THE EXTRA MILE:

CORRELATION BETWEEN QUALITY OF WORK LIFE

AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR

AMONG THE CONTRACTUAL EMPLOYEES

OF HOMEMARK, INC.

An Undergraduate Thesis

Submitted to the

Department of Arts and Communication

College of Arts and Sciences

University of the Philippines Manila

In Partial Fulfillment

of the Requirements for the Degree of

Bachelor of Arts in Organizational Communication

by

Solomon Peter John L. Ines

2010-15397

April 2014

APPROVAL SHEET

This thesis, entitled “The Extra Mile: Correlation between Quality of Work Life

and Organizational Citizenship Behavior among the Contractual Employees of

HOMEMARK, Inc.” prepared and submitted by Solomon Peter John L. Ines in

partial fulfillment of the requirements for the degree of Bachelor of Arts is

Organizational Communication, is hereby accepted and approved.

________________________________

Professor Ronald M. Henson, DPA

Adviser

______________________________ ______________________________

Professor Donna C. Bautista, PhD Professor Alex C. Gonzaga, PhD, DrEng

Chairperson Dean

Department of Arts and Communication College of Arts and Sciences

ACKNOWLEDGMENTS

My four years of stay in UP was surely one hell of a ride and just like a

real roller coaster experience, it will not be complete without these people who

screamed with me as we took the plunge. Thank you for not backing out.

First of all, I would like to thank my entire family who loved me no matter

what. Thank you for understanding my mood swings, for letting me skip my usual

household chores, for distracting me when things are just too tough for me to

handle, for incessantly but subtly reminding me of my graduation. Mama, Papa,

my four big brothers, my sisters-in-law, my two cute nieces, thank you for being

my source of inspiration.

I am truly grateful for Dr. Ronald Henson, the best research adviser in the

entire universe. Thank you for guiding me for three semesters, from the time I

submitted my topic proposal to this point when we have finished my

undergraduate thesis. I know I am not the easiest student to handle and there

were times when I took matters on my own but you were just so patient and kind

to me. Thank you for pushing me when I slack off and feel so stubborn.

I would also like to thank my panelists, Dr. Diana Agbayani and Prof. Carol

Pulumbarit for all your suggestions during my oral presentation and defense.

Thank you for pointing out the deficiencies of my research and helping me

improve every part of it. I will never forget your kind words and will forever

treasure all your advice.

To all the Filipino workers who toil and work hard every single day to

provide for their families, thank you for inspiring me to do this research and for

funding my education. I know this paragraph is not enough to express how

grateful I am for your hard work. We will continue the struggle to safeguard your

rights and welfare.

A big thank you to the people of HOMEMARK, Inc. for being so

cooperative and accommodating during the course of this research. Thank you to

my Ate Irma for assisting me during the data collection and for making everything

easy for me.

To the Barkadz – Misty, Brna, Fleur, Kevin, Aira, Kei, Ulah and Yayi – and

the Bangs-to-the-Right Girls – Alyza, Icay, Pat and Bea – thank you for being the

best support group during this entire thesis-writing period. I would’ve never

survived college without you. Thank you for being one message away when

times get rough. I can’t wait to have our detox session soon!

I am also truly thankful for ORCOM 2014 for all the good times we spent

together, the jokes, the batch dinners and lunches, the rants and everything in

between. I am proud of all of us. Cheers!

To the University of the Philippines Manila, thank you! You have molded

me to become a better person. Thank you for all the sleepless nights, the tons of

papers we had to write, the pitches we had to prepare, and the exams we had to

review for. They gave me not only a bigger pair of eye bags but also a deeper

sense of responsibility and discipline. I will forever live up to your motto: Honor

and Excellence.

Lastly but most importantly, biggest thank you to the Almighty God who

continues to give me strength every day. Thank you for hearing my prayers and

granting my ultimate wish for the past year: to finish my thesis and graduate on

time. Thank you for all the challenges and struggles I had to overcome because

they made me a stronger person. I can never thank you enough for everything.

Ut In Omnibus Glorificetur Deus

ABSTRACT

Ines, S. (2014). The extra mile: Correlation between quality of worklife and

organizational citizenship behavior among contractual employees of

HOMEMARK, Inc. Unpublished Undergraduate Thesis, University of the

Philippines Manila, College of Arts and Sciences.

This research examines the correlation between the Quality of Work Life and

Organizational Citizenship Behavior among the contractual employees of

HOMEMARK, Inc. The prevalence of contractualization as a method of

restructuring organizations has led to a dichotomy between the employer and

employee which impacts the working conditions inside the organization. And as

this dichotomy persists, there is also a growing concern for organizational

efficiency manifested by the employees.

This study surveyed 32 random contractual employees of HOMEMARK, Inc. and

assessed their Quality of Work Life as they perceive it. Moreover, the

Spearman’s Rho test of association was conducted to analyze the correlation of

each dimension of QWL and OCB. The results reveal that the employees

perceive their QWL to be average. Moreover, most dimensions of QWL and OCB

were found to have a significant correlation which ranges from moderately low to

moderately high. Lastly, there is a significant and strong correlation (Rs=0.689 at

the 0.01 level, 2-tailed) between the over-all Quality of Work Life and

Organizational Citizenship Behavior.

I N E S | v

TABLE OF CONTENTS

Title Page …………………………………………. i

Approval Sheet …………………………………………. ii

Acknowledgements …………………………………………. iii

Abstract …………………………………………. iv

Table of Contents …………………………………………. v

List of Figures …………………………………………. vii

List of Tables …………………………………………. viii

CHAPTER I: THE RESEARCH PROBLEM AND ITS BACKGROUND 1

A. Introduction …............................................ 1

B. Background of the Study …............................................ 3

C. Theoretical Framework …............................................ 5

D. Conceptual Framework …............................................ 7

E. Statement of the Problem …............................................ 9

F. Assumptions and Hypothesis …............................................ 10

G. Significance of the Study …............................................ 10

H. Scope and Limitations of the Study …................................ 11

I. Operational Definitions …............................................ 12

CHAPTER II: REVIEW OR RELATED LITEREATURE AND STUDIES 14

A. Related Literature …............................................ 14

1. Quality of Work Life …............................................ 14

a. Historical Impetus …............................................ 14

b. Quality of Work Life and Job Satisfaction …....... 15

c. Richard Walton’s Quality of Work Life Model …. 17

d. Other Relevant Factors ….................................... 19

e. Six Dimensions of Quality of Work Life ………… 21

2. Organizational Citizenship Behavior …........................... 24

a. The Definition …............................................ 24

b. Dimensions of Organizational Citizenship Behavior 25

c. Antecedents of OCB …........................................ 27

d. Task Characteristics and Social Relationships .... 29

e. Consequences of Organizational Citizenship Behavior 30

f. Outcomes of Organizational Citizenship Behavior 31

3. Contractualization of Labor …............................................. 33

a. The Nature of Labor Contracting …………………. 33

b. Contractualization in Philippine Industries ……….. 35

B. Related Studies …............................................... 39

1. Quality of Work Life …............................................... 39

2. Organizational Citizenship Behavior ……………………… 40

3. Contractualization of Labor ……………………………….. 41

C. Research Gap ….............................................. 44

I N E S | vi

CHAPTER III: METHODOLOGY …............................................... 45

A. Research Design ….............................................. 45

B. Sampling ….............................................. 46

C. Research Instrument ….............................................. 46

D. Data Gathering Procedure ….............................................. 48

E. Statistical Treatment ….............................................. 48

CHAPTER IV: DATA PRESENTATION, ANALYSIS AND INTERPRETATION 52

A. Demographics ….............................................. 52

B. Quality of Work Life ….............................................. 55

C. Tests of Association ….............................................. 56

D. Interpretation of Data ….............................................. 61

CHAPTER V: SUMMARY OF FINDINGS, CONCLUSIONS AND

RECOMMENDATIONS ……………………………… 66

A. Summary of Findings ….............................................. 66

B. Conclusions ….............................................. 69

C. Recommendations ….............................................. 69

BIBLIOGRAPHY

APPENDICES

APPENDIX A: Letter of Permission to Use the Research Instrument

APPENDIX B: Letter of Consent

APPENDIX C: Consent Form

APPENDIX D: Research Instrument

I N E S | vii

LIST OF FIGURES

FIGURE 1.1: Quality of Work Life Model

FIGURE 1.2: Organizational Citizenship Behavior Diagram

FIGURE 1.3: The Correlation between Quality of Work Life and Organizational

Citizenship Behavior among Contractual Employees

FIGURE 2.1: Trilateral Relationship in Labor Contracting

FIGURE 4.1: A graph showing the number of respondents per sex of contractual

employees in HOMEMARK, Inc.

FIGURE 4.2: A graph showing the number of respondents per age of contractual

employees in HOMEMEARK, Inc.

FIGURE 4.3: A graph showing the number of hours of work per week of contractual

employees in HOMEMARK, Inc.

FIGURE 4.4: A graph showing the average monthly salary of contractual workers in

HOMEMARK, Inc.

I N E S | viii

LIST OF TABLES

TABLE 3.1: Interpretation of Mean Scores of the Dimensions of QWL

TABLE 3.2: Kolmogorov-Smirnov Test

TABLE 4.1: Mean Scores of the Dimensions of Quality of Work Life and its

Interpretation

TABLE 4.2: Correlation Matrix of General Well-Being and the Dimensions of

Organizational Citizenship Behavior

TABLE 4.3: Correlation Matrix of Home-Work Interface and the Dimensions of

Organizational Citizenship Behavior

TABLE 4.4: Correlation Matrix of Job and Career Satisfaction and the Dimensions of

Organizational Citizenship Behavior

TABLE 4.5: Correlation Matrix of Control at Work and the Dimensions of

Organizational Citizenship Behavior

TABLE 4.6: Correlation Matrix of Working Conditions and the Dimensions of

Organizational Citizenship Behavior

TABLE 4.7: Correlation Matrix of Stress at Work and the Dimensions of

Organizational Citizenship Behavior

TABLE 4.8: Correlation Matrix of Overall Quality of Work Life and Organizational

Citizenship Behavior

I N E S | 1

CHAPTER I

THE RESEARCH PROBLEM AND ITS BACKGROUND

INTRODUCTION

The unstable economic condition of the world market today is changing the way

companies organize its people. With the ever-increasing demand for cheap labor

and the intensified desire for more profit, different organizations across the globe

hire employees in a contractual manner. This trend leads to mass lay-offs, job

insecurity, and higher unemployment rate but more savings and profit for the

capitalist.

Contractualization is the replacing of regular workers with temporary ones who

receive lower wages with no or less benefits. In this hiring scheme, workers are

only given less than 6 months to work in an organization; thus, they do not

become regularized. In the Philippines, there are more than 60% of Filipino

workers who suffer job insecurity and persistent case of endo (end of contract).

In 2010, 16.2% were non-regular workers with the title of contractual,

probationary or seasonal employee, or apprentice. In the same year, there were

a total of 341,703 contracted out workers nationwide deployed in non-agricultural

establishments where there are more than 20 workers hired (Bureau of Local

Employment, n.d.).

I N E S | 2

The issue of contractualization leads to a dichotomy among the employees and

their employers. For the companies and their management, contractualization is

one of the means to promote cost efficiency. They pay less salary but get the

same amount of labor. It is also a way to avoid having labor unions. On the other

hand, the workers perceive this same scheme as means to diminish control on

their working conditions and environment. Because they are prohibited to join

and organize unions, they do not have an opportunity to bargain and voice out

their concerns to the management.

The prevalence of contractualization in many organizations today surely affects

the employees in different aspects. In the framework of contractualization,

employees are forced to leave the workplace after 6 months prior to their

regularization. Moreover, they cannot re-apply in the same company after the

end of their contract which forces them to look for other jobs or seek employment

elsewhere. This results to higher turn-over rates for the companies.

