.
Figure 4 Mean response for family and work commitment of Academic and Faculty staffs
6.1.1. Perception of Academic and Faculty staffs on Social and economic factors
The purpose of this section is to study the perception of Academic and Faculty staffs on
Social and economic factors and its dimensions of Educational institutions Institutions, India.
Social and economic factors are factorised using exploratory factor analysis in the preceding
section. The three factors of Social and economic factors are named according to variables
grouped. The three factors are:
Work environment
Self esteem
Salary, benefits and security
Work environment of Academic and Faculty staffs consists of seven variables: (i) In case of
work during night shifts enough safety is provided in workplace (ii) Work premises are
always kept clean by the cleaning staffs during regular intervals (iii) Enough care is given for
my basic needs at my workplace,(iv) There is sufficient office space (v) I receive enough
amount of technical/computer support I need (vi) In case of any personal issues, I have a
provision to share it with my supervisors and confidentiality is maintained and (vii) The
4.5
4.45
4.2
2.9
4.13
00.51
1.52
2.53
3.54
4.5
I am able to understand
‗priority‘ among various kinds
of official responsibilities
I am able to understand
‗priority‘ among various kinds
of family responsibilities
Life is largely about satisfying
material needs of self & family
I can easily attend a family
member while at work
I encourage my family members
to attend some of the functions/programs organized in the
University campus
―Work from Home‖ Strategies and its Impact on Work Life Balance and Organization Commitment
http://www.iaeme.com/IJM/index.asp 624 [email protected]
employees can approach the Management in case of reporting any grievances. The perception
of the items under Work environment is represented in the form of Mean and Standard
deviations are presented in the Table 6.
Table 6 Perception of Academic and Faculty staffs on Work environment
Statements Mean SD
In case of work during night shifts enough safety is provided in workplace 3.97 1.06
Work premises are always kept clean by the cleaning staffs during regular
intervals 3.88 0.983
Enough care is given for my basic needs at my workplace 3.83 0.979
There is sufficient office space 4.06 0.982
I receive enough amount of technical/computer support I need 3.92 1.039
In case of any personal issues, I have a provision to share it with my
supervisors and confidentiality is maintained 3.89 0.984
The employees can approach the Management in case of reporting any
grievances 4.01 0.972
Source: Primary data
Figure 5 Mean response work Environment of Academic and Faculty staffs
Table 6 presents the descriptive measures of seven items taken in work environment. The
mean responses for In case of work during night shifts enough safety is provided in workplace
is 3.97, Work premises are always kept clean by the cleaning staffs during regular intervals
3.88, Enough care is given for my basic needs at my workplace 3.83, There is sufficient office
space 4.06, I receive enough amount of technical/computer support I need is 3.92, In case of
any personal issues, I have a provision to share it with my supervisors and confidentiality is
maintained is 3.89 and The employees can approach the Management in case of reporting any
grievances 4.01. Academic and Faculty staffs are fully satisfied with the office space
sufficiency with regard to the work environment. The employees agreed that they can
approach the Management in case of reporting any grievances, enough safety is provided in
3.97
3.88
3.83
4.06 3.92
3.89
4.01
0
1
2
3
4
5
In case of work during night shifts
enough safety is provided inworkplace
Work premises are always kept
clean by the cleaning staffs during
regular intervals
Enough care is given for my basic
needs at my workplace
There is sufficient office spaceI receive enough amount of
technical/computer support I need
In case of any personal issues, I have
a provision to share it with mysupervisors and confidentiality is
maintained
The employees can approach the
Management in case of reporting
any grievances
Dr. Latha Krishnadas Mazumder, Rohit Kumar Das and Adithya Akash Das
http://www.iaeme.com/IJM/index.asp 625 [email protected]
workplace during night times, receive enough amount of technical/computer support, able to
share any personal issues with their supervisors and confidentiality is maintained, Work
premises are always kept clean by the cleaning staffs during regular intervals and Enough care
is given for their basic needs at their workplace.
