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- INTERNATIONAL JOURNAL OF MANAGEMENT (IJM) ISSN 0976-6502 (Print) ISSN 0976-6510 (Online) A STUDY IJM Volume 7, Issue 2, February (2016), pp. 415-422 http://www.iaeme.com/ijm/index.asp ©IAEME Journal Impact Factor (2016): 8.1920 (Calculated by GISI) www.jifactor.com AN EMPIRICAL STUDY ON THE EFFECT OF DEMOGRAPHIC VARIABLES ON QUALITY OF WORK LIFE AMONG EMPLOYEES IN CONSTRUCTION SECTOR Dr. Vaneeta Aggarwal Assistant Professor, Department of Management Studies, University of Madras, Chennai-5 ABSTRACT In this era of globalization, the organizations have realized the importance of human resources in achieving the goals of organizations. Improving Productivity, enhancing employee commitment, reducing attrition rate are some of the major challenges the organizations are facing in today’s dynamic environment. Quality of Work Life(QWL) has emerged as a concept whose main foundation is on developing jobs and working conditions that satisfy the employees personal needs through their experience in the organization. QWL refers to a relationship between the employees and their work environment by including the human perspective to the economic and technical perspective, thereby improving the overall satisfaction, motivation, commitment and involvement employees experience while working in the organizations. Rise in the Quality of Work Life enhances employees' wellbeing there by the wellbeing of the whole organization. The main objective of the study of this study is to analyze and explore the experience of employees towards their Quality of Work Life(QWL) in terms of the following factors Adequate and Fair Compensation, Safe and Healthy Working Conditions, Career Growth and Security, Use and Development of Human Capabilities, Work and Quality of Life, Social Integration, Constitutionalism, Social Relevance of employees and to study the effect of demographical variables like age, gender, experience and marital status with regard to these eight factors of QWL. This paper is based on the study, observation and collection of data among employees at a construction organization, which is one of the largest and most respected organization in India‘s private sector. The type of research adopted in this study is Descriptive Research. The sampling design being used here is Simple Random sampling through Simple Random method. The sample size taken to conduct the research is 120 employees. Structured questionnaire was used for collection of data. T-test and ANOVA are the tools used for data analysis. Key words: Quality of work life, Workforce diversity, Employee wellbeing, Compensation. Cite this Article: Dr. Vaneeta Aggarwal. An Empirical Study on the Effect of Demographic Variables on Quality of Work Life among Employees in Construction Sector. International Journal of Management, 7(2), 2016, pp. 415-422. http://www.iaeme.com/IJM/index.asp 415 Dr. Vaneeta Aggarwal, “An Empirical Study on the Effect of Demographic Variables on Quality of Work Life among Employees in Construction Sector” – (ICAM 2016)
- International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 7, Issue 2, February (2016), pp. 415-422 © IAEME Publication 1. INTRODUCTION In today’s competitive environment the human resources act as a source of competitive advantage as they are unique to every organization and cannot be imitated or copied. The role of employees in advancing the objectives of the organization is very important and is increasing in organizations. In the present era of knowledge workers where intellectual pursuits are more important than physical efforts and employees are driven more by the Maslow’s higher order needs than the basic physiological and safety needs, it is imperative for organizations to improve various aspects of work environment to facilitate the human resource development efficiently. Organizations are recognizing their responsibility and making an effort to improve job and working conditions facilitating the effective functioning of employees. Human resource management now also involves paying attention to the aspiration, needs and expectations of every employee and develop ways and strategies to constantly discover and develop their true potential and ability. Therefore, organizations are required to adopt a strategy to improve the employees’ ‘Quality of Work life' (QWL) to satisfy both the organizational objectives and employee needs. Quality of Work Life (QWL) has emerged as an important concept whose main foundation is on developing jobs and working conditions that satisfy the employees personal needs through their experience in the organization. According to Nadler and Lawler(1983), QWL is a way of thinking