The Quality of Work Life (QWL) experienced by the employees may also be

affected by this new recruitment scheme. QWL was initially introduced in the

1960s as a way of focusing on the influences of employment on worker‘s health

and general well-being, and a way to increase the quality of the person‘s on-the-

job experience (Bowditch & Buono, 2005). The dichotomy created by

contractualization on the perspectives of the employees and employers is also

manifested in their perceptions of QWL. While job insecurity and declining worker

I N E S | 3

conditions are of paramount importance to employee groups, perceived

employee dissatisfaction and the contaminant effects on productivity and on-

costs are of concern to employer groups (Considine & Callus, 2002).

In the emergence of this dichotomy, there is a growing concern for organizational

efficiency manifested by the employees. The level of their satisfaction, affected

by their Quality of Work Life, may improve their work performance or conversely,

diminish their productivity. It may also push them to go the extra mile and

perform tasks beyond their job description. Organizational Citizenship Behavior

(OCB) is considered as some voluntary and optional behaviors which are not part

of people‘s formal tasks but doing them cause improving organizational roles and

tasks effectively (Zakiani, 2008). It has been proven in empirical studies that

employees who are more satisfied with their jobs performed organizational

behaviors with greater frequency (Zellars et al, 2002).

Therefore, it is important for us to continuously assess the workplace through the

perspective of the employees—the primary movers in the organization—in order

to diagnose problematic areas that need immediate attention and solution, and to

appraise best practices that can optimize the productivity of the organization.

BACKGROUND OF THE STUDY

HOMEMARK, INC., was incorporated in the Philippines in May 2004, and is

100% owned by Filipinos. The company's primary purpose is buying raw lands

I N E S | 4

for purposes of developing housing subdivisions specifically categorized as

socialized and low cost house and lot packages. The projects being undertaken

and currently being developed by HOMEMARK, INC., are strategically located in

the province of Cavite more particularly in Imus and Bacoor.

The Company‘s main focus is the development of subdivisions with complete

amenities and structures of 2-storey townhouses that will meet the simple

lifestyle and provide decent communities at very affordable packages for the

average Filipino income earners.

The principal office of the company is located at 2nd Floor, San Antonio Bldg.,

1595 Quezon Avenue, Quezon City. The company operates within the

Philippines and employs 100 employees (office-based) and 1,000 laborers.

The Mission and Vision of the Company is "to make a significant and lasting

contribution in the upliftment of the quality of life of the average Filipino thru the

provision of decent, simple, affordable shelter as well as delivery of quality

housing units and, in the process, help evolve a productive and pleasant

community for the average Filipino family."

I N E S | 5

THEORETICAL FRAMEWORK

Quality of Work Life (Van Laar, Edwards, & Easton, 2007)

FIGURE 1.1. QUALITY OF WORK LIFE MODEL

Quality of Work Life is a dynamic, multi-dimensional construct that currently

includes such concepts as job security, reward systems, training and career

advancement opportunities, and participation in decision making (Considine &

Callus, 2002). It has been defined as the workplace strategies, operations and

environment that promote and maintain employee satisfaction with an aim to

improve working conditions for employees and organizational effectiveness for

employees (Lau & Bruce, 1998).

Based on a large sample of staff employed by the UK‘s National Health Service,

Van Laar, Edwards and Easton (2007) identified six independent psychosocial

factors as contributing to the Quality of Work Life. These six factors are General

Quality of Work

Life

General Well-Being

Home-Work

Interface

Job and Career

Satisfaction

Control at Work

Working Conditions

Stress at Work

I N E S | 6

Well-Being, Home-Work Interface, Job and Career Satisfaction, Control at Work,

Working Conditions and Stress at Work. These factors have been confirmed in

other samples (Edwards, Van Laar, Easton & Kinman, 2009). These factors also

allow researchers and organizations to analyze the most important issues

affecting the overall employment experience of employees and for these to be

interpreted within a wide context of work and individual-related factors.

Organizational Citizenship Behavior (Dennis Organ, 1988)

Organizational citizenship behavior (OCB) is a term that encompasses anything

positive and constructive that employees do, of their own volition, which supports

co-workers and benefits the company. According to Organ (1988), OCB is

―individual behavior that is discretionary, not directly or explicitly recognized by

the formal reward system and that in the aggregate promotes the effective

functioning of the organization.‖ Simply put, these are behaviors that employees

do that are not part of their job description but in doing so contribute to the

organization‘s efficiency.

Dennis Organ came up with 4 dimensions of Organizational Citizenship

Behavior. These include altruism, courtesy, conscientiousness and civic virtue.

Williams and Anderson (1991) grouped this dimensions in two. The first group

consists of behaviors that are targeted towards an individual as they are acted

out. It includes the dimensions of altruism and courtesy. The second group, on

I N E S | 7

the other hand, consists of behaviors that are targeted towards the organization

or unit. It includes the dimensions of conscientiousness, and civic virtue.

FIGURE 1.2. ORGANIZATIONAL CITIZENSHIP BEHAVIOR DIAGRAM

CONCEPTUAL FRAMEWORK

Considering the models presented by the two theories, the framework of this

research proposes that the Quality of Work Life of the employees may have an

effect on their Organizational Citizenship Behavior. Within this framework, th

dimensions of Quality of Work Life is correlated with the dimensions of

Organizational Citizenship Behavior.

This study will compare the indicators of these models in order to determine the

relationship between the two. The perceptions of the respondents will assess the

Quality of Work Life they experience and determine their capacity to perform

Organizational Citizenship Behavior inside the company.

Organizational Citizenship Behavior

Altruism

Courtesy Conscientiousness

Civic Virtue

I N E S | 8

FIGURE 1.3. THE CORRELATION BETWEEN QUALITY OF WORK LIFE AND

ORGANIZATIONAL CITIZENSHIP BEHAVIOR AMONG CONTRACTUAL

EMPLOYEES

Quality of Work Life

General Well-Being

Home-Work Interface

Job and Career Satisfaction

Control at Work

Working Conditions

Stress at Work

Organizational Citizenship Behavior

Civic Virtue

Conscientiousness

Altruism

Courtesy

CONTRACTUAL

EMPLOYEES

I N E S | 9

STATEMENT OF THE PROBLEM

The scarcity of researches focused on contractual workers is the driving force

behind this research. It aims to shed light on the emerging phenomenon of hiring

employees in short and fixed contracts that may have an effect not only on the

efficiency and productivity of the company but also on the perceptions of the

workers hired on the said scheme.

With this, the researcher wishes to assess the perceptions of contractual workers

in relation to their Quality of Work Life and Organizational Citizenship Behavior.

Along the research process, the researcher wishes to answer the question: Is

there a significant correlation between Quality of Work Life and Organizational

Citizenship Behavior among contractual employees?

Specifically, the research will answer these sub-problems:

1. What is the current state of the Quality of Work Life of contractual

employees?

2. What is the strength and direction of correlation among the dimensions

Quality of Work Life and the dimensions of Organizational Citizenship

Behavior?

I N E S | 10

ASSUMPTIONS AND HYPOTHESIS

Based on the research problems and sub-problems, this research assumes that

there is a relationship between QWL and OCB as perceived by the contractual

employees of Company X.

H0: There is no significant relationship between the perceived Quality of

Work Life and Organizational Citizenship Behavior.

H1: There is a significant relationship between the perceived Quality of

Work Life and Organizational Citizenship Behavior.

SIGNIFICANCE OF THE STUDY

Labor contracting is an emerging organizational process in the 21st century with

the increasing demand for cheap labor by both local and multinational companies

and the tough competition in the market. Thousands of Filipinos looking for jobs

each year to support their families would settle for contractual employment status

just to get by. This is the fate of many workers in many industries.

Workers comprise a big sector in our society. In the long run, all of us would join

the labor force, enter an organization and contribute to our national economy. It

is important for us to assess the conditions of the employees in their workplaces

to ensure that they are safeguarded from any form of exploitation. This research

will contribute not only to the existing body of knowledge on the role of

communication in an organization but also on the welfare of the employees.

I N E S | 11

This research will also validate the importance of QWL and OCB in an

organization whose focus is shifting to job productivity and efficiency. This will

also help each laborer understand the phenomenon of job contracting better in

order to protect his rights in times when they are compromised. On the part of the

employer, this study will help them in formulating policies and programs that can

influence the work environment and guarantee that every employee is satisfied

with his job.

On the theoretical level, this study will further explore the concepts of QWL and

OCB and see how they affect each other. This evaluation may help in updating

the models which was formulated decades ago and address the present situation

in organizations.

SCOPE AND LIMITATIONS OF THE STUDY

This research will only investigate the correlation of Quality of Work Life and

Organizational Citizenship Behavior among the contractual employees of

HOMEMARK, Inc. Only the Marketing, Documentation and REM Conversion

Departments were covered by this research as these are the only office-based

departments hiring contractual employees. A total of 32 respondents were

surveyed in this research.

To attain quantitative results, a two-part questionnaire was administered to the

respondents. The instrument included the Work-Related Quality of Life (WRQoL)

I N E S | 12

Scale and the Organizational Citizenship Behavior Scale. The data gathered in

this study only reflects the situation in HOMEMARK, Inc. and does not represent

other organizations or industries in the country. Moreover, the results only apply

to the said company.

OPERATIONAL DEFINITIONS

Contractualization

It is an arrangement whereby a principal agrees to put out or farm out with a

contractor or subcontractor the performance of completion of a specific job, work,

or service, with a definite or predetermined period regardless whether such job,

work or service is to be performed or completed within or outside the premises of

the principal (Bureau of Local Employment, n.d.).

Contractual Employee

These are workers hired on short-term, successive contracts of employment with

or without gaps; then may be rehired to perform essentially the same tasks for

which they were officially hired (Beja et al., 2006).

Quality of Work Life

It is defined as the workplace strategies and operation and environment that

promote and maintain employee satisfaction with an aim to improving working

conditions for employees and organizational effectiveness for employees (Lau &

Bruce, 1998).

I N E S | 13

Organizational Citizenship Behavior

It is individual behavior that is discretionary, not directly or explicitly recognized

by the formal reward system and that in the aggregate promotes the effective

functioning of the organization (Organ, 1988).

I N E S | 14

CHAPTER II

REVIEW OF RELATED LITERATURE AND STUDIES

This chapter presents the concepts of Quality of Work Life (QWL), Organizational

Citizenship Behavior (OCB) and contractualization as explained in different

researches, journals and publications. The research gap is also provided in this

chapter.

RELATED LITERATURE

Quality of Work Life

Historical Impetus

The roots of the concept of Quality of Work Life (QWL) can be traced back during

the Hawthorne Studies conducted by Elton Mayo at the Western Electric‘s

Hawthorne plant in 1933. This classic work of Mayo led to a movement towards a

policy of humanizing employees‘ working conditions (Mayo, 1960). The

movement strengthened in Europe where people from different countries realized

the need to reorganize their work and move away from the old-fashioned

Taylorian management style. It was not until the 1960s that the term Quality of

Work Life was used by Irving Bluestone who was then employed in General

Motors (Goode, 1989). The program‘s goals were to measure employees‘

satisfaction and develop a series of programs to increase workers‘ productivity.

I N E S | 15

The early 1970s was a fertile period of research and the need to clarify the

concept of QWL was realized. Thus, an international conference on the Quality of

Work Life was held on September 24-29, 1972 at the Arden House, New York. A

year later, the International Council for the Quality of Work Life was instituted

(Martel & Dupuis, 2004). However, there was confusion and debate among

members between QWL and job satisfaction. Kandasamy and Ancheri (2009)

have suggested that quality of work life has been viewed in a variety of ways

including (a) as a movement; (b) as a set of organizational interventions; and (c)

as a type of work life by employees.