Self Esteem of Academic and Faculty staffs consists of four variables: (i) I feel that the time
invested by me for institution is worthwhile (ii) I have faced situations where I felt that I
should quit the job to take care of my family (iii) My job description is in par with my
Qualification/s and (iv) There is a contradiction of Job responsibilities assigned to me
compared to the offer letter issued by Institutions. The perception of the items under Self
esteem is represented in the form of Mean and Standard deviation is presented in the Table 7
Table 7 Perception of Academic and Faculty staffs on Self esteem
Statements Mean SD
I feel that the time invested by me for institution is worthwhile 3.99 0.96
I have faced situations where I felt that I should quit the job to take care of my
family 2.97 1.293
My job description is in par with my Qualification/s 3.63 1.117
There is a contradiction of Job responsibilities assigned to me compared to the
offer letter issued by Institutions 2.43 1.228
Source: Primary data
Figure 6 Mean response for Self-esteem of Academic and Faculty staffs
Table 7 presents the descriptive measures of four items taken in Self-esteem. The mean
responses for the statement ‗I feel that the time invested by me for institution is worthwhile‘ is
3.99, while that for the statement ‗My job description is in par with my Qualification/s‘ is
3.63. The mean responses for the statement ‗I have faced situations where I felt that I should
quit the job to take care of my family‘ is 2.97 and the one for the statement ‗There is a
contradiction of Job responsibilities assigned to me compared to the offer letter issued by
3.99
2.97
3.63
2.43 0
1
2
3
4
5
I feel that the time invested by
me for institution is worthwhile
I have faced situations where I
felt that I should quit the job totake care of my family
My job description is in par with
my Qualification/s
There is a contradiction of Job
responsibilities assigned to mecompared to the offer letter
issued by Vidyapith
―Work from Home‖ Strategies and its Impact on Work Life Balance and Organization Commitment
http://www.iaeme.com/IJM/index.asp 626 [email protected]
Institutions‘ is 2.43. Academic and Faculty staffs felt that the time invested by them for the
institution is worthwhile is the important aspect of self-esteem. The respondents agreed that
their job description is in par with my Qualification/s. However the respondents agreed that
Job responsibilities assigned to them is not exactly matching with the offer letter issued by
Institutions and they have not quite often faced situations where they felt that they should quit
the job to take care of their family.
Salary, benefits and security of Academic and Faculty staffs consists of four variables: (i)
The Management has covered me with personal health insurance coverage (ii) Management is
really bothered about employee‘s safety and security. (iii) There are nearby departmental
pantries/ canteens to have refreshments during the office breaks (iv) There is enough Job
Security. The perception of the items under Salary benefits and security is represented in the
form of Mean and Standard deviation is presented in the Table 8
Table 8 Perception of Academic and Faculty staffs on Salary, benefits and security
Statements Mean SD
The Management has covered me with personal health insurance coverage 4.02 0.965
Management is really bothered about employee‘s safety and security. 4.06 1.024
There are nearby departmental pantries/ canteens to have refreshments
during the office breaks 3.31 1.223
There is enough Job Security 3.92 1.043
Source: Primary data
Figure 7 Mean response for salary, benefits and security of Academic and Faculty staffs
Table 8 presents the descriptive measures of four items taken in Salary, benefits and
security. The mean responses for The Management has covered me with personal health
insurance coverage is 4.02, Management is really bothered about employee‘s safety and
security is 4.06, There are nearby departmental pantries/ canteens to have refreshments during
the office breaks is 3.31 and There is enough Job Security 3.92. Management is really
bothered about employee‘s safety and security is the important aspect of Salary, benefits and
security. The respondents agreed that the Management has covered them with personal health
4.02
4.06
3.31
3.92
0
1
2
3
4
5
The Management has covered me with
personal health insurance coverage
Management is really bothered about
employee‘s safety and security.
