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V o
lu m
e 8
N u
m b
Referred Journal of CMR College of Engineering &
Technology
ISSN (Online) : 2322-0449
A Model Proposition for Prescreening Candidates in
Recruitment
Process Using Fuzzy Vikor Method
Murat Bolelli
(NAAC Accredited Institution with ‘A’ Grade)
ISSN ( ) : 2277-6753PRINT
and its effect on the Consumer Decision Making Process
Reshma Nikhat
Jnaneswar. K
Gayathri Ranjit
Shruti Balhara
Harbhajan Bansal
Impact of Quality of Work Life on Organisational CommitmentIndu
Bala, Ramandeep Saini, B.B. Goyal
Mediating Role of Personal Accomplishment among Emotional
Labour
Strategies and Teaching Satisfaction among Professional College
Teachers
Jitha G. Nair
Tanvi Bhalala
for Consumer Electronics
Punit Kumar Mishra
Girish Kumar Srivastava
S. Rajeswari, D.Raghunatha Reddy
Development
A. Ramachandra Aryasri
with Reference to Dairy Industry
Menaka.Bammidi
with Reference to TSSPDCL
Mohd. Akbar Ali Khan
Mobile Data Usage Behavior: A Study on Bottom of the Pyramid
MarketLeena Sharma
Cash to Cashless Economy: Challenges and OpportunitiesSaneem
Fatima, Shakeel Ahmad
Indexed in Indian Citation Index (ICI), PROQUEST DATA BASE , Google
Scholar JUSER DATA BASE, MIAR Data Base
Index Copernicus value 59.11, ISRA JOURNAL FACTOR 4.018, Sjifactor
Impact factor 4.339, International Scientific Indexing Impact
factor 1.332
Dr. A Kotishwar
Editorial Board
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Hyderabad
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Madras, Chennai
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Oman
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Economics, Mohan Lal Sukhadia University, Udaipur, Rajasthan.
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Marathwada University, Aurangabad
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University, Patiala, Punjab, India
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SUMEDHA-Journal of Management Referred Journal of CMR College of
Engineering & Technology
April-June2019, Volume 8, No. 2
S.
No.
Murat Bolelli* 1-19
Synergies and its effect on the Consumer Decision
Making Process
Turnover Intention in Information Technology
Industry in Kerala
Jnaneswar. K*, Gayathri
Dimensions on Organizational Performance: An
Empirical Analysis
Commitment
Satisfaction among Professional College Teachers
Jitha G. Nair* 73-82
Analysis in India
Tanvi Bhalala* 83-96
Rural Jharkhand for Consumer Electronics
Punit Kumar Mishra*, Girish
Methodologies in Digital Age - A Comparison
between Manufacturing and Service Industry
S. Rajeshwari*, D.Raghunatha
Potential Areas for Development
K. Renuka Raju*, Shakeel
Menaka.Bammidi*, Puppala.
Satisfaction With Reference to TSSPDCL
M. Ramu*, Mohd. Akbar Ali
Khan**
148-156
A Study on Bottom of the Pyramid Market
Leena Sharma* 157-169
Saneem Fatima*, Shakeel Ahmad**
Chief Editor Message
As SUMEDHA Journal of Management Thirtieth issue, We look forward
to the momentous
growth of our Journal, increasing in their appeal, readership and
relevance to the fast-changing
world of Business Management. During these six years journey our
journal has been critically
evaluated by various institutions with similar line of interest and
faculty fraternity. We have
been consistently seeking advice from experts to continuously
improve the quality of the
journal. Our journal has got UGC Approval Journal (Serial No :
46802 ), Indexed in Indian
Citation Index (ICI), PROQUEST Database, Google scholar JUSER
Database, MIAR Data
Base, Index Copernicus value 59.11, ISRA Journal Factor 4.018,
Sjifactor Impact factor 4.339,
International Scientific Indexing Impact factor 1.332. On behalf of
the Management, Editorial
Board and Editorial Team, I express my profound gratitude to all
our authors, reviewers,
readers and patrons for offering their overwhelming support and I
anticipate a continued
and lively partnership for years to come.
All of us recognize the necessity for change, which results in
progress. It gives way to new
ideas and perspectives reflecting the current and emerging
environment, which builds on
the solid foundations of the past.