Quality of Work Life and Job Satisfaction

Lawler (1975) deemed necessary to consider job satisfaction as an important

part of QWL. According to him, it was unacceptable to envisage a high QWL

without needs for self-actualization being satisfied to some extent. On the other

hand, Walker (1975) argues that QWL is not just about the job satisfaction, which

is only one among its many aspects. Job satisfaction has a flavor of self-fulfilling

prophecy. Most employees react only to what they know. If one‘s expectations of

work, according to Lawler, are realistically adapted to what the work provides,

then he will be satisfied because his expectations are met. Moreover, the more

he identifies himself with his job, the less willing he is likely to express

dissatisfaction that can only injure his own self-perception.

I N E S | 16

The elements of relevance to the worker‘s quality of working life involve the task,

the physical work environment, and the social environment within the plant, the

administrative system of enterprise, and the relationship between life on and off

the job. The factors bearing upon the relative importance attached to these

elements include demographic considerations, socioeconomic status, culture and

personality, politics and ideology, and the ―situation,‖ which is concerned with the

technology and the size of the plant (Walker, 1975).

Despite the many debates on the concept, researchers agree that the term

―Quality of Work Life‖ suggests comprehensiveness. The concept embraces the

aims of a long series of legislative acts that began in the early twentieth century.

It is broader than the aims of the unionization movement; than the notion of the

positive relationship between morale and productivity; than any attempts to

reform the drive for equal employment opportunity and numerous job enrichment

schemes (Walton, 1975). It must include other human needs and aspirations,

which have only come to the fore.

In theory, Quality of Work Life is simple. It involves giving workers the opportunity

to make decisions about their jobs, the design of their workplaces, and what they

need to make products or to deliver services most effectively (Cascio, 2013).

According to Kashani (2012), a high level of QWL is vital for organizations to

attract and retain their employees.

I N E S | 17

Richard Walton’s Quality of Work Life Model

Richard Walton (1975), in an attempt to measure QWL, came up with eight

conceptual categories that include factors of motivation. They provide a

framework for analysis of the salient features that together make up the quality of

work life. His work is the most widely used model of QWL to date.

Adequate and Fair Compensation. This involves the salary and benefits that are

accorded to employees. It also means that the salary received by an employee

meets the determined standards of sufficiency or the recipient‘s subjective

standard.

Safety and Healthy Working Conditions. This refers to the safety and

conduciveness of the job that is provided by the immediate working environment.

Employees should not be exposed to working conditions which can adversely

affect their physical and mental health (Kashani, 2012).

Integration of Work and Total Life Space. This is concerned greatly with how

one‘s job affects his personal life and relations outside the organization. Kashani

(2012) noted that employees today are more likely to express a strong desire to

have a harmonious balance among career, family life and leisure activities.

Opportunity to Use and Develop Human Capacities. This refers to the ability of

the organization to empower its employees by giving them the chance to

I N E S | 18

enhance their talents and skills. Learning opportunities and skill discretion have

also proven to have a positive influence on job satisfaction and reduced job

stress which will lead to better quality of work life (Kashani, 2012).

Social Relevance of Work Life. This refers to the employee‘s feeling of having

fulfilled his social responsibility through the job. This can be done through various

projects of the organization aimed to reach out to other people. Socially

responsible behavior includes a wide array of actions such as behaving ethically,

supporting the work of non-profit organizations, treating workers fairly, and

minimizing damage to the environment (Markham, 2010).

Constitutionalism. This pertains to the rights accorded to the employees of the

organization. Wide variations exist in the extent to which the organizational

culture respects personal privacy, tolerates dissent, adheres to high standards of

equity in distributing rewards and provides for due process in entire work-related

matters (Walton, 1975).

Career Growth and Security. Job security refers to the certainty about one‘s job

(Van Der Doef & Maes, 1999). This refers to an employee‘s sense of security,

through stable tenure and promise of promotion.

Social Integration. Whether the employee achieves personal identity and self-

esteem is influenced by such attributes in the climate of his workplace as these:

I N E S | 19

freedom from prejudice, a sense of community, interpersonal openness, and the

absence of stratification in the organization and the existence of upward mobility.

Other Relevant Factors

Hackman and Oldham (1976) suggested that psychological growth needs could

be used in the conceptualization of QWL. Several needs were identified such as

skill variety, task identity, task significance, autonomy, and feedback. If

employees are to experience a high QWL, these needs have to be addressed.

However, this approach tended to frustrate those who saw other factors as

relevant, and who thus felt that the term could be defined more usefully without

the constraints of a single theoretical model (Easton & Van Laar, 2012).

Taylor et al. (1979) proposed that the essential components of QWL could be

identified as the basic extrinsic job factors of wages, hours and working

conditions, and intrinsic job notions of the nature of the work itself. Other factors

could also be added such as individual power, employee participation in

management, fairness and equity, social support, use of one‘s present skills, self-

development, a meaningful future at work, social relevance of the work or

product and effect on extra-work activities. This led to the suggestion that

relevant QWL concepts might vary according to organization and employee

group.

I N E S | 20

Warr et al. (1979) identified a different list of relevant factors including work

involvement, intrinsic job motivation, higher order need strength, perceived

intrinsic job characteristics, job satisfaction, life satisfaction, happiness, and self-

related anxiety. Total job satisfaction and total life satisfaction has a moderate

association according to their research. They also found a less strong but

significant association between happiness and self-rated anxiety.

According to Mirvis and Lawler (1984), the basic elements of a good quality of

work life are safe work environment, equitable wages, equal employment

opportunities, and opportunities for advancement. Baba and Jamal (1991) also

explored routinization of job content, suggesting that this should be investigated

as part of the concept of QWL.

A poor quality of work life are related to factors including poor working

environments, resident aggression, workload, failure to deliver quality of care

preferred, balance of work and family, shift-work, lack of involvement in decision

making, professional isolation, lack of recognition, poor relationship with peers,

role conflict, and lack of opportunity to learn new skills (Ellis & Pompli, 2002).

There are four models that summarize the main theoretical ones underlying the

development of the concept of QWL (Martel and Dupuis, 2006). These are the

Transfer Model, Compensation Model, Segmentation Model, and the

Accommodation Model.

I N E S | 21

The Transfer Model or Spillover Effect (Kavanagh & Halpern, 1977) emphasizes

the positive links between work and non-work areas of life and how one affects

the other. The Compensation Model (Schmitt & Mellon, 1980) places emphasis

on the way in which an individual may seek outside of work what is absent in the

work setting. Thus, a tedious job might be held by someone who actively seeks

excitement through their hobbies and interests.

The Segmentation Model (George & Brief, 1990) proposes that work and home

life do not substantially affect each other. On the other hand, Accommodation

Model (Lambert, 1990) envisages an active variation of investment from work to

home and vice versa to balance demands in each sphere.

Six Dimensions of Quality of Work Life

Based on a large sample of staff employed by the UK‘s National Health Service,

Van Laar, Edwards, and Easton (2007) identified six independent psychosocial

factors as contributing to QWL. These factors have subsequently been confirmed

in other samples (Edwards, Van Laar, Easton & Kinman, 2009).

General Well-Being. It is how much a person generally feels content with life as a

whole. It assesses the extent to which an individual is conceptualized as

influencing and being influenced by work. Psychological well-being can affect an

individual‘s performance at work for better or for worse. When people feel good,

they may be more likely to work well and enjoy being at work more. General well-

I N E S | 22

being of people at work needs to be positively addressed, with attention being

paid to prevention and promotion of well-being, rather than simply responding

with provision of help when problems arise.

Home-Work Interface. It pertains to how the organization understands and tries

to help an individual with pressures outside of work. It addresses work-life

balance and reflects the extent to which the employer is perceived to support

employees‘ home lives. Failure to balance work and home demands will tend to

threaten an employee‘s ability to get the best out of either sphere. Both the

individual and the employer need to actively and continually monitor the work-life

balance, and make adjustments as required.

Job and Career Satisfaction. This indicates how happy an individual is with his

ability to do his work. This represents the level to which the workplace provides a

person with the best things at work – the things that make them feel good such

as sense of achievement, high self-esteem, and fulfillment of potential. Job

satisfaction can be defined as the positive emotional reaction and attitude an

individual has towards their work (Oshagbemi, 1999). Spector (1997) suggests

that ―job satisfaction is simply how people feel about their jobs and different

aspects of their jobs. It is the extent to which people like or dislike their jobs.‖ The

rapidly changing nature of the workplace is becoming more demanding on the

employee, where longer working hours, job insecurity and demanding deadlines

are trends that have tended to contribute negatively to employee satisfaction.

I N E S | 23

Control at Work. This reflects how an employee is involved in decisions that

affect him at work. It indicates the level at which an employee feels they can

exercise what they consider to be an appropriate level of control within their work

environment. That perception of control might be linked to various aspects of

work, including the opportunity to contribute to the process of decision-making

that affect them. Negative emotional reactions, physical health problems both in

the short-term and the long-term and counterproductive behavior at work are all

conditions related to individual perceptions of control at work (Spector, 2002). It

is further suggested that there is a growing evidence that greater control at work

can be an important factor in employees‘ health and well-being.

Working Conditions. It assesses the extent to which employees are satisfied with

the fundamental resources, working conditions and security necessary to do the

job effectively. Dissatisfaction with physical working conditions such as health

and safety and work hygiene can have significant adverse effect on employee

QWL. Poor working conditions (lighting, dust, fumes, etc.) may contribute to

people staying away from work or avoidance of spending time in certain work

areas. Poor quality of job design and working conditions may also increase staff

turnover (Oxenurgh & Marlow, 2005).

Stress at Work. It is the extent to which individuals perceive they have excessive

pressures and feel stressed at work. Stress could be best seen in terms of any

adverse reaction someone has to excessive pressure or demand they

I N E S | 24

experience. Someone‘s experience of stress depends on individual perceptions

about a situation and whether they believe they can cope. Job stress is a harmful

physical and emotional response that occurs when the requirements of work do

not fit the capabilities, resources, or needs of the employee. Workplace stress is

now considered one of the top five job-related health problems in the United

States (Kinman, 1996). Over the past four decades significant developments

have occurred within the workplace, wherein the increase in information and

communication technology, the globalization of many industries, company

restructuring and changes in job contracts and workplace patterns have all

contributed to the transformation of the nature of work (Sparks, Faragher &

Cooper, 2001).

Organizational Citizenship Behavior

The Definition

Organizational Citizenship Behavior is a term that encompasses anything

positive and constructive that employees do, of their own volition, which supports

co-workers and benefits the company (Zhang, 2011). Organ (1977) first studied

the concept by exploring the relationship between job satisfaction and job

performance by differentiating quantitative measures of output from the more

subtle, qualitative aspects of work. He widened the commonly accepted definition

of job performance to include behaviors with positive effects on the

psychological, social, and organizational context of work.

I N E S | 25

Organ (1988) came up with the first definition of Organizational Citizenship

Behavior as ―individual behavior that is discretionary, not directly or explicitly

recognized by formal reward system, and in the aggregate promotes the efficient

and effective functioning of the organization.‖ He updated this definition to

―contributions to the maintenance and enhancement of the social and

psychological context that support task performance‖ (Organ, 1997). This was in

response to the challenges that OCB is not necessarily extra-role and

discretionary. Another update was made by Organ et al. (2006) in the definition

by emphasizing the discretionary nature of OCB. This defines OCB as

―discretionary contributions that go beyond the strict description and that do not

lay claim to contractual recompense from the formal reward system.‖

OCB is also conceptualized as synonymous with the concept of contextual

performance, defined as ―performance that supports the social and psychological

environment in which task performance takes place‖ (Organ, 1997).

Dimensions of Organizational Citizenship Behavior

There has been a long and tedious debate on the dimensions of OCB. Many

factors are considered to be related to this concept and researchers have yet to

decide with finality which of these are to be accepted or which are overlapping.

Organ (1997) proposes that if there is a need for neutrality against any

preconceived connotations, we could follow the lead of Williams and Anderson

(1991) who distinguished dimensions as OCB-I and OCB-O accordingly.