There are nearby departmental pantries/
canteens to have refreshments duringthe office breaks
There is enough Job Security
Dr. Latha Krishnadas Mazumder, Rohit Kumar Das and Adithya Akash Das
http://www.iaeme.com/IJM/index.asp 627 [email protected]
insurance coverage, felt happy with the Job Security and there are nearby departmental
pantries/ canteens to have refreshments during the office breaks.
6.1.2. Perception of Academic and Faculty staffs on Motivation
The purpose of this section is to study the perception of Academic and Faculty staffs on
Motivation and its dimensions of Educational institutions Institutions, India. Motivation was
factorised using exploratory factor analysis in the preceding section. The four factors of
Motivation are named according to variables grouped.
The four factors are:
Awards, Rewards and Recognition
Stimulation
Promotions and Increments
Appreciation
Awards, Rewards and Recognition of Academic and Faculty staffs consists of seven
variables: (i) My efforts are recognized by the University (ii) My superiors appreciate my
work and their actions keep me stay motivated. (iii) I feel that there is a need by the
University to introduce more rewards to appreciate about the employee‘s unique skills,
abilities and tasks (iv) I have good faith in values and ethics followed by the top authorities of
the University (v) I have good faith in values and ethics followed by my immediate supervisor
(vi) I have good faith in values and ethics followed by my colleagues and (vii) I feel proud in
being part of a great mission of women‘s education. The perception of the items under
Awards, Rewards and Recognition is represented in the form of Mean and Standard deviation
is presented in the Table 9
Table 9 Perception of Academic and Faculty staffs on Awards, Rewards and Recognition
Statements Mean SD
My efforts are recognized by the University 3.89 0.926
My superiors appreciate my work and their actions keep me stay
motivated 3.83 0.968
I feel that there is a need by the University to introduce more rewards to
appreciate about the employee‘s unique skills, abilities and tasks 3.61 1.09
I have good faith in values and ethics followed by the top authorities of
the University 4.14 0.874
I have good faith in values and ethics followed by my immediate
supervisor 4.03 0.93
I have good faith in values and ethics followed by my colleagues 3.93 0.849
I feel proud in being part of a great mission of women‘s education 4.13 1.124
Source: Primary data
Table 9 presents the descriptive measures of seven items taken in Awards, Rewards and
Recognition. The mean responses for My efforts are recognized by the University is 3.89, My
superiors appreciate my work and their actions keep me stay motivated is 3.83, I feel that
there is a need by the University to introduce more rewards to appreciate about the
employee‘s unique skills, abilities and tasks is 3.61, I have good faith in values and ethics
followed by the top authorities of the University is 4.14, I have good faith in values and ethics
followed by my immediate supervisor is 4.03, I have good faith in values and ethics followed
by my colleagues is 3.93 and I feel proud in being part of a great mission of women‘s
education is 4.13. Good faith in values and ethics followed by the top authorities of the
University is the important aspect of the Awards, Rewards and Recognition. It is also
observed that they feel proud in being part of a great mission of women‘s education, have
―Work from Home‖ Strategies and its Impact on Work Life Balance and Organization Commitment
http://www.iaeme.com/IJM/index.asp 628 [email protected]
good faith in values and ethics followed by my immediate supervisor, have good faith in
values and ethics followed by my colleagues, their efforts are recognized by the University,
their superiors appreciate their work and their actions keep them stay motivated and they feel
that there is a need by the University to introduce more rewards to appreciate about the
employee‘s unique skills, abilities and tasks.