Last but not least valuable would be your response and suggestions
on this issue. Kindly
send us your views so that we can keep on upgrading our
journal.
Thanking you Dr. A Kotishwar
Chief Editor
Indu Bala*, Ramandeep Saini**, B.B. Goyal***
- 58 -
SUMEDHA-Journal of Management Referred Journal of CMR College of
Engineering & Technology April-June 2019, Volume 8, No. 2, pp
58-72 ISSN: 2277-6753 (Print) ISSN: 2322-0449 (Online)
http://cmrcetmba.in/sumedha/
Impact of Quality of Work Life on Organisational Commitment
Indu Bala*, Ramandeep Saini**, B.B. Goyal***
* Research Scholar (Management Department), IKGujral Punjab
Technical University, Kapurthala.
** Professor, Business Management, Chandigarh Group of Colleges,
Landran, Mohali.
*** Professor, University Business School, Panjab University,
Chandigarh.
Abstract
The purpose of this research was to analyze the impact of quality
of work life
on organizational commitment among faculty member of higher
educational
institutions. Organizational commitment is a key to organizational
success.
If an employee is highly committed, it helps to achieve
organizational
objectives properly. The quality of work life plays a significant
role to the
commitment of the employees. This study has been competed with
descriptive
research design which was conducted thoroughly using a
structured
questionnaire. Under this research 300 respondents were taken, out
of which
150 from public institutions and 150 from private institutions.
Also for
presenting and analyzing the data, both descriptive and inferential
statistics
were used. Based on the results of discussion certain vital
findings were
made. The majority of the respondents exhibited satisfactory level
of quality
of work life and organizational commitment. According to the
analyzed data,
moderate positive correlation could be seen between quality of work
life and
organizational commitment and it is statistically
significant.
Keywords: Quality of work life, organizational commitment,
public
institutions, private institutions, positive correlation.
JEL CODE: J12, L29, M19.
PUBLISHING CHRONOLOGY
JANUARY 15, 2019;
PAPER ACCEPTANCE DATE :
FEBRUARY 22, 2019
be made as follows:
Indu Bala, Ramandeep Saini,
on Organisational Commitment
" SUMEDHA Journal of
(58-72)
Indu Bala*, Ramandeep Saini**, B.B. Goyal***
- 59 -
1. INTRODUCTION
Organization is faced with a challenge of managing its employees'
commitment to ensure sustainability. A committed organizational
member tries to give their full dedication to the
organization.Organizations whose members have higher levels of
commitment show higher performance and productivity and lower
levels of absenteeism and tardiness (Cohen, 2003, p 18).
Commitmentof the employees is must for a successful organization.
This study is basedon higher educational institutions. Different
private and public institutions of Punjab were taken for the
survey. The study is limited to 150 faculty members teaching
professional courses and 150 faculty members teaching
non-professional courses from these institutions. Organizational
commitment of the employees, if low, leads to high turnover
intention and actual turnover. High turnover brings destruction to
the organization in the form of direct and indirect cost (Allen
& Meyer, 1996). Accordingly number of researches has conducted
to identify the impact of quality of work life on organizational
commitment. According to a research conducted by Normala, (2010)
indicate that there was a relationship between quality of work life
and organizational commitment. A high quality of work life (QWL) is
essential for organizations to continue to attract and retain
employee.Saraji and Dargahi (2006) found that Quality of work of
life is the comprehensive designed program to improve employee
satisfaction, strengthening workplace learning and helping
employees for their betterment. When the talk is about educational
institution,it demands the best faculty members for teaching.
Faculty member's dedication will get increase if they are provided
with good working conditions.Organisational commitment is a term
that is needed in each and every employee for the best workout.
Enhancing the level of Quality of work life is one of the most
important concept for theeducational institutions, as is the case
for organizations; it demands to pay more attention to their
quality of work life and improve their working conditions. Under
present study, attempt has been done to find out the commitment of
faculty members teaching professional and non-professional courses.
In other words, the present research tries to find out the impact
of quality of work life on organisational commitment.
2. LITERATURE REVIEW
Pallavi, Kulkarni (2013) in their research titled training and
development and quality of work life, based on the reviews it was
concluded the training moulds the employee's attitude and helps
them to achieve a better co-operation within the organization.