I N E S | 26

OCB-I includes the exemplars of contributions targeted toward an individual as

they are acted out. Dimensions under this category include altruism and

courtesy. Altruism denotes those contributions to effectiveness that take the form

of assistance to specific persons, such as colleagues, associates, clients, or the

boss (Organ, 1997). This helping behavior have been identified as an important

form of citizenship and includes voluntary helping others with, or preventing the

occurrence of, work-related problems. Actions related to altruism are instructing a

new hire on how to use the equipment, helping a coworker catch up with a

backlog of work and fetching materials that a colleague needs and cannot

proceed on his own.

Courtesy, on the other hand, encompasses gestures that are demonstrated in

the interest of preventing problems that would otherwise occur for specifiable

individuals (Organ, 1997). It also entails being polite and preventing conflicts. It

subsumes all of those foresightful gestures that help someone else prevent a

problem—touching base with people before committing to actions that will affect

them, providing advanced notice to someone who needs to know the schedule of

work.

The second category of OCB is identified as OCB-O (Williams & Anderson,

1991). Dimensions under this offer no immediate aid to any specific person or

persons but demonstrates and sustains high standards for attendance,

punctuality, conservation of organizational resources, and the use of time while

I N E S | 27

at work. The target of these behaviors is the organization or unity as an entity.

Civic virtue belongs to this category. It is showing interest and involvement (e.g.

keeping up to date) with the organization and defending organizational policies

and practices (Zhang, 2011). It also involves boosterism, spreading goodwill and

protecting the organization from threats. It is responsible, constructive

involvement in the political process of the organization including not just

expressing opinions but reading one‘s mail, attending meetings and keeping

abreast of larger issues involving the organization.

Another dimension under OCB-O is conscientiousness. This entails doing more

than just the minimum and paying attention to detail (Organ, 1988). It is a pattern

of going well beyond minimally required levels of attendance, punctuality,

housekeeping, conserving resources, and related matters of internal

maintenance. Employees who prevent or minimize their errors at work exhibit this

form of behavior.

Antecedents of OCB

Since OCB is discretionary, it is more strongly influenced by personality and

attitudinal factors than by ability, knowledge or training (Podsakoff et al., 2000).

Some research suggests that personality influences citizenship behavior only to

the extent that it influences thoughts and feelings about a job (Ilies et al, 2006;

Organ & Ryan, 1995). This may be related to the Trait Activation Theory (Tett &

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Burnett, 2003), which suggests that attitudes and perceptions moderate the

relationship between personality and work behavior (Kamdar & Van Dyne, 2007).

Personality might influence the manner or motive more than the substance of

OCB (Organ et al., 2006). It is argued that dispositional traits may not explain

differences in the enacted levels of OCB but they might explain why some

individuals engage in citizenship. Thus, agreeable people are not predisposed to

engage in citizenship behavior more frequently. Instead, their desire to mitigate

the discomfort of coworkers or friends leads to higher levels of OCB (Spitzmuller,

Van Dyne & Ilies, 2008).

Attitudes have also received a great deal of attention as predictors of citizenship

behaviors. Job satisfaction has consistently been identified as one of the

strongest predictors of OCB, irrespective of the intended beneficiary. Research

on attitudes and OCB is typically based on Social Exchange Theory and

assumes that individuals perform OCB as a reaction to positive treatment at work

(Rioux & Penner, 2001).

Individual motivations are also considered as antecedents of OCB. Researches

state discretionary behaviors as proactive efforts directed toward satisfying basic

human needs. Helping behavior is based on a combination of egoistic and

altruistic motives (Krebs, 1991). Moreover, it is argued that helping others

provides personal benefits that enhance the helper‘s welfare and well-being.

I N E S | 29

Organizational Citizenship Behavior and volunteering might have similarities. Van

Dyne and Farmer (2004), noting of these similarities differentiated expressive

functional motives and instrumental functional motives that lead to helping

others. Expressive motives include helping for expression of role identity, ego

protection, and self-enhancement. Instrumental motives, on the other hand,

include economic and cost-benefit considerations.

Task characteristics and social relationships

Task characteristics directly impact OCB (Podsakoff & Mackenzie, 1997) and

that they also moderate the effect of OCB on group performance. High task

demands and task routinization reduce individuals‘ ability to help others

(Motowidlo et al., 1986; Podsakoff et al., 2000). In contrast, job autonomy and

intrinsically satisfying tasks enhanced OCB. Anderson and Williams (1996)

demonstrated that employees seek and receive more interpersonal help in task

environments characterized by high task interdependence.

Our understanding of interpersonal citizenship behavior is incomplete without

considering the social relationship in which work is embedded (Bowler & Brass,

2006). Moreover, Dividio et al. (2006) suggested that quality of interpersonal

relationships is a powerful predictor of human behavior which should add to the

understanding of discretionary work behaviors. Employees also reciprocate

quality relationships with co-workers by providing more interpersonal citizenship

(Spitzmuller, Van Dyne & Ilies, 2008).

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Consequences of Organizational Citizenship Behavior

Organizational Citizenship Behavior is perceived to be something intangible. It is

not always formally recognized or rewarded, and concepts like helpfulness or

friendliness are also difficult to quantify. Yet, OCB has been shown to have a

considerable positive impact at the organizational level, enhancing organizational

effectiveness from 18 to 38% across different dimensions of measurement

(Podsakoff, Mackenzie, Paine & Bachrach, 2000; Erhart, 2004).

Mackenzie and Podsakoff (1999) demonstrated positive effects of citizenship for

those who exhibit OCB as well as for those who are the targets of citizenship.

From a conceptual perspective, OCB helps new employees become productive

more quickly and helps to spread ‗best practices in organizations, thus enhancing

the performance of those who learn these best practices (Podsakoff &

Mackenzie, 1997).

Research has also demonstrated relationships between OCB and unit

performance in terms of customer service quality and sales performance, as well

as performance quality and quantity. Explanations for these findings include

enhanced coordination and reduced need for maintenance activities in units

where employees regularly contribute OCB and enhanced coordination. At the

macro level, Schnake and Hogan (1995) demonstrated that OCB was related to

organizational flexibility and efficiency.

I N E S | 31

OCB has been shown to have positive impact on employee performance and

well-being, and this in turn has noticeable flow-on effects on the organization.

The effects on employee performance are threefold. First, workers who engage

in OCB tend to receive better performance ratings by their managers (Podsakoff

et al., 2009). This could be because employees who engage in OCB are simply

liked more and perceived more favorably or it may be due to more work-related

reasons such as the manager‘s belief that OCB plays a significant role in the

organization‘s overall success, or perception of OCB as a form of employee

commitment due to its voluntary nature (Organ et al., 2006). The second effect is

that a better performance rating is linked to gaining rewards (Podsakoff et al.,

2009)—such as pay increments, bonuses, promotions, or work-related benefits.

Lastly, because these employees have better performance ratings and receive

greater rewards, when the company is downsizing, these employees will have a

lower chance of being made redundant (Organ et al., 2006).

Outcomes of Organizational Citizenship Behavior

Prosocial behavior leads to higher positive effect. Cialdini and Kenrick (1976)

demonstrated that prosocial behavior can relieve/reduce bad moods. People

learn to associate helping behavior with social rewards. Over time, people link

helping others with positive outcomes, irrespective of social rewards provided in

any particular instance. People internalize the rewards of prosocial behavior,

such that helping can become intrinsically rewarding.

I N E S | 32

Van Willigen (1998) suggests that prosocial behavior can convey a sense of

personal control and has a positive effect on life satisfaction. Personal efficacy,

self-esteem and confidences were reported to be the positive consequences of

this behavior.

Penner and colleagues (2005) suggested three primary mechanisms as potential

mediators of the relationships between prosocial behavior and physical mental

health:

1. Prosocial behavior can lead to a more favorable self-assessment which

then translates into better mental and physical health.

2. Helping others can provide dissatisfaction from personal troubles.

3. Prosocial behavior includes a social component which facilitates social

integration and interaction.

Prosocial behavior could also be related to forgiveness, reconciliation, and

sustained cooperation between groups (Penner et al., 2005). However, it also

has potential negative consequences. It may occur that coworkers resent an

employee who makes them look bad by performing exceptionally high levels of

OCB. This sort of contrast can lead to reactance, exclusion, and even sabotage

in extreme cases (Van Dyne & Ellis, 2004).

Some types of citizenship behavior can strengthen interpersonal relationships but

run counter to overall business objectives. Spitzmuller et al. (2008) notes that

I N E S | 33

although showing genuine concern and courtesy toward coworkers, even under

the most trying business or personal situation, or supporting others in

confrontations by providing a united front most likely have positive consequences

for the target of the OCB, the behavior may not necessarily contribute to overall

group or unit performance. In some cases, these acts of interpersonal helping

might even detract from work performance, such as when employees are

distracted from performing their in-role work responsibilities because they are

helping others with personal problems.

Contractualization of Labor

The Nature of Labor Contracting

Contracting is an arrangement whereby a principal agrees to put out or farm out

with a contractor or subcontractor the performance of completion of a specific

job, work, or service, within a definite or predetermined period regardless of

whether such is to be performed or completed within or outside the premises of

the principal (Bureau of Local Employment, n.d.) In this recruitment scheme,

workers are hired on short-term, successive contracts of employment with or

without gaps. The same workers can be rehired to perform essentially the same

tasks for which they were officially hired (Beja et al., 2006).

Contractualization highlights the trilateral relationship between the employers,

workers, and intermediaries, with the latter being either a legitimate independent

or labor-only contractor (Cacdac, 2004). In this relationship, the principal and the

I N E S | 34

contractor are bound by a contract for a specific job, work, or service. The

contractor then enters into a contract of employment with its workers. Agency-

hired workers are not considered part of the workforce of the business

establishments.

FIGURE 2.1. Trilateral Relationship in Labor Contracting

Several literatures attribute the proliferation of contractualization of labor to

globalization (Sibal, Amante & Tolentino, 2007; Imade, 2012). According to Sibal

et al. (2007), the impacts of globalization is not only limited to persistent

underemployment, mismatch in skills and jobs demanded and expansion of

informal sector but also in the growth of short-term contractual employment.

Continuous reorganizations, reengineering, and right sizing are some of the

steps being taken by companies to compete, survive and succeed in global

competition. These steps are linked to more contractual employment.

Principal

WorkerContractor

Direct contract Indirect employment

Contract of

Employment

I N E S | 35

As a response to this emerging economic situation, the Philippines joined the

World Trade Organization and signed the General Agreement on Tariffs and

Trades in 1995. The aim of the World Trade Organization was to introduce

industrial development and attract foreign investors by opening the market to

competition. Schemes like outsourcing and labor contracting were the result of

strategies geared to adapt to market fluctuations (Daenekindt, 2003). It has been

noted that decades of globalization have led to new forms of hiring patterns in

addition to the traditional model of full-time protected regular wage employment.

However, the World Bank in a 1986 report warned that unrestrained globalization

may result in widespread displacement of workers in developing countries

because of intense competition with global players and imported products. In

desperation, workers accept low pay in their desire to survive, even if this entails

losing more benefits due them and undermines their chance for job security (Beja

et al., 2006).

Contractualization in Philippine industries

Outsourcing, or the process of subcontracting business-related work functions to

a supplier outside the organization (Drenzer, 2004), is one of the ten forces that

have flattened the world (Friedman, 2005).

Outsourced activities include customer interaction functions, finance and

accounting, data processing, transcription, human resource administration,

research, marketing, sales, legal work, logistics, and graphics design (Gupta,

I N E S | 36

2002). This process allows enterprises to focus on their core competencies, save

on costs of operation and improve quality and value of operation. Azucena

(2004) listed six reasons why business entities outsource their activities:

1. To utilize new skills

2. To acquire better management

3. To focus on strategy and core functions

4. To avoid major investment

5. To handle overflow situation

6. To accentuate a reorganization

Advincula (2004) noted that outsourcing in the country is classified as information

technology-enabled service sector which is divided into five sub-sectors namely:

contact centers; business process outsourcing (i.e. shared financial and

accounting services); software development service; animation; and medical

transcription.