concerned about the impact of work on people as well as organizational effectiveness. Quality of work life takes into consideration the socio-psychological needs of employees. It not only focuses on social needs of employees but also on growth needs by providing vertical growth opportunities. QWL refers to a relationship between the employees and their work environment by including the human perspective to the economic and technical perspective, thereby improving the overall satisfaction, motivation, commitment and involvement employees experience while working in the organizations. Quality of work life is the degree of excellence brought about work and working conditions which contribute to the overall satisfaction and performance primarily at the individual level but finally at the organizational level. QWL includes the redesign and operation of organizations in such away so as to improve the physical, social, economic, psychological and cultural well being of employees (Beinum,1975). Rise in the Quality of Work Life enhances employees' wellbeing there by the wellbeing of the whole organization. The extent to which the employees in an organization are able to enhance their personal and work life through their work environment and job experiences gives a measure of QWL. Employees are motivated and perform better when the job design and organization of work is done in such a way so as to enhance the employees participation and freedom to take decisions. The basic objective of QWL is to change the work climate related to human, technology and organizational interface leading to better QWL(Luthans,1995). Various research studies have shown the positive implications of QWL linking QWL with improved Organizational Performance ( Chib,2012; Gayathri and Ramakrishnan,2013),with job satisfaction in University employees ( R. Ganguly 2010); with increased organizational commitment and team spirit(Parvar et al,2013 and Konmer et al,2010). Hackman and Oldham(1976) first advocated the importance of satisfaction of psychological growth needs as significant in considering the QWL. They identified skill variety, task identity, task significance, autonomy and feedback as essential to be addressed for improving QWL. Taylor (1979) included both the extrinsic job factors such as salary, working hours and job conditions as well as intrinsic job notions such as social support, relevance of the job, self-development, fairness and equity as essential components of QWL. Warr(1979) included motivation, satisfaction and happiness as important factors in investigation of Quality of Work Life. Ellis and Pompli(2002) has also included balance of work and family and role conflict as significant factors influencing QWL. So in addition to importance of workplace aspects in QWL, various authors have identified the relevance of psychological factors in impacting QWL. RICHARD E. WALTON(1974) explains quality of work life in terms of eight broad conditions of employment which are used in this study for measuring QWL. Adequate and Fair Compensation: There are different opinions about adequate compensation. The committee on Fair Wages defined fair wage as the wage which is above the minimum wage, but below the living wage. Safe and Healthy Working Conditions: Most of the organizations provide safe and healthy working conditions due to humanitarian requirements and/or legal requirements. In fact, these conditions are a matter or enlightened self-interest. 416 Dr. Vaneeta Aggarwal, “An Empirical Study on the Effect of Demographic Variables on Quality of Work Life among Employees in Construction Sector” – (ICAM 2016)
- International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 7, Issue 2, February (2016), pp. 415-422 © IAEME Publication Opportunity to Use and Develop Human Capacities: Contrary to the traditional assumptions, QWL is improved to the extent that the worker can exercise more control over his or her work, and the degree to which the job embraces and entire meaningful task but not a part of it. Further, QWL provides for opportunities like autonomy in work and participation in planning in order to use human capabilities. Opportunity for Career Growth: Opportunities for promotions are limited in case of all categories of employees either due to educational barriers or due to limited openings at the higher level. QWL provides future opportunity for continued growth and security by expanding one‘s capabilities, knowledge and qualifications. Social Integration in the Work Force: Social integration in the work force can be established by creating freedom from prejudice, supporting primary work groups, a sense of community and inter- personnel openness, legalitarianism and