Training and development program improve the quality of work life
by creating an employee supportive workplace
K. R.Nia & Maryam Maleki (2013) studied the relationship
between quality of work life and organizational commitment of
academicians and showed that there is positive relation between the
QWL and organisational commitment. Study summarizes that
organisation commitment is the result high QWL.
According to Hussain et al. (2014),"There is a good condition
between the quality of work life and teachers' job satisfaction,
but it's needed a lot of welfare services for better effectiveness
of the quality of work life. The community and education are very
important to determine teachers' attitudes and applications at
workplace. The community can cause a good condition
Impact of Quality of Work Life on Organisational Commitment
Indu Bala*, Ramandeep Saini**, B.B. Goyal***
- 60 -
of teachers' mental by providing sufficient educational facilities
and reducing job stresses. Thus it causes to increase their
interest to teach and job satisfaction.
Hadi Farid et al. (2015) showed that there is a high significant
relationship between quality of work life and organizational
commitment amongst academician. This study also contributes to the
existing literature and suggests improving human resource
development strategies on how the related ministry and universities
could improve their employees' commitment.
Tanaya Nayak and Chandan Kumar Sahoo (2015) found that employee
commitment acts as a significant relationship between quality of
work life and organisational performance. Study concludes by
stating positive policy design and appropriate initiative to
improve QWL may improve organisational commitment. Study also
emphasised on having better QWL can attract and retain qualified
and motivated employees which can possibly lead to enhance quality
of services in health care organisation.
P Singh (2017) In India by exploring quality of work life functions
in various public-sector units found to be positive correlation
between the variable and indicated one among the powerful
management tool which significantly contribute to employee
motivation.
P.N. Huynh (2017) There are several factors that influences Quality
of work life.Positive relationship between implicit ethics
institutionalization and quality of work life.
D Kara et al. (2018) Transformational and transactional leadership
styles were significant predictors of quality of work life and
gender and income were not significant antecedents of QWL.
3. OBJECTIVE OF THE STUDY
• To study the impact of quality of work on organisational
commitment.
4. RESEARCH METHODOLOGY
The research adopts a descriptive research design. Structured
Questionnaire is used for data collection. Stratified Sampling
technique is used. SPSS 21 is used for analysis purpose. The study
is based on the primary as well as on secondary data. Questionnaire
is get filled from different public and private institutions. 300
samples were selected where 150 from public institutions and 150
from private institutions. Questionnaire is divided in 2 parts
based on quality of work life and organizational commitment. Under
quality of work life the questionnaire is divided into 8 sections.
The first section is containing questions related to demographic
information of the respondents. The three sections are set of
questions related to dimensions of QWL (independent variables).
Finally, the last section consists of questions on OC (dependent
variables), which is divided based on affective, continuance and
normative commitment. Secondary Data is used in the research is
collected from internet, newspaper, existing literature, magazines
etc. Analysis tool was descriptive and inferential statistics has
been used. In inferential statistics t test, multiple regression,
and correlation has been applied.
Impact of Quality of Work Life on Organisational Commitment
Indu Bala*, Ramandeep Saini**, B.B. Goyal***
- 61 -
4.1. RESEARCH METHODOLOGY
The research tool that was used consisted of a questionnaire based
on Walton's (1975) QWL scale and Meyer and Allen's (1990)
organizational commitment scale. The questionnaire contained
details pertaining to eight dimensions of QWL which are listed
below:
PART 1 Organizational factors
• Growth and security - 6 statements
Environmental factors
• Social Relevance -6 statements
PART 2 ORGANIZATIONAL COMMITMENT
• Affective commitment - 5 statements
• Continuance commitment - 4 statements
• Normative commitment - 4 statements
4.2. VALIDITY AND RELIABILITY OF QUESTIONNAIRE
There are two important component associated with the
questionnaire. One is reliability and other one is validity.
For the validity of the questionnaire we have done a pilot study by
taking 20 respondents each from the government and private
institutions/colleges and have seen that the questionnaire was well
understood by the respondents and there was no flaws reported by
the respondents.
Reliability is related to the consistency of the measure. In order
to measure the reliability we have used Cronbach's Alpha technique.