There are four key factors why the Philippines is becoming Asia‘s outsourcing

hub and why labor contracting is prevalent in the country (Sale et al., 2005):

1. Affordable Quality Human Resource. The Philippines continues to produce

380,000 graduates per year that contribute to the nation‘s workforce.

Filipinos have consultative or customer-oriented mindset, are quality-

managed, are easily trainable, and show low attrition rate. Filipino workers

have strong work ethics compared to other nationalities. With a cheap

I N E S | 37

labor and operation costs, investors can maximize their profit by doing

business in the country.

2. Affinity to Western Culture. The country adopts a similar structure of

government with that of the United States. Being under the American

regime for quite some time, the Philippines is very familiar with the

western culture and easily adapts to other cultures. The level of English

proficiency in the country is also better compared to China.

3. Strategic Location. The Philippines is a gateway for both Asian and

Western markets. It is located in the fastest growing outpost of high-tech

economy and is accessible by air from any Asian capital. The country is

also an entry point to over 500 million ASEAN market.

4. Hospitable Lifestyle. The Philippines is considered by expatriates as one

of their top choices in terms of quality of life, value-for-money, modern

recreational facilities. They also appreciate the high regard of Filipinos to

different cultures as evident in various establishments, schools, churches,

etc.

The country is indeed a haven for foreign investors planning to outsource their

business needs but more than the welfare of the capitalists, an in-depth analysis

of the experiences of contracted agents in the workplace should be done to truly

respond to their needs.

I N E S | 38

According to Asuncion (2008), contracted call center agents work in a highly

stressful environment due to the interplay of a lot of factors—night shifts,

trainings for oral English proficiency, irate or discriminating customers to deal

with, health risks, decreased time spent with family and friends, etc. In his study,

call center agents consider pay as the main reason for staying in the company.

Surprising, however, is the fact that they are willing to stay in the company for

only about 2 years and 3 months on average no matter how the pay is. Other

factors include working relations, training, benefits and incentives, nature of the

job, and facilities.

National surveys in the United States reveal that agents want the following: to

feel on things, to be appreciated, and a future (Feinberg, De Ruyter, Bennington,

2005). These would lead to high morale and motivation for the agents. Carlaw et

al. (2002) identified the following outcome when there is high morale in contact

center workers: increased job satisfaction, lower turnover rates, higher

productivity, reduced absenteeism, higher ownership of customer concerns, less

job-related stress, increased identification with the company‘s mission, higher

customer satisfaction, increased customer loyalty, and increased

ambassadorship.

I N E S | 39

RELATED STUDIES

Quality of Work Life

A research on QWL in a military organization was published by Campos and

Souza (2006). The purpose of the research was to determine which of the

categories presented by Walton should be prioritized in the military organization

headquartered at Rio Grande do Sul in Brazil. They found that social integration,

stability, communication channels, geographic changes and autonomy were the

factors that must be prioritized according to the military officers.

In her research, Diez (2006) attempted to establish the apparent patterns of

motivation employed by public sectors in their motivation of employees and to

determine their perception of their quality of work life. It was found that Company

X, a service-oriented public organization, uses socially relevant work, good

working relations and tenure stability to motivate its employees. The factors of

QWL that are most given emphasis are social relevance of work life and social

integration. However, employees of Company X perceive that there‘s a lack of

emphasis on training and development activities. Thus, the employees of the

public sectors view their quality of work life as neutral.

An undergraduate research conducted by Sun (2004) focused on the relationship

of QWL, job satisfaction and work performance as perceived by INFONXX US

based call center agents. The findings of his study reveals that the satisfaction of

the factors of QWL leads to job satisfaction, which in turn makes the employees

I N E S | 40

more motivated to exert more effort and deliver better work performance. He also

reported that the satisfaction of the individual factors of QWL essentially means

that the factors of job satisfaction are also fulfilled.

Lastly, Silva (2004), in his research entitled ―The quality of work life and factors of

work performance before and after adopting new technology: a descriptive

comparative analysis of the perception of company x‘s employees,‖ inquired on

how the factors of QWL were affected by the adoption of new technology based

on the perception of the employees. It showed that conflicts began before

adopting new technology because some employees were tense about the

change. However, these conflicts were settled as soon as the employees saw

that the technologies would make their work easier and more efficient. It proved

that change in the company is a primary concern of the employees and

technology is not an exception.

Organizational Citizenship Behavior

Personality factors are sometimes linked to OCB. Workers may be predisposed

to being good or poor organizational citizens. A study with customer-contact

workers supports the personality-OCB link. Bettencourt, Gwinner and Meuter

(2001) found that the employee disposition (or personality) factors of service

orientation and empathy were related to engaging in good citizenship behavior in

relation to customers. Four examples of service-oriented OCB are when a person

encourages friends and family to use firm‘s products and services, follows up in a

I N E S | 41

timely manner to customer requests and problems, contributes many ideas for

customer promotions and communication, and frequently presents creative

solutions to customer problems.

Similar to job satisfaction, OCB has been linked to voluntary turnover. A study

conducted in eleven companies in China found that employees related low in

OCB by their supervisors were more likely to quit than those who were rated as

exhibiting high levels of such behavior (Chen, Hui & Sego, 1998).

In a study of master of business administration students and their supervisors,

Tepper, Lockhart and Hoobler (2001) found that four OCB behaviors were

generally perceived to be in-role or part of the job if workers felt they were

working for a just and fair organization. These behaviors include interpersonal

helping, individual initiative, personal industry, and loyalty boosterism. This study

implies that when workers perceive their organization as fair and just, they are

more likely to believe that OCB is a part of their job. Thus, an organization can

facilitate good citizenship behavior by being just and fair (Dubrin, 2005).

Contractualization of Labor

Globalization has facilitated the cross-border flow of many types of resources,

including human resource (Munoz & Welsch, 2006) as business tries to

maximize efficiency and profitability. The warning of the World Bank on

unrestrained globalization may be validated by the study conducted by Sims

I N E S | 42

(2012) which reveals that contractualization is understood as an arrangement

wherein the workers are not given any security of tenure. Employees are not

given regular status even though their contracts are prolonged for years.

Contractual employees have a maximum of six months to stay in the company

before they are given a regular status. However, many contractual workers are

hired for a five-month probationary period which terminates before they reach

their sixth month to avoid regularization. This enables the employer to avoid his

duty to provide for his workers the benefits due of a regular employee. After the

termination of employment, the worker can enter into another contract with the

same duration. Thus, many workers end up being ―permanent contractual

employees.‖

According to Sims (2012), among the topmost problems experienced by

contractual employees are: lack of security of tenure, irrational rules imposed by

their agencies, and problems in wages and benefits. The scheme has compelled

workers to accept jobs under unjust terms.

The Philippines is an outsourcing destination for many companies. A study at the

Columbia University (2004) ranked the Philippines as the second largest

outsourcing recipient, absorbing almost 30% of the market. A survey conducted

by the Asia Pacific Management Forum (2003) ranked Manila as the third best

city for business in Asia surpassing Hong Kong, Singapore, Jakarta, Tokyo,

Sydney, and Shanghai. The high literacy rate of the country (94.6%), large

I N E S | 43

college-level workforce and the number of English-speaking citizens—the

country being the third largest English-speaking nation—continue to attract

foreign investors. The Philippines is also a favorable site due to economic

policies implemented by the government like tax breaks, exemptions from

government fees, taxes and import duties. The government also continues to

develop special economic zones in the country. Moreover, the labor costs in the

country are cheaper compared to its neighboring countries (Amante, 2008).

The level of turn-over rate in the call center industry remains high. Amante (2008)

found that many BPO employees tend to change companies and jobs, always

looking for a better workplace. Managers confirmed high attrition of employees in

BPO firms, between 20 to 30 percent because of stress and unsafe working

conditions. Some employees suffer from headache, fatigue, eyestrain, chest and

back pains and voice problems. They also complain about poor work stations,

and even the lack of health clinic.

Motivation seems to be a big problem in the industry. So to have a full

understanding of what motivates the workers, there is a need to also look into

how these workers are motivated. Knowing what motivates workers is just as

important to knowing how to motivate them (Asuncion, 2008).

I N E S | 44

RESEARCH GAP

Although there are many works presented in this chapter, a unifying thread

among the variables is yet to be established. Because of the novelty and the

sudden rise of the concept of contractualization, its effects to organizational

processes are still unclear and are yet to be defined. Moreover, with the

continuous globalization in the market, a better look of its effect in terms of

employee relations should be established to shed light on the matters concerning

the welfare of the workers.

The main gap which this research would like to bridge would be between the

Quality of Work Life and Organizational Citizenship Behavior with contractual

workers as the focus. Researches on job satisfaction and motivation are

abundant but these are on micro-perspectives only. A survey of different factors

affecting the work life of an employee can present empirical data about the

current labor situation in companies in the Philippines. Therefore, the researcher

wishes to establish the fact whether there is a significant relationship between

the Quality of Work Life and Organizational Citizenship Behavior among

contractual employees. If this exists, how strong and what is the direction of this

relationship?

I N E S | 45

CHAPTER III

METHODOLOGY

This chapter presents the manner by which the research was conducted. It

explains the procedures that the researcher followed in order to gather data from

the respondents. Parameters will also be discussed to understand how the data

was obtained and analyzed afterwards.

RESEARCH DESIGN

A descriptive correlation research design was used in this study. The researcher

investigated the correlation between the Quality of Work Life (QWL) and

Organizational Citizenship Behavior as perceived by the contractual employees

of HOMEMARK, Inc. The perception of the employees regarding their QWL

varies depending on their observations, experiences, and work practices. In this

study, the researcher aims to establish whether the dimensions of QWL

positively or negatively correlate with the dimensions of OCB of contractual

employees.

The research is quantitative, relying solely on statistical data to arrive at a

conclusion. It is anchored on the models of Quality of Work Life and

Organizational Citizenship Behavior and their dimensions. The approach is

hypothetico-deductive, where a set of hypothesis proposed will be tested for

validity.

I N E S | 46

SAMPLING

The respondents for this research were the employees of HOMEMARK, Inc.,

specifically those considered as contractual employees. Since the company has

field personnel, only those belonging to the Marketing, Documentation and REM

Conversion Departments located in their head office were considered for

sampling. Among the contractual employees, respondents for this study were

chosen at random. Thus, the researcher used a multi-stage sampling technique.

The Slovin‘s formula was used to determine the sample size of the study. The

sample size (n) is equal to the population (N) divided by the sum of 1 and the

product of the total population and the margin of error (e) squared. Based on this

formula, a total of 32 respondents were obtained for this study.

RESEARCH INSTRUMENT

A survey questionnaire, divided in two sections, served as the primary tool for

this research. It measured the Quality of Work Life and Organizational

Citizenship Behavior of contractual employees. A consent form was also

attached to each questionnaire. The confidentiality of the respondents was highly

considered.

The research instrument reported an excellent level of reliability with a Cronbach

Alpha of 0.94. This meant that the questionnaire was valid and no changes were

to be done in the items listed.

I N E S | 47

Work-Related Quality of Life Scale. The employees‘ Quality of Work Life was

measured by the Work Related Quality of Life Scale (WRQoL) developed by

Simon Easton and Darren Van Laar (2012). The scale measured the six

dimensions of QWL. Six items (items number 4, 9, 10, 15, 17, and 21) measured

the General Well-Being dimension. Three items (items number 5, 6, and 14)

measured Home-Work Interface. Job and Career Satisfaction was measured in

six items (items number 1, 3, 8, 11, 18 and 20). Control at Work was measured in

three items (items number 2, 12 and 23). Items number 13, 16 and 22 pertained

to Working Conditions. Stress at Work was measure in items number 7 and 19.