upward mobility. Constitutionalism in the Work Organization: QWL provides constitutional protection to the employees only to the level of desirability as it hampers workers. It happens because the management‘s action is challenged in every action and bureaucratic procedures need to be followed at that level. Constitutional protection is provided to employees on such matters as privacy, free speech, equity and due process. Work and Quality of Life: QWL provides for the balanced relationship among work, non-work and family aspects of life. In other words family life and social life should not be strained by working hours including overtime work, work during inconvenient hours, business travel, transfers, vacations etc. Social Relevance of Work: QWL is concerned about the establishment of social relevance to work in a socially beneficial manner. The workers self-esteem would be high if his work is useful to the society and the vice versa is also true. 2. SIGNIFICANCE OF THE STUDY Managing workforce diversity is a key challenge for human resource professionals. Since quality of work life deals with satisfaction of individual needs, the workforce diversity increases the challenge of improving QWL. Diverse workforce has diverse needs, so this study was conducted to ascertain whether the diversity in terms of demographic variables influences QWL. This study is also helpful to the organization in evaluating the strategies implemented for improving QWL by analyzing and comparing the QWL among diverse workforce. 3. OBJECTIVE OF THE STUDY The main objective of the study of this study is to analyze and explore the experience of employees towards their Quality of Work Life(QWL) in terms of the following factors Adequate and Fair Compensation, Safe and Healthy Working Conditions, Career Growth and Security, Use and Development of Human Capabilities, Work and Quality of Life, Social Integration, Constitutionalism, Social Relevance of employees and to study the effect of demographical variables like age, gender, experience and marital status with regard to these eight factors of QWL. 4. RESEARCH DESIGN This paper is based on the study, observation and collection of data among employees at a construction organization, which is one of the largest and most respected organization in India‘s private sector. The type of research adopted in this study is Descriptive Research. The sampling design being used here is Simple Random sampling through Simple Random method. The sample size taken to conduct the research is 120 employees. Structured questionnaire (R.E.Walton,1974) based on above mentioned eight factors of QWL having 24 items is used for measuring QWL.5 point likert scale is used. T-test and ANOVA using SPSS-16 are the tools used for data analysis. 417 Dr. Vaneeta Aggarwal, “An Empirical Study on the Effect of Demographic Variables on Quality of Work Life among Employees in Construction Sector” – (ICAM 2016)
- International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 7, Issue 2, February (2016), pp. 415-422 © IAEME Publication Table 1 Demographic profile 99 Gender Male Female 21 21 – 30 74 31 – 40 31 Age Variable 41 – 50 9 51 – 60 6 Married 76 Marital Status Unmarried 44 1–7 73 8 – 14 23 Work Experience 15 – 21 13 > 21 11 40 Cluster Location 80 Project Site 5. RELIABILITY AND NORMALITY OF DATA The Cronbachs alpha reliability coefficient for the overall questionnaire is 0.985 with alpha coefficient for all its factor more than 0.8 establishing the reliability of the questionnaire used. Shapiro Wilk test is conducted to check the normality of the data and it resulted in p>0.05 implying the normality of the data. Hence parametric tests are employed in this study. 6. DATA ANALYSIS T-test analysis of QWL score between employees in cluster and project site is done and it is found that there is no significant difference between the employees of the Cluster and Project site with regard to Total QWL(Table 2), and the further analysis is done for total QWL score(120 Respondents). Table 2 Project Site Cluster Factor T - Test Sig - Value Mean SD Mean SD Total 87.00 8.662 84.22 7.464 1.729 0.086* QWL Score *p> 0.05 T-test results as shown in Table 3 show that there is no significant difference in the Quality Of Work Life between the Gender groups (Male, Female) employees of the Cluster and Project site with regard to QWL Factor Score . Table 3 Male Female Factor T - Values Sig - Value Mean SD Mean SD Total 86.29 8.369 85.05 8.411 0.619 0.537* QWL Score *p>0.05 It can be deduced from the t-test results as shown in Table 4 that there is significant difference in the Quality Of Work Life, its determinants fair and adequate compensation &social integration in the work force between the Marital Status groups (Married, Unmarried) employees. 418 Dr. Vaneeta Aggarwal, “An Empirical Study on the Effect of Demographic Variables on Quality of Work Life among Employees in Construction Sector” – (ICAM 2016)