Figure 8 Mean response for Awards, Rewards and Recognition of Academic and Faculty staffs
Stimulation of Academic and Faculty staffs consists of five variables: (i) I can reach out to
University Vice Chancellor or Pro- Vice Chancellor quite easily if there are any problems that
I facing My efforts are recognized by the University (ii) I feel motivated to reach out to
University Vice Chancellor/Pro- Vice Chancellor in case I have a well thought suggestion for
improving functioning of the University (iii) The work routine is less challenging (iv) My
work is mentally challenging and (v) There is a lack of excitement in the tasks into which I
get involved. The perception of the items under Stimulation is represented in the form of
Mean and Standard deviation is presented in the Table 10
3.89
3.83
3.61
4.14
4.03
3.93
4.13
0
1
2
3
4
5
My efforts are recognized by the
University
My superiors appreciate my work
and their actions keep me staymotivated
I feel that there is a need by the
University to introduce more
rewards to appreciate about the employee‘s unique skills, abilities
and tasks
I have good faith in values and
ethics followed by the topauthorities of the University
I have good faith in values and
ethics followed by my immediatesupervisor
I have good faith in values and
ethics followed by my colleagues
I feel proud in being part of a
great mission of women‘s
education
Dr. Latha Krishnadas Mazumder, Rohit Kumar Das and Adithya Akash Das
http://www.iaeme.com/IJM/index.asp 629 [email protected]
Table 10 Perception of Academic and Faculty staffs on Stimulation
Statements Mean SD
I can reach out to University Vice Chancellor or Pro- Vice Chancellor
quite easily if there are any problems that I facing 3.79 1.166
I feel motivated to reach out to University Vice Chancellor/Pro- Vice
Chancellor in case I have a well thought suggestion for improving
functioning of the University
3.89 0.982
The work routine is less challenging 3.04 1.131
My work is mentally challenging 3.74 0.937
There is a lack of excitement in the tasks into which I get involved in 2.84 1.283
Source: Primary data
Table 10 presents the descriptive measures of five items taken in Stimulation. The mean
responses for I can reach out to University Vice Chancellor or Pro- Vice Chancellor quite
easily if there are any problems that I facing is 3.79, I feel motivated to reach out to
University Vice Chancellor/Pro- Vice Chancellor in case I have a well thought suggestion for
improving functioning of the University is 3.89, The work routine is less challenging is 3.04,
My work is mentally challenging is 3.74 and There is a lack of excitement in the tasks into
which I get involved in is 2.84. Academic and Faculty staffs felt motivated to reach out to
University Vice Chancellor/Pro- Vice Chancellor in case they have a well thought suggestion
for improving functioning of the University is the important aspect of stimulation. It is
understood that they can reach out to University Vice Chancellor or Pro- Vice Chancellor
quite easily for their problems and their routine work won‘t be challenging. However the
respondents agreed that their work is always mentally challenging and they never felt like
lacking in excitement of tasks which they got involved.
Figure 9 Mean response for Stimulation of Academic and Faculty staffs
3.79
3.89
3.04
3.74
2.84
0
1
2
3
4
I can reach out to University Vice
Chancellor or Pro- Vice Chancellorquite easily if there are any problems
that I facing
I feel motivated to reach out to
University Vice Chancellor/Pro- ViceChancellor in case I have a well
thought suggestion for improving
functioning of the University
The work routine is less challengingMy work is mentally challenging
There is a lack of excitement in the
tasks into which I get involved in
―Work from Home‖ Strategies and its Impact on Work Life Balance and Organization Commitment
http://www.iaeme.com/IJM/index.asp 630 [email protected]
Promotions and Increments of Academic and Faculty staffs consists of three variables: (i)
There is a good scope for career growth (ii) There is transparency in implementation of
Increments and related benefits (iii) I am satisfied with yearly increments in the form of hike
in basic salary and DA as per norms. The perception of the items under Promotion and
Increments is represented in the form of Mean and Standard deviations are presented in the
Table 11
Table 11 Perception of Academic and Faculty staffs on Promotions and Increments
Statements Mean SD
There is a good scope for career growth 3.74 0.996
There is transparency in implementation of Increments and related
benefits 3.68 1.001
I am satisfied with yearly increments in the form of hike in basic salary
and DA as per norms 3.38 1.074
Source: Primary data
Table 11 presents the descriptive measures of three items taken in Promotions and
Increments. The mean responses for There is a good scope for career growth is 3.74, There is
transparency in implementation of increments and related benefits 3.68 and I am satisfied
with yearly increments in the form of hike in basic salary and DA as per norms is 3.38.