Item number 24 was a single measure of QWL used to validate the different

factors. Responses were measured on a five-point scale: (1) Strongly Disagree,

(2) Disagree, (3) Neutral, (4) Agree, and (5) Strongly Agree.

Organizational Citizenship Behavior. The sixteen-item Organizational

Citizenship Behavior Scale developed by Lo and Ramayah (2009) was used.

This scale assesses the extent to which individuals feel they can perform extra-

job roles that are not part of their job description. It also measures the four

dimensions of OCB. The first five items measured the Civic Virtue of the

employees. Conscientiousness was measured in items 6 to 9. Items number 10

to 12 measured Altruism. Lastly, Courtesy was measured in items 13 to 16.

Responses were also measured on a five-point scale: (1) Strongly Disagree, (2)

Disagree, (3) Neutral, (4) Agree, and (5) Strongly Agree.

I N E S | 48

DATA GATHERING PROCEDURE

The researcher addressed a letter to the Human Resources Department of the

HOMEMARK, Inc. to secure permission for the implementation of the study

together with a sample questionnaire. This ensured that the employees will

cooperate throughout the course of the study. Respondents were also reassured

of the confidentiality of the research results.

The Human Resources Department furnished the researcher a copy of the

contractual employees in the Marketing, Documentation and REM Conversion

Departments where the data was collected. Among these employees, 32

respondents were randomly chosen to be part of the study. After securing the

permission, the questionnaire was already administered to the respondents.

STATISTICAL TREATMENT

The researcher used descriptive statistics to analyze the data. Measures of

central tendencies (i.e. Mean) and variability (i.e. Standard Deviation) were

computed for the purpose of interpreting the data based on the Work Related

Quality of Life Scale and correlation from the statistical analyses.

Correlation analyses were used for the test of association between the

dimensions of Quality of Work Life and the dimensions of the Organizational

Citizenship Behavior. Spearman‘s rho (Rs) was used in determining the strength

and direction of the perceived correlation. A positive value means an increasing

I N E S | 49

linear relationship. On the other hand, a negative value signifies a decreasing

linear relationship. For the strength of the relationship, a correlation of ±1

indicates a perfect correlation; ±0.75-0.99 indicates a high correlation; ±0.51-0.74

indicates a moderately high correlation; ±0.31-0.50 indicates a moderately low

correlation; ±0.01-0.30 indicates a low correlation; and 0.00 indicates no

correlation.

A brief description of each statistical tests and measures used in the research

are provided below:

Frequency Distribution. A listing of categories or intervals of possible values for

a variable, together with a tabulation of the number of observations in each

category or interval.

Mean. The mean is defined as the arithmetic average of all values.

or

The mean scores of each dimension of QWL were interpreted using the table

below:

Interpretation GWB HWI JCS CAW WCS SAW Full Scale

Low QWL 6-18 3-9 6-18 3-9 3-10 2-4 1-71

Average QWL 19-23 10-11 19-22 10-11 11 5-6 72-84

High QWL 24-30 12-15 23-36 12-15 12-15 7-10 85-110

TABLE 3.1. Interpretation of Mean Scores of the Dimensions of QWL

I N E S | 50

Kolmogorov-Smirnov Test for Goodness of Fit. In this test, samples are

standardized and compared with a standard normal distribution. This is

equivalent to setting the mean and variance of the reference distribution equal to

the sample estimates, and it is known that using these to define the specific

reference distribution changes the null distribution of the test statistic. It is

important to perform this test when the sample size is smaller than 100. When

the asymptote significance is greater than .05, it signifies that the sample has

normal distribution. However, when the value is lesser that .05, it means that the

sample is not normally distributed. Thus, Pearson‘s R Correlation Tests will not

apply.

Dimension Kolmogorov-Smirnov Z Asymptote Significance

General Well-Being .707 .699

Home-Work Interface 1.061 .211

Job and Career Satisfaction .894 .401

Control at Work .893 .403

Working Conditions .837 .485

Stress at Work 1.107 .173

Civic Virtue .667 .765

Conscientiousness .560 .913

Altruism 1.437 .032

Courtesy 1.445 .031

Overall QWL .910 .379

Overall OCB .731 .660

TABLE 3.2. Kolmogorov-Smirnov Test

I N E S | 51

The result of the Kolmogorov-Smirnov Test reveals that the data of two

dimensions of Organizational Citizenship Behavior (i.e. Altruism and Courtesy)

were not normally distributed. This means that we cannot use Pearson‘s R

Correlation as our statistical treatment for the research but instead, Spearman‘s

Rho shall be used.

Spearman’s Rho. This test is a non-parametric test of correlation and is used

when the data do not meet the assumptions about the normality,

homoscedasticity, and linearity. It is also a good measure of association for

variables which are ordinal-level but have a broad range of many different scores

and few ties. If the correlation is +1, it means that there is a perfect positive

increasing linear relationship while a -1 correlation means that there is a perfect

decreasing negative relationship. A value between -1 to +1 indicates the degree

of linear dependence between the variables. As the value approaches zero, there

is less of a relationship and signifies that the variables are uncorrelated. The

closer the coefficient is to either -1 or +1, the stronger the correlation between the

variables become.

I N E S | 52

CHAPTER IV

DATA PRESENTATION, ANALYSIS AND INTERPRETATION

This chapter presents the survey method used in the study and defines the

statistical tests utilized based on the set up of a descriptive design. This study

deals with the measurement of Quality of Work Life (QWL) and Organizational

Citizenship Behavior (OCB) of 32 contractual workers of HOMEMARK, INC.

Among the goals of the study is to assess each dimension of the quality of work

life and determine which areas are perceived satisfactory and problematic.

Moreover, it seeks to determine whether there is a significant correlation between

the quality of work life and organizational citizenship behavior among contractual

employees. Each dimension of quality of work life is correlated to the dimensions

of organizational citizenship behavior. Correlation analysis aims to determine the

existence of association between these variables. It was also used to establish

the strength of the relationship.

Demographics

The first part of the questionnaire looks into the demographics of the sample.

Areas covered by this part are the sex, age, number of months rendered to the

company, number of hours worked per week, and the average basic monthly

salary.

I N E S | 53

There are more female respondents (65.60% or 21 individuals) than male

respondents (34.40% or 11 individuals) out of the 32 contractual workers. This is

a reflection of the actual situation in HOMEMARK, Inc. that has more female

employees than males (See Figure 4.1).

FIGURE 4.1. A graph showing the number of respondents per sex

of contractual employees in HOMEMARK, Inc.

FIGURE 4.2. A graph showing the ages of the contractual employees

in HOMEMARK, Inc.

0

5

10

15

20

25

Male Female

Sex of the Respondents

0

10

20

30

40

50

60

70

<20 21-25 26-30 >31

Age of the Respondents

I N E S | 54

The graph shows that more than half or 59.40% the respondents are aged 21-25

years old, 15.60% are aged 20 years and below, 12.5% are 26-30 years old, and

12.5% are 31 years and above (See Figure 2).

FIGURE 4.3. A graph showing the number of hours of work per week

of contractual employees in HOMEMARK, Inc.

Figure 4.3 shows the number of hours a contractual employee typically works in

a week. Among the respondents, 12.5% works for 20-40 hours per week, 75%

works for 41-50 hours, 9.4% works for 51-60 hours, and 3.1% works for more

than 60 hours per week.

0

10

20

30

40

50

60

70

80

20-40 41-50 51-60 60<

Hours of Work per Week

I N E S | 55

FIGURE 4.4. A graph showing the average monthly salary

of contractual workers in HOMEMARK, Inc.

The graph shows that 50% of the respondents receive an average monthly salary

of P11,000, 31.30% receives P12,000, 6.30% receives P13,000, 3.10% receives

P16,000 and 3.10% receives less than P10,000 (See Figure 4.4).

Quality of Work Life

Dimension Mean Score Interpretation

General Well-Being (GWB) 20 Average

Home-Work Interface (HWI) 11 Average

Job and Career Satisfaction (JCS) 22.56 High

Control at Work (CAW) 10.63 Average

Working Conditions (WCS) 11.34 Average

Stress at Work (SAW) 5.40 Average

Full Scale WRQoL Score 80.94 Average

TABLE 4.1. Mean Scores of the Dimensions of Quality of Work Life

and its Interpretation

0

10

20

30

40

50

60

<10,000 11,000 12,000 13,000 16,000

Average Monthly Salary

I N E S | 56

Table 4.1 shows the mean scores of each dimension of Quality of Work Life and

its interpretation based on the User Manual for the Work-Related Quality of Life

(WRQoL) Scale (Easton & Van Laar, 2012). The results show that among the

dimensions of QWL, the contractual workers of HOMEMARK, Inc. experience

high job and career satisfaction. This shows that the employees are content their

jobs and prospects at work. This relates to whether they feel the workplace

provides them with the best things at work, such as a sense of achievement, high

self-esteem, fulfillment of potential, etc.

The other dimensions and the Full Scale WRQoL Score are on the average

range. It may indicate that their working life does not provide them with very high

levels of satisfaction, but they are not wholly dissatisfied either. These areas

might be improved if there are positive changes that can be made. Such changes

can result to higher quality of work life and help the employees feel good about

life in general.

Tests of Association

Correlation analysis was performed to indicate a linear relationship between two

variables. The null hypothesis of this test indicates that there is no significant

relationship between the two variables while the alternate hypothesis suggests

otherwise. In practice, the null hypothesis is rejected if the p-value of the test is

smaller than the level of significance, which in this case is given by 0.05.

I N E S | 57

Civic Virtue Conscientiousness Altruism Courtesy

GWB Rs .362* .214 .443* .277

Sig. .042 .239 .011 .124

*Correlation is significant at the 0.05 level (2-tailed)

Table 4.2. Correlation Matrix of General Well-being and the Dimensions of

Organizational Citizenship Behavior

Table 4.2 presents the correlation matrix of general well-being, a dimension of

QWL, and the dimensions of OCB. The data shows that there is a moderately

low significant correlation between general well-being and civic virtue (Rs=.362)

and altruism (Rs = .443). This is further supported by their p-values which are

.042 and .011 respectively. However, there is a low correlation between general

well-being and conscientiousness (Rs =.214) and courtesy (Rs = .277). For these

two dimensions, there is no significant correlation because the p-values were

higher than 0.05.

Civic Virtue Conscientiousness Altruism Courtesy

HWI Rs .376* .501** .563** .545**

Sig. .034 .004 .001 .001

**Correlation is significant at the 0.01 level (2-tailed) *Correlation is significant at the 0.05 level (2-tailed)

Table 4.3. Correlation Matrix of Home-Work Interface and the Dimensions of

Organizational Citizenship Behavior

I N E S | 58

The data presented in Table 4.3 indicates the correlation between Home-Work

Interface and the four dimensions of OCB. It reveals that there is a moderately

low correlation between home-work interface and civic virtue (Rs=.376) but a

moderately high correlation between the said dimension of QWL and

conscientiousness (Rs=.501), altruism (Rs=.563), and courtesy (Rs=.545). It is

also supported by the significant p-values of each dimension which are lower

than .05. Therefore, there is a significant correlation between Home-Work

Interface and the dimensions of Organizational Citizenship Behavior.

Civic Virtue Conscientiousness Altruism Courtesy

JCS Rs .525** .486** .732** .473**

Sig. .002 .005 .000 .006

**Correlation is significant at the 0.01 level (2-tailed) *Correlation is significant at the 0.05 level (2-tailed)

Table 4.4. Correlation Matrix of Job and Career Satisfaction and the

Dimensions of Organizational Citizenship Behavior

Job and career satisfaction has a moderately high correlation between civic

virtue (Rs=.525) and altruism (Rs=.732), as the data in Table 4.4 indicates. There

is also a moderately low correlation between job and career satisfaction and

conscientiousness (Rs=.486) and courtesy (Rs=.473). This positive relationship

among these dimensions is significant as supported by their p-values. Thus,

there is a significant correlation between job and career satisfaction, civic virtue,

conscientiousness, altruism and courtesy.

