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)
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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.
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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.
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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
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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.
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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.
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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
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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.
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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.
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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.
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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
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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
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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
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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,
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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
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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.
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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.
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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
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(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 [email protected]. 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
I N E S | 87
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
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.