Academic and Faculty staffs agreed that there is good scope for career growth in the
university and it is the prioritized variable regarding the Promotions and increments.
Respondents agreed that there is transparency in implementation of Increments and related
benefits and they are satisfied with yearly increments in the form of hike in basic salary and
DA as per norms.
Figure 10 Mean response for Promotion and Increments of Academic and Faculty staffs
Appreciation of Academic and Faculty staffs consists of three variables: (i) My immediate
supervisor‘s actions motivate me to work better (ii) The time I spend in my work is not
appreciated most of the time (iii) My co-workers understand me and support me. The
perception of the items under Appreciations is represented in the form of Mean and Standard
deviation is presented in the Table 12
3.74
3.68 3.38
0
1
2
3
4
5
There is a good scope for career
growth
There is transparency in
implementation of Incrementsand related benefits
I am satisfied with yearly
increments in the form of hike inbasic salary and DA as per norms
Dr. Latha Krishnadas Mazumder, Rohit Kumar Das and Adithya Akash Das
http://www.iaeme.com/IJM/index.asp 631 [email protected]
Table 12 Perception of Academic and Faculty staffs on Appreciation
Statements Mean SD
My immediate supervisor‘s actions motivate me to work better 3.99 0.898
The time I spend in my work is not appreciated most of the time 2.98 1.164
My co-workers understand me and support me 3.92 0.895
Source: Primary data
Table 12 presents the descriptive measures of three items taken in Appreciation. The mean
responses for My immediate supervisor‘s actions motivate me to work better is 3.99, The time
I spend in my work is not appreciated most of the time is 2.98 and My co-workers understand
me and support me 3.92. It is felt that the Academic and Faculty staffs felt like their
immediate supervisor‘s actions motivate them to work better as the important aspect. It is
noted that their co-workers understand them and support them and their time they spend in
their work is appreciated most of the time.
Figure 11 Mean response for Promotion and increments of Academic and Faculty staffs
6.1.3. Perception of Academic and Faculty staffs on Job content
The purpose of this section is to study the perception of Academic and Faculty staffs on Job
content and its dimensions of Educational institutions Institutions, India. Job content was
factorised using exploratory factor analysis in the preceding section. The four factors of Job
content are named according to variables grouped. The four factors are:
Team work
Independence
Freedom of work
Growth opportunities
Team work of Academic and Faculty staffs consists of three variables: (i) I am surrounded by
good quality staffs who respect peers (ii) I have good and supportive members to work with
and, (iii) Working in groups are always encouraged and recognized. The perception of the
items under Team work is represented in the form of Mean and Standard deviation are
presented in the Table 13
3.99
2.98 3.92
0
1
2
3
4
My immediate supervisor‘s actions
motivate me to work better
The time I spend in my work is not
appreciated most of the time
My co-workers understand me and
support me
―Work from Home‖ Strategies and its Impact on Work Life Balance and Organization Commitment
http://www.iaeme.com/IJM/index.asp 632 [email protected]
Table 13 Perception of Academic and Faculty staffs on Team work
Statements Mean SD
I am surrounded by good quality staffs who respect peers 3.8 0.976
I have good and supportive members to work with 3.95 0.845
Working in groups are always encouraged and recognized 3.92 0.948
Source: Primary data
Table 13 presents the descriptive measures of three items taken in Team work. The mean
responses for I am surrounded by good quality staffs who respect peers is 3.8, I have good
and supportive members to work with is 3.95 and Working in groups are always encouraged
and recognized is 3.92. Academic and Faculty staffs agreed in the first place that they have
good and supportive members to work with in terms of Team work. It is also inferred that the
respondents agreed that working in groups are always encouraged and recognized and they
are surrounded by good quality staffs who respect their peers.