A questionnaire is considered to be well consistent if the value of
Cronbach's Alpha lies between 0.6 -0.7 or higher.
Impact of Quality of Work Life on Organisational Commitment
Indu Bala*, Ramandeep Saini**, B.B. Goyal***
- 62 -
As discussed earlier four important factors have been taken for
meeting our objectives which are organizational factors
(development of human capacity, adequate and fair compensation and
growth and security), environmental factors (safe and healthy
working conditions and social Relevance), personal factors (social
integration and constitutionalism and total life space) and
organizational commitment (affective commitment, Continuance
Commitment and normative commitment).
The results of the Cronbach's Alpha are summarized in the table
given below.
Table no. 1 Cronbach's Alpha Scores
Organizational Factors
1 Development of Human Capacity 5 .743
2 Adequate and Fair Compensation 5 .682
3 Growth and Security 6 .880
Environmental Factors
5 Social Relevance 6 .639
Personal Factors
7 Constitutionalism 4 .822
Organizational Commitment
Overall Score = 8.0
Source; author's on compilation from primary data
So it can be seen from the above table that all Cronbach's Alpha
scores are more than .6 and the overall score is 8.0 which is very
good. So from here we can conclude that scale we are using is
reliable.
5. DATA ANALYSIS
Out of the 300 respondents, 50 percent of the respondents belong to
public institution and 50 percent of the respondents belong to
Private institution. So the proportion of the respondents from the
public and the private institution is same. 37 percent of the
respondents are male and 63 percent of the respondents are female.
Out of which, 30.7 percent of the respondents belong to 22-31 years
whereas under the age of 42-51 years there are 27.7 percent of the
respondents followed by the age category 32-41 years in which there
are 27.2 percent of the
Impact of Quality of Work Life on Organisational Commitment
Indu Bala*, Ramandeep Saini**, B.B. Goyal***
- 63 -
respondents. Finally in the age category 52 years and more there
are 14.5 percent of the respondents. 52.7 percent of the
respondents are teaching professional courses and 47.3 percent of
the respondents are teaching nonprofessional courses.
An attempt has been made to analyze the impact of the quality of
work life on organizational commitment. For this first of all total
score on all statements of the three main factors taken for the
quality of work life (Organizational Factors, Environmental factors
and Personal factors) were calculated, similarly the total score of
all statements of factors responsible for organizational commitment
(Affective Commitment, Continuance Commitment and Normative
Commitment) were calculated.
The correlation between quality of work life and organizational
commitment is as under table:
Table No. 2 Correlation analysis between quality of work life and
organizational commitment
Factors Affective
Environmental .302*(.010) .212** (.000) -.002(.968)
Personal .414** (.006) .295** (.000) .324** (.014)
Source; author's on compilation from primary data
(*Correlation is significant at 5% level of significance, **
Correlation is significant at 1% level of significance, value in
the parenthesis is significant values)
As it is clear from the above table that correlation between
organizational factor and affective commitment is .260 and it is
highly significant, correlation between organizational factors and
continuance commitment is .333 and is highly significant. Finally
the correlation of organizational factors and normative commitment
is .352 which is also highly significant.
Next the correlation between the environmental factors and
affective commitment is .302 and is significant, correlation
between environmental factors and the continuance commitment is
.212 and is highly significant and the correlation between
environmental factors and normative commitment is almost zero,
negative and non-significant.
Finally the correlation between personal factors with affective
commitment, continuance commitment and normative commitment are
.414, .295 and .324 respectively and all of the correlations are
significant.
So from here it can be concluded that there is significant
relationship between all of the factors responsible for the quality
of the work life and organizational commitment, except the
relationship between environmental factors and normative commitment
where the correlation is almost zero and non-significant.
Impact of Quality of Work Life on Organisational Commitment
Indu Bala*, Ramandeep Saini**, B.B. Goyal***
- 64 -
Further to find out the impact of quality of work life and
organizational commitment three multiple regression models have
been set up. Before setting these models all the basic needs for
applying regression models were checked which include normality of
the data, multicollinearity and homoscedasticity etc. It is found
that data is perfectly fine for applying the multiple regression
models.