I N E S | 59

Civic Virtue Conscientiousness Altruism Courtesy

CAW Rs .487** .490** .638** .522**

Sig. .005 .004 .000 .002

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

Table 4.5. Correlation Matrix of Control at Work and the Dimensions of

Organizational Citizenship Behavior

The correlation matrix presented in Table 4.5 established an increasing linear

relationship of control at work and the dimensions of OCB. This measure of linear

relationship is computed as .487 for civic virtue which indicates a moderately low

correlation, .490 for conscientiousness which indicates a moderately low

correlation, .683 for altruism which also demonstrates a moderately high

correlation, and .522 for courtesy which indicates a moderately high correlation.

Thus, it is highly supported that control at work and the dimensions of

organizational citizenship behavior have a significant relationship.

Civic Virtue Conscientiousness Altruism Courtesy

WCS Rs .364* .523** .392* .425*

Sig. .041 .002 .026 .015

**Correlation is significant at the 0.01 level (2-tailed) * Correlation is significant at the 0.05 level (2-tailed)

Table 4.6. Correlation Matrix of Working Conditions and the Dimensions of

Organizational Citizenship Behavior

I N E S | 60

Table 4.6 shows the correlation between working conditions and the four

dimensions of Organizational Citizenship Behavior. The data reveals that there is

a moderately high correlation between working conditions and conscientiousness

(Rs=.523) and a moderately low correlation between this dimension of QWL and

civic virtue (Rs=.364), altruism (Rs=.392) and courtesy (Rs=.425). The p-values

are also smaller than the level of significance, and thus, show that there is a

significant correlation between working conditions and the dimensions of

organizational citizenship behavior.

Civic Virtue Conscientiousness Altruism Courtesy

SAW Rs -.217 -.294 -.561** -.484**

Sig. .234 .102 .001 .005

**Correlation is significant at the 0.01 level (2-tailed) * Correlation is significant at the 0.05 level (2-tailed)

Table 4.7. Correlation Matrix of Stress at Work and the Dimensions of

Organizational Citizenship Behavior

The data presented in Table 4.7 presents the correlation between stress at work

and organizational citizenship behavior. It is revealed that there is a moderately

high negative correlation between stress at work and altruism (Rs=-.561) and a

moderately low negative correlation between this dimension of QWL and

courtesy (Rs=-.484). However, civic virtue (Rs=-.217) and conscientiousness

(Rs=-.294) both has a low correlation to stress at work. The p-values of these

dimensions are also larger than the level of significance accepted and thus, fail to

I N E S | 61

reject the null hypothesis. Therefore, there is only a significant correlation

between stress at work and altruism and courtesy.

Organizational Citizenship

Behavior

Quality of Work Life Rs .698**

Sig. .000

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

TABLE 4.8. Correlation Matrix of Overall Quality of Work Life and

Organizational Citizenship Behavior

Overall Quality of Work Life indicates an increasing linear relationship with

overall organizational citizenship behavior. These two variables demonstrate a

moderately high correlation (Rs=.698). Given a significant value of .000, which is

smaller than .05, it is highly supported that there is a significant relationship

between Quality of Work Life and Organizational Citizenship Behavior.

Interpretation of Data

The data obtained reveals that contractual employees of HOMEMARK, Inc.

perceive their Quality of Work Life as average. This indicates that their overall

working life does not provide them with very high levels of satisfaction but they

are not wholly dissatisfied either. This gives the company the opportunity to

identify areas where positive changes could be made. Such changes could result

to a higher quality of working life and help the employees feel good about life in

general.

I N E S | 62

Job and Career Satisfaction was rated to be high. This indicates that, generally,

this area of working life is good and satisfying. The key thing is to maintain this

positive result and don‘t take it for granted. Understanding why they have a

positive effect will make the company maintain this high satisfaction. This high

rating also indicates that the workers perceive that the workplace provides them

with the best things at work. They may have experienced being recognized for

their good performance, having monetary incentives for their accomplishments

and relatively good training that enable them to perform their jobs well. Moreover,

the employees may have also seen that the company gives equal opportunity for

career advancement and that their status as contractual employees might be

promoted to regular employees in the future.

The tests of association reveal that there is a moderately high correlation and a

strong relationship between the Overall Quality of Work Life and Organizational

Citizenship Behavior. The relationship is also positive which means that as one

variable increases, the other one also increases. This implies that as contractual

employees are satisfied with their work life, they are more capable of performing

organizational citizenship behavior that could help the organization achieve

efficiency and productivity.

Most dimensions of both QWL and OCB have a moderately low to moderately

high correlation and a moderate to strong significant positive relationship. It

proves that as employees experience improvements in the dimensions of QWL,

I N E S | 63

they are more motivated to perform citizenship behaviors directed towards the

organization and their colleagues.

The moderately high positive correlation between Home-Work Interface and

Conscientiousness, Altruism and Courtesy indicates that as the organization

addresses concerns on work-life balance, the employee is more likely to perform

better and help others in the workplace. The demands of home may hamper an

employee to be at work when needed and cause them to give less than what is

expected of them in terms of their performance. And failure to balance work and

home demands will hinder an employee to enjoy the best of either sphere.

Conversely, as long as employees are able to manage both spheres

satisfactorily, then they are predisposed to have a positive outlook in the

workplace and perform their jobs beyond the minimum.

The moderately high positive correlation between Job and Career Satisfaction

and Civic Virtue and Altruism strengthens the effects of OCB on employee

performance proposed by many authors. Because the organization recognizes

the efforts its employees, they experience a boost in self-esteem and pride in

their achievements which then translates to a high Job and Career Satisfaction.

According to the literature review, workers who engage in OCB tend to receive

better performance ratings from their managers that is linked to gaining rewards

like pay increments, bonuses, promotions or work-related benefits. Over time,

employees may associate their helping behavior with social rewards.

I N E S | 64

There is also a moderately high correlation among Control at Work and Altruism

and Courtesy. This finding indicates that employees would extend a helping hand

to other people when they feel that they can exercise an appropriate level of

control within their environment. It supports the claim of Tepper, Lockhart and

Hoobler (2001) that organizational citizenship behaviors are perceive to be in-

role or part of the job if the workers feel they are working for a just and fair

environment. This implies that when workers perceive their organization as just

and fair, they are more likely to believe that OCB is a part of their job.

The correlation between Working Conditions and Conscientiousness is

moderately high. This can be attributed to the fact that employees who enjoy a

safe and conducive working environment could perform their jobs better because

they have all the necessary faculties to do so. This also encourages them to go

beyond the minimum standards and improve the quality of their outputs. By

ensuring that the workplace is safe and healthy, organizations can enjoy a range

of benefits including reduced insurance premiums, reduced absenteeism,

reduced staff turnover, reduced sick pay costs, improved production and

increase in job satisfaction. Lowered profit and reduced investment opportunities

can result from unnecessary costs due to poor and unsafe working conditions.

However, some dimensions of Quality of Work Life were proven to have weak

correlation and insignificant relationship with dimensions of Organizational

Citizenship Behavior. These include General Well Being and Conscientiousness

I N E S | 65

and Courtesy; and Stress at Work and Civic Virtue and Conscientiousness. This

means that these variables may not necessarily relate to one another. An

improvement on one variable may not sufficiently increase the other.

The data also reveal that Stress at Work has a negative relationship with the

dimensions of Organizational Citizenship Behavior. It indicates that as

employees experience more stress, they are less likely to perform citizenship

behaviors. However, since Stress at Work has a low correlation with OCB,

employees might still perform activities related to Civic Virtue and

Conscientiousness despite the level of stress they experience. This is in line with

the argument of several authors that high task demands and task routinization

reduce individuals‘ ability to help others (Motowidlo et al., 1986; Podsakoff et al.,

2000).

I N E S | 66

CHAPTER V

SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATION

This chapter presents the general findings, conclusion and recommendation on

the study on the correlation of Quality of Work Life and Organizational

Citizenship Behavior among contractual employees of HOMEMARK, INC.

SUMMARY OF FINDINGS

This study was conducted to find whether there is a significant correlation

between Quality of Work Life and Organizational Citizenship Behavior as

perceived by contractual employees in HOMEMARK, Inc. The research was

guided by a descriptive correlation framework. A quantitative approach was also

adopted where data was collected and treated statistically. A survey

questionnaire was the primary research instrument. It was divided in two parts

composed of questions pertaining to Quality of Work Life and Organizational

Citizenship Behavior and their dimensions. Non-probability sampling was utilized

to determine the respondents for this study. A total of 32 contractual employees

of the Marketing, Documentation and REM Conversion Departments were given

the questionnaire.

Based on the demographics, majority of the respondents were female. More than

half of them are aged 21-25 years old. Most of them work for 41-50 hours a

week. Their average monthly salary is P11, 000.

I N E S | 67

The Quality of Work Life was assessed by getting the average of each dimension

and was interpreted using the table provided in the manual from the authors of

the scale. The Overall Quality of Work Life was also determined by getting

average of all the dimensions and was also interpreted accordingly.

Spearman‘s Rho was used to analyze the relationship between the dimensions

of Quality of Work Life and Organizational Citizenship Behavior. Each dimension

was correlated to one another to establish whether they have significant

relationship. The direction of the relationship was also noted. A positive value

indicates an increasing linear relationship. On the other hand, a negative value

indicates a decreasing linear relationship.

The analysis and interpretation of the data reveals the following information:

1. Five out of six dimensions of Quality of Work Life were perceived as

average by the respondents. These are General Well-Being, Home-Work

Interface, Control at Work, Working Conditions, and Stress at Work. Only

Job and Career Satisfaction got a high rating from the contractual

employees of HOMEMARK, Inc.

2. The over-all Quality of Work Life of contractual employees in

HOMEMARK, Inc. was perceived to be average. It indicates that the

overall working life does not provide very high levels of satisfaction but

employees are not dissatisfied either.

I N E S | 68

3. The correlation of each dimension reveals that there is no significant

relationship among General Well-Being, Conscientiousness and Courtesy.

The same result is also true among Stress at Work, Civic Virtue and

Conscientiousness.

4. There are significant relationships among the other dimensions of Quality

of Work Life and Organizational Citizenship Behavior. Their correlation

ranges from moderately low to moderately high.

5. Only Stress at Work has a negative relationship with the dimensions of

Organizational Citizenship Behavior. This implies that as stress in the

workplace increases, the employees‘ ability to perform Organizational

Citizenship Behaviors decreases and vice versa. Other dimensions of

Quality of Work Life and Organizational Citizenship Behavior have positive

relationships indicating that there is a positive linear relationship among

these dimensions.

6. The correlation of the Overall Quality of Work Life and Organizational

Citizenship Behavior is 0.698, denoting a positive, strong correlation

among the variables. As the Quality of Work Life improves, the ability of

the employees to perform Organizational Citizenship Behaviors also

increases and vice versa.

I N E S | 69

CONCLUSIONS

Given the findings, the following conclusions are arrived to meet the objectives of

the study.

1. There is a significant and strong correlation between the Quality of

Work Life and Organizational Citizenship Behavior among contractual

employees in HOMEMARK, Inc.

2. Contractual employees of HOMEMARK, Inc. report an average Quality

of Work Life in the company.

3. The strength of relationship among the dimensions of Quality of Work

Life and Organizational Citizenship Behavior ranges from low to

moderately high correlation.

RECOMMENDATIONS

Based on the conclusions drawn from the study, the researcher proposes these

recommendations for future researches related to the topic:

1. Other factors that might have a relationship with Quality of Work Life like

interpersonal relationships, social relevance and fringe benefits should be

considered in understanding the work life of each employee.