Figure 12 Mean response for Team work of Academic and Faculty staffs
Independence of Academic and Faculty staffs consist of three variables: (i) The Management
gives enough freedom of work to complete my tasks or assignments (ii) I am given sufficient
time to pursue independent interests (e.g., course development, research) and, (iii) I am given
enough authority to take decisions when I ‗am assigned with a task/job. The perception of the
items under Independence is represented in the form of Mean and Standard deviation is
presented in the Table 14
Table 14 Perception of Academic and Faculty staffs on Independence
Statements Mean SD
The Management gives enough freedom of work to complete my tasks or
assignments 3.98 0.842
I am given sufficient time to pursue independent interests (e.g., course
development, research) 3.57 0.979
I am given enough authority to take decisions when I ‗am assigned with a
task/job 3.76 0.93
Source: Primary data
3.8
3.95 3.92
0
1
2
3
4
5
I am surrounded by good quality
staffs who respect peers
I have good and supportive members
to work with
Working in groups are always
encouraged and recognized
Dr. Latha Krishnadas Mazumder, Rohit Kumar Das and Adithya Akash Das
http://www.iaeme.com/IJM/index.asp 633 [email protected]
Table 14 presents the descriptive measures of three items taken in Independence. The
mean responses for The Management gives enough freedom of work to complete my tasks or
assignments is 3.98, I am given sufficient time to pursue independent interests (e.g., course
development, research) is 3.57 and I am given enough authority to take decisions when I ‗am
assigned with a task/job 3.76. Academic and Faculty staffs agreed that the Management gives
enough freedom of work to complete my tasks or assignments in the first place in terms of
Independence. The respondents also agreed that they are given enough authority to take
decisions when they are assigned with a task/job and they are given sufficient time to pursue
independent interests.
7. FINDINGS
7.1. Comparison of Determinants of Quality of Work Life and Organization
Commitment
Significant variation is not observed between Academic and Faculty staffs and Non
Academic staffs of Educational institutions with regard to Work life natural fusion.
Significant variation is observed between Academic and Faculty staffs and Non
Academic staffs of Educational institutions with regard to social and economical
factors. The happiness about Social and economical factors of both Academic and
Non-Academic staffs are good. However the Non-Academic staffs are more satisfied
with the social and economical factors than the Academic and Faculty staffs of
Educational institutions.
Significant variation is observed between Academic and Faculty staffs and Non
Academic staffs of Educational institutions with regard to Motivation. The motivation
level of both Academic and Non-Academic staffs are good. However Non-Academic
staffs are more pleased with the motivation they got than the Academic and Faculty
staffs of Educational institutions.
Significant variation is observed between Academic and Faculty staffs and Non
Academic staffs of Educational institutions with regard to Job content. The contention
towards Job content level of both Academic and Non-Academic staffs are good.
However the Non-Academic staffs are more contented with the job content than the
Academic and Faculty staffs of Educational institutions.
Significant variation is observed between Academic and Faculty staffs and Non
Academic staffs of Educational institutions with regard to Organization commitment.
The organization commitment level of both Academic and Non-Academic staffs are
good. However the Non-Academic staffs are more committed with organization than
the Academic and Faculty staffs of Educational institutions.
7.2. Relationship between Determinants of Quality of Work Life and
Organization Commitment
The correlation coefficient of 0.356 between Work life natural fusion and
Organization commitment on Academic and Faculty staffs is significant at 1% level. It
is interpreted as Work life natural fusion improves Organization commitment
moderately for Academic and Faculty staffs. Whereas the correlation coefficient of
0.567 between Work life natural fusion and Organization commitment on Non
Academic staffs is significant at 1% level. It is noted that Work life natural fusion
improves Organization commitment for Non Academic staffs.
The correlation coefficient of 0.539 between Social and Economical factors and
Organization commitment of Academic and Faculty staffs is significant at 1% level. It
―Work from Home‖ Strategies and its Impact on Work Life Balance and Organization Commitment
http://www.iaeme.com/IJM/index.asp 634 [email protected]
is interpreted as Social and Economical factors enhance Organization commitment for
Academic and Faculty staffs. Whereas the correlation coefficient of 0.599 between
Social and Economical factors and Organization commitment for Non Academic staffs
is significant at 1% level. It shows that Social and Economical factors boost
Organization commitment of Non Academic staffs.