In first model, the impact of factors of the quality of work life
on first factor of organizational commitment (affective commitment)
is studied. In the second model the impact of factors of the
quality of work life on second factor of organizational commitment
(continuance commitment) is studied. In the third model the impact
of factors of the quality of work life on third factor of
organizational commitment (normative commitment) is studied.
5.1. IMPACT OF QUALITY OF WORK LIFE ON AFFECTIVE COMMITMENT (FIRST
MODEL) The first model for the same is as given below
Y (affective commitment) = b 0 + b
1 X
Here b 0 is the intercept of the model b
1 , b
error. The X 1 (organizational factors), X
2 (environmental factors) and X
3 (personal factors) are
the independent variableswhose impact has to be studied on the
dependent variable Y (affective commitment)
The analysis of the model is explained as under:
Table no. 3 Model summary of first model
R R2 Adjusted R2 Standard Error
.353 .125 .116 3.90459
Source; author's on compilation from primary data
From the above table it is evident that value of R 2 is .125, which
suggests that the independent
variables are responsible for 12.5% of the variations in the
dependent variables with a standard error of 3.90459.
Now has a look below on the analysis of variance table which tells
us whether proposed multiple regressions model is significant or
not.
Impact of Quality of Work Life on Organisational Commitment
Indu Bala*, Ramandeep Saini**, B.B. Goyal***
- 65 -
Model Sum of
Residual 4512.761 296 15.246
Source; author's on compilation from primary data
From the above table it is quite clear that the F value is 14.089
and the value is highly significant. So the model is
significant.
The table below provides us an estimate about intercept and the
regression coefficients.
Table no. 5 Coefficients of first model
Model Unstandardized
Organizational Factors .144 .027 .291 5.222 .000
Environmental Factors .041 .031 .075 1.327 .186
Personal Factors .073 .033 .123 2.221 .027
Source; author's on compilation from primary data
From the above table it is clear that value of b 0 , b
1 , b
and .073 respectively.
1 (organizational factors) + .041X
factors) + .073X 3 (personal factors)
From here it can be concluded that one unit increase in the value
of the organizational factors increases the .14 units change in the
affective commitment and this value is highly significant as can be
seen from the sig value column where the value is .000 which
suggest the value to be significant at 1% level of significance
means the value .14 is highly significant.
Further one unit change in the value of the environmental factors
can bring .041 units change in the affective commitment. But this
value is insignificant.
Finally one unit change in the personal factor can contribute to
.073 unit change in the affective commitment and this value is
significant as sig value is .027 which is less than .05.
Impact of Quality of Work Life on Organisational Commitment
Indu Bala*, Ramandeep Saini**, B.B. Goyal***
- 66 -
So from here it can be concluded that organizational, environmental
and personal factors have significant and positive impact on the
affective commitment except environmental factors, where the value
is of course positive but is insignificant.
5.2. IMPACT OF QUALITY OF WORK LIFE OF CONTINUANCE COMMITMENT
(SECOND MODEL) The second model for the same is as given
below
Y (continuance commitment) = b 0 + b
1 X
3 (personal factors) + e
Here b0 is the intercept of the model b1, b2 and b3 are the
regression coefficients and e is the error. The X1 (organizational
factors), X2 (environmental factors) and X3 (personal factors) are
the independent variableswhose impact has to be studied on the
dependent variable (continuance commitment)
The analysis of the model is explained as under:
Table no. 6Model summary of second model
R R2 Adjusted R2 Standard Error
.369 .136 .128 3.31828
Source; author's on compilation from primary data
From the above table it is evident that value of R2 is .128, which
suggests that the independent variables are responsible for 12.8%
of the variations in the dependent variables with a standard error
of 3.31828
Table given below is the analysis of variance table which tells us
whether proposed multiple regressions model is significant or
not.
Table no. 7Analysis of Variance
Model Sum of
Residual 3259.257 296 11.011
Source; author's on compilation from primary data
From the above table it is quite clear that the F value is 15.589
and the value is highly significant. So the model is
significant.
Impact of Quality of Work Life on Organisational Commitment
Indu Bala*, Ramandeep Saini**, B.B. Goyal***
- 67 -
The table below provides us an estimate about intercept and the
regression coefficients.