- International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 7, Issue 2, February (2016), pp. 415-422 © IAEME Publication Table 4 MARITAL STATUS Group 1 Group 2 Married Unmarried T - Value Sig. Value Factors Mean SD Mean SD Total QWL Score 84.82 7.362 88.25 9.538 -2.205 0.029^ Adequate and Fair Compensation 10.45 2.542 11.55 2.547 -2.279 .024^ Safe and Healthy 11.12 1.346 11.05 1.765 .255 .799* Working Condition Opportunity to use and Develop 10.17 1.769 10.80 1.746 -1.872 .064* Human Capacities Opportunity for Career Growth 11.30 1.848 11.43 1.958 -.361 .719* Social Integration in the Work 9.72 1.936 10.45 1.691 -2.085 .039 Force Constitutionalism in the Work 9.97 2.372 10.34 2.533 -.797 .427* Organization Work and Quality of Life 10.50 1.844 11.07 2.161 -1.526 .130* Social Relevance of Work 11.58 1.463 11.57 1.910 .035 .972* p0.05 Results as tabulated in Table 5 show that there is significant difference in the Quality Of Work Life and its factors ‘Adequate and fair compensation’ between the different age groups of employees of the Cluster and Project site and the employees in the age group 21-30 have the maximum QWL score. Table 5 AGE 21-30 31-40 41-50 51-60 F- Sig. FACTORS Value Value Mean SD Mean SD Mean SD Mean SD Mean SD Total QWL score 87.16 8.794 82.26 7.836 85.67 6.708 83.67 6.282 1.254 0.029^ Adequate and Fair 11.39 2.437 9.68 2.774 10.33 2.121 10.00 2.449 3.541 .017^ Compensation Safe and Healthy 11.15 1.677 11.06 1.237 11.00 .866 10.67 1.506 .205 .893* Working Condition Opportunity to use and 10.57 1.713 10.19 1.600 10.33 2.646 9.50 2.074 .871 .458* Develop Human Capacities Opportunity for Career 11.43 1.888 11.23 1.927 11.33 2.062 11.00 1.673 .158 .924* Growt Social Integration in the 10.14 1.838 9.68 2.039 10.33 1.581 9.33 1.966 .775 .510* Work Force 419 Dr. Vaneeta Aggarwal, “An Empirical Study on the Effect of Demographic Variables on Quality of Work Life among Employees in Construction Sector” – (ICAM 2016)
- International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 7, Issue 2, February (2016), pp. 415-422 © IAEME Publication AGE 21-30 31-40 41-50 51-60 F- Sig. FACTORS Value Value Mean SD Mean SD Mean SD Mean SD Mean SD Constitutionalism in the 10.07 2.496 10.23 2.320 10.33 1.936 9.67 3.266 .120 .948* Work Organisation Work and Quality of 10.93 1.975 10.39 1.647 10.22 2.819 10.33 2.251 .840 .474* Life Social Relevance of 11.49 1.754 11.81 1.302 11.78 1.202 11.17 2.317 .445 .721* Work p0.05 Results as tabulated in Table 6 show that there is significant difference in the Quality Of Work Life and its determinant fair and adequate compensation between the respondents with different work experience and the employees with experience less than 7 years have the maximum QWL score. Table 6 EXPERIENCE(in years) Sig. F- 1-7 8-14 15-21 >21 Value FACTORS Value Mean SD Mean SD Mean SD Mean SD Mean SD Total QWL score 87.40 8.708 81.87 7.594 85.38 6.983 82.73 7.901 1.797 0.042^ Adequate and Fair 11.55 2.205 9.26 3.264 10.38 2.364 10.09 2.071 5.723 .001^ Compensation Safe and Healthy 11.14 1.610 10.91 1.276 11.38 1.609 10.82 1.168 .408 .747* Working Condition Opportunity to use and Develop Human 10.48 1.701 10.52 1.442 10.00 2.273 10.09 2.386 .408 .748* Capacities Opportunity for Career 11.36 1.939 11.43 1.805 11.92 1.498 10.45 1.968 1.256 .293* Growth Social Integration in the 10.21 1.841 9.78 1.445 9.23 2.713 9.91 1.700 1.135 .338* Work Force Constitutionalism in the 10.25 2.362 9.83 2.674 10.15 2.115 9.73 2.901 .269 .847* Work Organization Work and Quality of 10.90 1.994 10.39 1.725 10.38 2.293 10.45 2.067 .607 .612* Life Social Relevance of 11.52 1.709 11.74 1.657 11.92 .760 11.18 1.888 .508 .678* Work p0.05 420 Dr. Vaneeta Aggarwal, “An Empirical Study on the Effect of Demographic Variables on Quality of Work Life among Employees in Construction Sector” – (ICAM 2016)