The correlation coefficient of 0.620 between Motivation and Organization
commitment on Academic and Faculty staffs is significant at 1% level. It shows that
Motivation improves Organization commitment for Academic and Faculty staffs.
Wherein the correlation coefficient of 0.657 between Motivation and Organization
commitment for Non Academic staffs is significant at 1% level. It is noted that
Motivation enhances Organization commitment for Non Academic staffs.
The correlation coefficient of 0.568 between Job content and Organization
commitment on Academic and Faculty staffs is significant at 1% level. It is noted that
Job content increases Organization commitment in case of Academic and Faculty
staffs. Whereas the correlation coefficient of 0.583 between Job content and
Organization commitment for Non Academic staffs is significant. It reveals that Job
content develops Organization commitment for Non Academic staffs.
7.3. Impact of Quality of Work Life determinants on Organization Commitment
Social and Economical factors, Motivation and Job content serves as significant
predictors of Organization commitment of Academic and Faculty staffs of Educational
institutions, India. Motivation followed by Social and Economical factors predicts
more.
Work life natural fusion, Motivation and Job content serves as significant predictors of
Organization commitment of Non-Academic staffs of Educational institutions, India.
Motivation followed by Work life natural fusion predicts more.
REFERENCES
[1] Aizzat, M. N, Ramayah. T & Osman. M (2001), "Job satisfaction and commitment
towards Organizations among workers in Malaysian manufacturing companies",
Proceedings of the 4th Asian Academy of Management Conference. Asian Management
in the new economy. Prospects and challenges.
[2] Allen, N. J. & Meyer J. P. (1990), "The measurement and antecedents of affective
continuance and normative commitment to the organization", Journal of Occupational
Psychology, vol. 63, pp. 1-18.
[3] Blaxter, L., Hughes, C., & Tight, M. (1999). How to research. New Delhi: Viva Books
Private Ltd.,
[4] Bo-Znadh, S. (1998), An exploration of selected staff and job characteristics and their
relationship to QWL, among staff nurses in medical/surgical units in two tertiary care
hospitals in Saudi Arabia Thesis Ph.D., George Mason University, Virginia, VA.
[5] Browne, M.W and Cudeek, R. (1993). ‗Alternative ways of assessing model fit, In Bollen
K.A. and Long J.S (ed), Testing Structural Equation Models, Sage, Newbury Park, C.A.
[6] Carmines, E.C. and Mclver, J.P. (1981). ‗Analyzing models with unobserved variable‘, In
Bohrnstedt G, W. and Borgatta, E.F (ed). Social Measurement: Sage, Beverly Hills.
[7] Et al, Mina. P (2013), A study on Relationship between self-esteem, organizational
attachment and perceptions of QWL in Jahad-e-Keshavarzi Organization of Isfahan,
International Research Journal of Applied and Basic Sciences, 4(12)
Dr. Latha Krishnadas Mazumder, Rohit Kumar Das and Adithya Akash Das
http://www.iaeme.com/IJM/index.asp 635 [email protected]
[8] Gayathiri, R. & Dr. Ramakrishnan, Lalitha (2013), ―QWL-Linkage with Job Satisfaction
and Performance‖, International Journal of Business and Management Invention ISSN
(Online): 2319, 801X, www.ijbmi.org Volume 2 Issue 1, PP.01-08.
[9] Gnanayudam. J. & Dharmasiri, Ajantha (2008), The Influence of QWL on Commitment
towards Organizations: A Study of the Apparel Industry Sri Lankan, Journal of
Management, 12
[10] Haavelmo, T. (1943) "The statistical implications of a system of simultaneous equations,‖
Econometrica 11:1–2. Reprinted in D.F. Hendry and M.S. Morgan (Eds.), The
Foundations of Econometric Analysis, Cambridge University Press, 477—490, 1995.
[11] Johnsrud, Linda. K. (2006), A Study on Quality of faculty work life: the University of
Hawaii.