Table no. 8 Coefficients of second model
Model Unstandardized
Organizational Factors .050 .023 .118 2.136 .033
Environmental Factors .111 .026 .237 4.236 .000
Personal Factors .094 .028 .186 3.371 .001
Source; author's on compilation from primary data
From the above table it is clear that value of b0, b1, b2, and b3
are respectively 1.684, .050, .111 and .094 respectively.
So finally the model becomes:
Y (Continuance commitment) = 1.684 + .050X1 (organizational
factors) + .111X2 (environmental
factors) + .094X3 (personal factors)
From here it can be concluded that one unit increase in the value
of the organizational factors increases the .050 units change in
the continuance commitment and this value is significant as can be
seen from the sig value column where the value is .033 and is
significant at 5% level of significance.
Further one unit change in the value of the environmental factors
can bring .111 units change in the continuance commitment and this
value is highly significant.
Finally one unit change in the personal factor can contribute to
.094 unit change in the continuance commitment this value is also
highly significant.
So from here it is evident that organizational, environmental and
personal factors have significant, highly significant and highly
significant impact respectively on the continuance commitment. Also
all the independent variables have positive impact.
5.3. IMPACT OF QUALITY OF WORK LIFE ON NORMATIVE COMMITMENT (THIRD
MODEL) The third model for the same is as given below
Y (Normative commitment) = b 0 + b
1 X
Here b 0 is the intercept of the model b
1 , b
error. The X 1 (organizational factors), X
2 (environmental factors) and X
3 (personal factors) are
Indu Bala*, Ramandeep Saini**, B.B. Goyal***
- 68 -
the independent variableswhose impact has to be studied on the
dependent variable (normative commitment)
The analysis of the model is explained as under:
Table no. 9Model summary of third model
R R2 Adjusted R2 Standard Error
.197 .039 .029 3.40388
Source; author's on compilation from primary data
From the above table it is evident that value of R 2 is .029, which
suggests that the independent
variables are responsible for 2.9 % of the variations in the
dependent variables with a standard error of 3.40388
Table given below is the analysis of variance table which tells us
whether multiple regression model is significant or not.
Table no. 10 Analysis of Variance
Model Sum of
Residual 3429.580 296 11.586
Source; author's on compilation from primary data
From the above table it is quite clear that the F value is 3.972
and the value is highly significant. So the model is
significant.
The table given below provides us an estimate about intercept and
the regression coefficients.
Table no. 11Coefficients of third model
Model Unstandardized
Organizational Factors .061 .024 .148 2.530 .012
Environmental Factors -.002 .027 -.005 -.090 .929
Personal Factors .058 .029 .117 2.014 .045
Source; author's on compilation from primary data
Impact of Quality of Work Life on Organisational Commitment
Indu Bala*, Ramandeep Saini**, B.B. Goyal***
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From the above table it is clear that value of b 0 , b
1 , b
and .058 respectively.
So model becomes:
2 (environmental
factors) + .058X 3 (personal factors)
From here it is concluded that one unit increase in the value of
the organizational factors increases the .061 units change in the
normative commitment and this value is highly significant as can be
seen from the sig value column where the value is .012 and is
significant at 1% level of significance.
Further one unit change in the value of the environmental factors
can bring -.002 units change in the normative commitment and this
value is insignificant. So the environmental factors have negative
and insignificant impact on the normative commitment.
Finally one unit change in the personal factor can contribute to
.058 unit change in the normative commitment this value is
significant.
So finally it is concluded that organizational, environmental and
personal factors have highly significant, insignificant and
significant impact respectively on the normative commitment. Also
this impact is positive for the organizational and personal factors
but is negative with the environmental factors.
5. CONCLUSION
The study was carried out to identify the impact of quality of work
life on organizational commitment among the faculty member of
higher educational institutions. By distributing questionnaire, the
data was gathered for this study. This study covers a sample of 150
faculty members from public institutions and 150 faculty members
from private institutions, selected rationally from the 4 district
of Punjab. The results indicate that organizational, environmental
and personal factors have significant and positive impact on the
affective commitment except environmental factors, where the value
is of course positive but is insignificant. Organizational,
environmental and personal factors have significant, highly
significant and highly significant impact respectively on the
continuance commitment. Also all the independent variables have
positive impact.Whereas organizational,environmental and personal
factors have highly significant, insignificantandsignificantimpact
respectively on the normative commitment. Also this impact is
positive for the organizational and personal factors but is
negative with the environmental factors.