- International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 7, Issue 2, February (2016), pp. 415-422 © IAEME Publication 7. RESULTS AND RECOMMENDATIONS There is no difference in the Quality of Work Life as perceived by male and female employees in the organization. This result is in contrast to earlier studies ( Himabindu and Susan,2013) and general perception that male experience better Quality of Work Life. So the organization can have more female employees to increase workforce diversity which is needed in organizations to have innovative culture. There is significant difference in the Quality of Work Life as perceived by married and unmarried employees in the organization. Unmarried employees have better Quality of work Life as compared to married employees. The two factors ‘adequate and fair compensation’ and ‘social integration in work life’ emerged as two factors significantly more as perceived by unmarried employees. The organization need to concentrate on these two factors to improve the Quality of Work Life among married employees. Rather than having the same components of salary the organization should design the compensation based on the needs of the employees as married and unmarried have different needs. Cafeteria benefits may be employed where the employees are given a choice to choose the benefits availed by the employees than having a uniform benefits available to all the employees in the organization. The married employees along with their families need to be integrated in the workforce in terms of creating a sense of community and supporting work groups. Significant difference is found between the employees in different age groups and different work experience in terms of Quality of Work Life and 21-30 age group employees and less than 7 years of experience have the most QWL. So strategies satisfying the needs of the employees of other age groups and employees with more experience should be implemented particularly in regard to Adequate and fair compensation. CONCLUSIONS Managing workforce diversity is an important challenge the organizations are facing in today’s competitive environment. Workforce diversity is needed to bring in culture of innovation and functional conflict. Workforce diversity leads to people with different needs in the organization. Since Quality of work life is related to satisfaction of needs in the organization, every organization must assess the Quality of Work Life among its diverse work force and implement changes in their strategies, structures and systems to improve QWL among its employees helping them manage workforce diversity in a better way. REFERENCES [1] Beinum (1975) on the strategic importance of the quality of working life paper presented at the fifth international personnel conference, Montreal, November. [2] Chib, S. (2012), “ Quality of Work Life and Organisational Performance Parameters at Workplace”, SEGI Review, ISSN 1985-5672, Vol. 5, No.2, December, pp. 36-47. [3] Ellis, N. & Pompli, A. 2002 Quality of working life for nurses. Commonwealth Dept of Health and Ageing. Canberra. [4] Ganguly (Mukherjee),R. (2010), Quality of Worklife and Job satisfaction of a group of University employees, Asian Journal of Management Research, pp.209-16. [5] Gayathiri, R. and Ramakrishnan, L. (2013), “Quality of work Life-Linkage With Job Satisfaction and Performance”, International Journal of Business and management Invention, Volume 2, Issue I, pp. 01 – 08. [6] Hackman, J & Oldham, G. (1974) The Job Diagnostic Survey. New Haven: Yale University. [7] Himabindu, B.M. and Susan,C. (2013) BPO Employees: The relationship between QWL and their demographic Characteristics, Zenith International Journal of Business Economics and Management Research, Vol 3(7), ISSN 2249-8826. 421 Dr. Vaneeta Aggarwal, “An Empirical Study on the Effect of Demographic Variables on Quality of Work Life among Employees in Construction Sector” – (ICAM 2016)
- International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 7, Issue 2, February (2016), pp. 415-422 © IAEME Publication [8] Koonmer, K. Singhapakdi, A. Virakul, B. Lee, D.J. (2010) Ethics Institutionalization, Quality of work life and employee job – related outcomes. A survey of human resource managers in Thailand, Journal of Business Research, 63: 20-26. [9] Luthans, F. (1995), Organisational Behaviour, New York Mc Graw Hill Inc. [10] Nadler and Lawler (1983), Quality of work life; perspectives and observations, Organizational Dynamics, Vol.II, No.3 pp 20-30. [11] Parvar, M.R.F. Allamesh, S.M. & Ansav, R. (2013) Effect of Quality of work life on Organizational Commitment by SEM, International Journal of Academic Research in Business and social Sciences, Oct, 2013, Vol, 3 No.10 ISSN: 2222-6990. [12] Richard, W. (1974), Improving the quality of work life, Harvard Business Review. [13] Taylor, J.C., Cooper, C.L. and Mumford, E. (1979) The quality of working life in Western and Eastern Europe,ABP. [14] Warr, P. Cook, J. and Wall, T. (1979) Scales for the measurement of some work attitudes and aspects of psychological well being, Journal of Occupational Psychology. 52, 129-148. 422 Dr. Vaneeta Aggarwal, “An Empirical Study on the Effect of Demographic Variables on Quality of Work Life among Employees in Construction Sector” – (ICAM 2016)
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