[12] Joreskog, K.G. and Sorbon, D. (1984). LISREL-IV Users‘ Guide. Chicago: Scientific
Software.
[13] Kashani. F.H. (2012), A Review on Relationship between QWL and Organizational
Citizenship Behavior (Case Study: An Iranian Company), Journal of Basic and Applied
scientific research.
[14] Kamali Sajjad et al, Noushin (2013), Studying the Relationship between Quality of work
life and Organizational Commitment Research Journal of Recent Sciences,
[15] Mirkamali, Sayed Mohammad & Narenji Thani,Fatemeh (2011)―A study on the QWL
(QWL) among faculty members of University of Tehran (UT) and Sharif University of
Technology (SUT)‖, Procedia- Social and Behavioural Sciences, Volume 29,pages 179-
187.
[16] Nair Sandhya, G.S. (2013), A study on the effect of quality of work life on organisational
citizenship behaviour – with special reference to college teachers is Trissur district,
Kerala, Journal of basic and applied scientific research, Vol 2
[17] Pearl, J. (2000). Causality: Models, Reasoning, and Inference. Cambridge: Cambridge
University Press. ISBN 0 521 773628.
[18] Razia, Saleem (2017) QWL and Commitment towards Organizations in relation to
Commitment towards Organizations in relation to Organizational Effectiveness among
employees of Public and Private Sectors. Thesis Ph.D., Aligarh Muslim University,
Aligarh, India.
[19] Redd, Lokanadha. M & Reddy, Mohan. P (2010), QWL of employees: emerging
dimensions.
[20] Tabassum et al, Ayesha (2012), An evaluation of the QWL: a study of the faculty
members of private universities in Bangladesh, Int. Journal of Economics and
Management.
[21] Wheaton. B., Muthen, B; Alwin, D.F and Summers, G.F. (1977). ‗Assessing reliability
and stability in panel models‘, In Heise, D.R. (ed.), pp 84-136, Sociological Methodology,
Joessey-Bas, San Francisco.
[22] Wright, Sewall S. (1921). "Correlation and causation". Journal of Agricultural Research
20: 557–85.
[23] Yadhav, Radha & Khanna Anshu, (2014) ―QWL and their Dimensions,‖ IOSR Journal of
Humanities and Social Science (IOSR-JHSS) Volume 19, Issue 9, Ver. V, PP 71-80.
www.iosrjournals.org
[24] V Kandaswamy Sharma, Dr. Beulah Suresh and Dr. S Uma Mageswari, (2018) A
Conceptual Analysis on Work Life Balance. Journal of Management, 5(4), pp. 97–100.
―Work from Home‖ Strategies and its Impact on Work Life Balance and Organization Commitment
http://www.iaeme.com/IJM/index.asp 636 [email protected]
[25] Raghavendra H K and Raghunandan M V, (2018) Women Engineers and Work Life
Balance A case study of Women working in Manufacturing Industries in Mysuru City,
International Journal of Mechanical Engineering and Technology 9(1), pp. 752–755.
[26] Allen. N. J. & Meyer J. P. (1991), the University of Western Ontario, A Three Component
Conceptualization of Commitment towards Organizations
[27] Casio, W.F. (1998), Managing human resources: productivity, QWL, profits, Irwin:
McGraw-Hill, Boston, MA.
[28] Klatt, Murdick& Schuster (1985), Human Resource Management, Ohio, Charter E.Merrul
Publishing Company, pp.585-592.
[29] Robbins, S.P. (1989), Organizational Behavior: Concepts, Controversies, and
Applications, Prentice-Hall, Englewood Cliffs, NJ.
[30] Mahadevan. B., Management Lessons from the Bhagavad Gita.
[31] The International Journal of Indian Psychology, Volume 4 Issue 1, no.75
[32] Purohit, Harsh (2018), Work-Life Natural Fusion is a Better Term Compared to Work
Life Balance.
[33] https://www.linkedin.com/pulse/work-life-natural-fusion-better-term-compared-work-life-
purohit?trk=portfolio_article-card_title