When we talk about the normative commitment, it is a sense of
obligation to the organization. The employee feels to stay with the
organization, because he/she feels its right thing to do. In the
survey, environmental factors have negative and insignificant
impact. Under environmental factors come the questions regarding
safety and health conditions and the social relevance. It's clear
from the survey, the faculty members feel its duty to teach
the
Impact of Quality of Work Life on Organisational Commitment
Indu Bala*, Ramandeep Saini**, B.B. Goyal***
- 70 -
students and remain in the organization and these two factors are
not responsible for their decision whether to remain in the
organization or to leave it.Ellenbecker and Cushman (2012)
considered thereasons of commitment and they defined organizational
commitment as the various reasons that drive an employee's
attachment to an organization. Some of these reasons included moral
attachment, emotional attachment, and obligation (Balassiano &
Salles, 2012; Ellenbecker & Cushman, 2012). Dey (2012) went
beyond an employee's attachment and willingness to help the
organization succeed, and added the employee's willingness to stay
with the organization. It is important to note that different types
of organizational commitment have different effects on employee
retention or turnover intention (Yücel, 2012). Job satisfaction is
another commonly known driver of turnover intention (Kim &
Jogaratnam, 2010). Some researcher focus on the working women only.
The determinants are same but they finds that the monthly income
and nature of family have impact on QWL (P.Balaji et al.
2018).
In addition, Long and Thean (2011) found leadership style as a
significant driver of employee turnover intention. Some researchers
have also found workplace justice as a significant driver of
turnover intention (Cantor, Macdonald, & Crum, 2011).
In the situation of almost unlimited possibilities of changing job,
organizations are increasingly focused on retaining employees with
core competencies and those offering added value to the enterprise.
The researchers' and practitioners' attention is focused on
affective commitment as the one generating significant benefits to
the organization, whereas the importance of normative commitment
seems to be underestimated. It is often indicated in the literature
sources that the normative commitment creates added value for the
organization. (Dagmara Lewicka et al.2016, pp.7 1). The employees
exhibiting a high level of normative commitment typically avail
their energy and skills to the organization due to the fact that
they feel a deep sense of such behavior [Valaei and Rezaei 2016,
pp. 1663-1694]. The research also shows that this form of demeanor
buoys up their affective commitment [Meyer et al. 2002, pp.
20-52].When we talk about the quality of work life, it has a
positive impact on the organizational commitment of the staff too,
and from among the components of commitment, affective commitment
predicts quality of work life more than other components. This
result supports the results of previous researches (Asgari et al.,
2011; Fields et al., 1992; Huang et al., 2007). Donaldson(2000)
statesthat quality of work life explains differences in the level
of organizational commitment. Quality of work life has significant
relationships with organizational commitment (Asgari et al.,
2011).
6. SCOPE FOR FURTHER RESEARCH
The findings of the present study arelimited in its scope with
respect to many aspects. The results can be made more explanatory
if a number offuture scientific researches are conducted in this
area. Regular assessment of quality of work life can potentially
provide organizations with important information about the welfare
of its employees such as organisational commitment. For a better
analysis of quality of work life every dimension of quality of work
life can be studied individually and further dimensions can also be
added. This study can be
Impact of Quality of Work Life on Organisational Commitment
Indu Bala*, Ramandeep Saini**, B.B. Goyal***
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done among the employees of cooperative sector and foreign banks.
The researcher is pleased to offer further research in the area of
finding out strategies to improve QWL and to increase
organisational commitment. This study can be extended beyond the
limits of public and private sector. Service sectors such as
insurance, post office and railways are potential areas for further
research. Different banks can be considered and compared with other
sectors. Hence there is a good scope for further research
7. LIMITATION OF THE STUDY
The most obvious limitation of the study is the data collection.
The data collection was confined to only 4 district of Punjab
chosen rationally. The sample for the present study comprised of
150 faculty from private and 150 from public institutions. There
are chances of getting different results with large sample size.
The present study has relied largely on quantitative methodology of
data collection. Therefore, more of qualitative methodology of data
collection should be undertaken in future to provide wider
perspective to the present study.
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