2. Future studies should also look into other forms of Organizational

Citizenship Behaviors not included in this study or in the questionnaire to

have a better grasp of how employees perform extra-role behaviors.

3. The study can be replicated in other industries as well. As noted in the

previous chapters, different sectors employ workers in a contractual basis.

I N E S | 70

By getting data from these industries, a more holistic view of the situation

of contractual employees can be seen.

4. A qualitative approach can also be utilized to create a more in-depth

analysis of the phenomenon.

5. The study can also be administered with a bigger sample size for greater

generalization of the data gathered.

6. This study can be conducted to regular employees in the company to

compare their perceptions with those of the contractual employees.

I N E S | 71

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APPENDIX A: Letter of Permission to Use the Research Instrument

I N E S | 83

APPENDIX B: Letter of Consent

February 3, 2014 Human Resource Department HOMEMARK, Inc. 2/F, San Antonio Building, 1595 Quezon Avenue, Quezon City To Whom It May Concern: I am a 4th Year Organizational Communication Student from the University of the Philippines Manila. As part of the requirements for graduation, I am currently conducting my undergraduate research entitled ―The Correlation between Quality of Work Life and Organizational Citizenship Behavior among Contractual Employees in Company X.‖ This research aims to assess the current state of the Quality of Work Life of contractual employees and find a significant correlation between the said construct and Organizational Citizenship Behavior. The study requires me to collect data by distributing questionnaires to contractual employees in a company. In this light, I would like to seek permission to conduct this survey in your company. Attached is a copy of the questionnaire. It includes items pertaining to the Quality of Work Life and Organizational Citizenship Behavior. Your company‘s participation in this study will be a great help in gaining deeper understanding of how employees behave as well as how they perceive their work life. Rest assured that all information collected from the respondents will be treated with confidentiality and will be presented in the thesis in aggregate form. Should you have questions about the study, you may contact me through 0926-292-9645 or send me an e-mail at solomon.ines@gmail.com. Your assistance in this research will be highly appreciated. I hope to hear from you soon. Respectfully yours, Solomon Peter John L. Ines

I N E S | 84

APPENDIX C: Consent Form

C O N S E N T F O R M

I agree to be a respondent in the research of Solomon Peter John L. Ines about

the Correlation between the Quality of Work Life and Organizational Citizenship

Behavior among Contractual Employees. I promise to be true and honest in

providing all the necessary information required by this survey.

Signed:

_________________________ _________________________

Name and Signature Date

I N E S | 85

APPENDIX D: Research Instrument

Good day! I am Solomon Peter John L. Ines, 4th year Organizational Communication

student from the University of the Philippines Manila. I am currently completing my

undergraduate thesis entitled “The Correlation between the Quality of Work Life and

Organizational Citizenship Behavior among Contractual Employees.” As part of my

research, I am collecting data through survey administration and I would like to ask your

participation by answering the items below. Data obtained from the questions will be

treated with strict confidentiality and shall be presented in the thesis in aggregate form.

Thank you.

Sex: ______________ Age: __________

How many months have you continuously worked at your organization?

_____ Less than 1 ______ more than 6 months

_____ 1-6 months

What type of appointment is your current post?

_____ Permanent/ Open-ended

_____ Non-permanent/ Temporary/ Contractual

Approximately, how many hours do you work in a typical week?

_____ Less than 20 ______ 51-60

_____ 20-40 ______ More than 60

_____ 41-50

How much is your average basic monthly salary? _________________________

WORK-RELATED QUALITY OF LIFE SCALE

Please carefully read the following statements. Kindly encircle the number that best

corresponds to what extent the item refer to you.

To what extent do you agree with the following? Strongly

Disagree Disagree Neutral Agree

Strongly

Agree 1. I have a clear set of goals and aims that enable me

to do my job. 1 2 3 4 5

2. I feel able to voice opinions and influence changes

in my area of work. 1 2 3 4 5

3. I have the opportunity to use my abilities at work. 1 2 3 4 5

4. I feel well at the moment. 1 2 3 4 5

5. My employer provides adequate facilities and

flexibility for me to fit work in around my family

life.

1 2 3 4 5

6. My current working hours/patterns suit my personal

circumstances. 1 2 3 4 5

7. I often feel under pressure at work. 1 2 3 4 5

8. When I have done a good job, it is acknowledged

by my line manager. 1 2 3 4 5

I N E S | 86

9. Recently, I have been feeling unhappy and

depressed. 1 2 3 4 5

10 I am satisfied with my life. 1 2 3 4 5

11 I am encouraged to develop my skills. 1 2 3 4 5

12 I am involved in decisions that affect me in my own

area of work. 1 2 3 4 5

13 My employer provides me with what I need to do

my job effectively. 1 2 3 4 5

14 My line manager actively promotes flexible

working hours / patterns. 1 2 3 4 5

15 In most ways, my life is close to ideal. 1 2 3 4 5

16 I work in a safe environment. 1 2 3 4 5

17 Generally, things work out well for me. 1 2 3 4 5

18 I am satisfied with the career opportunities

available for me here. 1 2 3 4 5

19 I often feel excessive levels of stress at work. 1 2 3 4 5

20 I am satisfied with the training I receive in order to

perform my present job. 1 2 3 4 5

21 Recently, I have been feeling reasonably happy all

things considered. 1 2 3 4 5

22 The working conditions are satisfactory. 1 2 3 4 5

23 I am involved in decisions that affect members of

the public in my own area of work. 1 2 3 4 5

24 I am satisfied with the overall quality of my

working life. 1 2 3 4 5

ORGANIZATIONAL CITIZENSHIP BEHAVIOR

Please carefully read the following statements. Kindly encircle the number that best

corresponds to what extent the item refer to you.

To what extent do you agree with the following? Strongly

Disagree Disagree Neutral Agree

Strongly

Agree 1. I am eager to tell outsiders some good news about

the company. 1 2 3 4 5

2. I am willing to stand up to protect the reputation of

the company. 1 2 3 4 5

3. I actively attend company meetings. 1 2 3 4 5

4. I don’t mind taking on new challenging

assignments. 1 2 3 4 5

5. I make constructive suggestions that can improve

the operation of the company. 1 2 3 4 5

6. I am willing to coordinate and communicate with

colleagues. 1 2 3 4 5

7. I take my job seriously and rarely make mistakes. 1 2 3 4 5

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8. I often arrive early and start my work immediately. 1 2 3 4 5

9. I comply with company rules and procedures even

when nobody watches and no evidence can be

traced.

1 2 3 4 5

10 I am willing to assist new colleagues to adjust to the

work environment. 1 2 3 4 5

11 I am willing to help colleagues solve work-related

problems. 1 2 3 4 5

12 I am willing to cover work assignment for

colleagues when needed. 1 2 3 4 5

13 I avoid taking actions that hurt others. 1 2 3 4 5

14 I avoid hurting other people’s right to

common/shared resources. 1 2 3 4 5

15 I do not initiate actions without consulting my

colleagues who might be affected. 1 2 3 4 5

16 I avoid creating problems that might affect my

colleagues. 1 2 3 4 5

Sources: Easton, S. & Van Laar, D. (2008). User manual for the work-related quality of life scale: a measure of quality of

working life. Portsmouth: University of Portsmouth.

Lo, M. & Ramayah, T. (2009). Dimensionality of organizational citizenship behavior (OCB) in a multicultural society. International Business Research, 2(1), 48-55.

Solomon Peter John L. Ines 31 Madre Silva Street, Roxas District, Quezon City

0926-292-9645

solomon.ines@gmail.com

Educational Background

University of the Philippines Manila

Bachelor of Arts in Organizational Communication

2010-present

Related Coursework: Communication Strategies (Advertising), Communication Trends and Styles

(Integrated Marketing Communications), Human Resources and

Organizational Development, Marketing for the Arts, Interpersonal and

Intercultural Communication, Approaches to Communication in Management,

Public Relations, Audio-Visual Communication, Technical Writing

Experience

200 hours of internship at the United Kingdom Education Advisory Service (April-May 2013)

Intensified market awareness through social media by creating relevant content

Developed strong ties with different organizations for possible partnerships

Conducted a thorough research on competitors and market position

Expanded newsletter readership by reinventing its contents

Organized various projects and events in UP Manila

LOVE IS: Philippine Philharmonic Orchestra’s Out-of-the-Box Concert Series (2014)

IGNITE: Unleashing the Youth’s Potential (2013)

Valentine’s Day Just Got Sweeter (2013)

Cupid Loves Children, Too! (2013)

Bakbakan Season 7 (2012-2013)

UPRISING: Empowering the Youth through Social Media (2012)

Vavavoom: Cinemalaya Goes to UP Manila (2012)

Pasiklaban: Freshie Night (2012)

Handog sa Freshmen (2011)

Prepared Communication Audit, PR and Marketing Plans for different organizations

Expanding the Adobo Connection: PR Plan for Adobo Connection (2013)

TATAK ORCOM: PR Plan for the BA OrCom program (2012)

Communication Plan for 2GO Group, Inc. (2012)

Communication Audit for 2GO Group, Inc. (2012)

Skills

Proficient in oral and written communication

Fluent in English and Tagalog

Good interpersonal and leadership skills

Proficient in Microsoft Office

Knowledgeable of basic audio-visual softwares (Adobe Photoshop, Mixcraft, Power Director)

Awards

Finalist. Camp IMC. Ateneo De Manila University. November 2013.

Best Speaker and Winner. Speak UP: Inter-class Debate 2013. UP Manila. October 2013.

University Scholar. College of Arts and Sciences. UP Manila. 1st Semester 2013-2014

College Scholar. College of Arts and Sciences. UP Manila 1st Semester 2011-2013

1st Runner-up. Team San Beda. Teenpreneur Challenge. November 2009.

Organizational Affiliations

College of Arts and Sciences Oblation Corps (2013-2014)

Course Representative, Commencement Committee

HR Youth Philippines (2013-present)

Founding Member

34th UP Manila University Student Council (2012-2013)

Councilor for Culture and Arts

Assistant Treasurer, Executive Committee

Organizational Communication Society (2012-present)

Head, Sponsor-Donor Relations Committee

Member, Social Engagement Committee

Junior Marketing Association UP Manila (2011-present)

Member, Creatives Committee

Member, Members Committee

Metro Manila Alliance of Communication Students (2012-present)

Member

Freshman Block Coordination Program (2011-2012)

Head for Internal Affairs, Executive Committee

Head, Programs Committee

Seminars Attended

FAO Workshop Series: Accounts Management, Market Research and Strategic Planning

iAcademy & UP Diliman, November –December 2013.

SPOTLIGHT: The OrCom Series

CAS Little Theater, UP Manila, September 2013

Siyensya at Konsensya: Highlighting the Importance of Ethics in Research to Ensure Public

Safety

NTTC-HP Auditorium, UP Manila, August 2013

MARK UP: Go Beyond Knowledge, Get the MarkProf Experience

UP Film Center, UP Diliman, July 2013

Philippine SME Business Expo

SMX Convention Center, Fort Bonifacio, July 2013

Creating the Winning Quill

CAS Little Theater, UP Manila, July 2013

Brave New World: Embracing the Media Evolution

Newport Performing Arts Theater, Resorts World Manila, January 2013

PRspectives: The Faces of PR

NTTC-HP Auditorium, UP Manila, January 2013

YOUth on Social Media: Creating a New Generation of Game Changers

Albertus Magnus Auditorium, University of Santo Tomas, November 2012

IGNITE: Fuel Up Your Organization’s Potential

CAS Little Theater, UP Manila, July 2012

Pinoy Pride Going Global

Rizal Hall, UP Manila, February 2012

National Communication Research Conference: Creatively Rediscovering Communication and

Media

Media Center, College of Mass Communication, UP Diliman, January 2012

References

Available upon request.