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- International Journal of Management (IJM)
Volume 8, Issue 5, Sep–Oct 2017, pp. 61–66, Article ID: IJM_08_05_007
Available online at
http://www.iaeme.com/ijm/issues.asp?JType=IJM&VType=8&IType=5
Journal Impact Factor (2016): 8.1920 (Calculated by GISI) www.jifactor.com
ISSN Print: 0976-6502 and ISSN Online: 0976-6510
© IAEME Publication
THE IMPACT OF QUALITY OF WORK LIFE
FACTORS ON ORGANISATIONAL
EXCELLENCE AMONG EMPLOYEES IN
MSMES-A PRAGMATIC ANALYSIS
Dr. S. Nadarajan
Asso. Prof. in Commerce, St. Jude’s College,
Thoothoor, Kanyakumari District, Tamil Nadu, India
M. Charles Dayana
Asst. Prof. in Commerce, Holy Cross College (Autonomous),
Nagercoil, Kanyakumari District, Tamil Nadu, India
ABSTRACT
The purpose of the study is to analyse the impact of Quality Work Life in
organisational excellence in MSMEs. The sample respondents are selected from
Kanyakumari District. The significantly influencing quality of work life factors at the
MSMEs are Job content, career development working environment and Recognition.
All these results indicates the relative importance of QWL among the employees in
MSMEs in the determination of organisational Excellence.
Key words: Employees, Job content, Career development, Working environment
Recognition.
Cite this Article: Dr. S. Nadarajan, M. Charles Dayana, The Impact of Quality of
Work Life Factors on Organisational Excellence among Employees in MSMES- A
Pragmatic Analysis. International Journal of Management, 8 (5), 2017, pp. 61–66.
http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=8&IType=5
1. INTRODUCTION
The employees or workers are the pivotal force behind the successful functioning of an
organisation. So, workers need to be understood in the proper perspective and utilized
effectively to attain the goals of an organisation. Management of work force is a challenging
and intricate task. It is basically made up of four levels-procuring them, preparing them,
stimulating them and retaining them. This can be handled successfully by maintaining and
improving the quality of work life. Quality of work life is concerned with individual
relationships, their physical, social and economic environment. It is also influenced to a
certain extent by the set behavioural patterns of the society.
http://www.iaeme.com/IJM/index.asp 61 editor@iaeme.com
- Dr. S. Nadarajan, M. Charles Dayana
The organizational learning is included as one of the important components of
organizational excellence in the present study. Since the QWL have its own influence on the
organizational learning, the present study has made an attempt to examine the impact for
some policy implications. The multiple regression analysis has been administered to examine
the impact. The included independent variables are the level of various factors in QWL
among the employees whereas the included dependent variable is the score of organizational
learning among the employees.
2. STATEMENT OF THE PROBLEM
The quality of work life is confined mostly to the organized sectors which constitute a meager
per cent of the total working population. The MSMEs in the unorganized sector are not
realizing the importance of quality of work life in their performance. The management of the
MSMEs are not knowing that the organizational performance of the units can be achieved
only by the satisfied employees with better quality of work life.
The service quality among the employees is included as one of the important components
of organizational excellence. The impact of QWL service quality among the employees have
been examined with the help of multiple regression analysis. The included independent
variables are the score on the level of QWL factors among the employees whereas the
included dependent variable in the present study is the score on service quality among the
employees.
3. OBJECTIVES OF THE STUDY
To evaluate the impact of quality work life factors on the organisational excellence among the
employees in MSMEs in Kanyakumari District.
4. METHODOLOGY
The present study is based on primary data. Primary data were collected through a well
structured Questionaire.
4.1. Tools of Analysis
The multiple regression the analysis have been administered to analysis the impact of QWL
factors on organization at Excellence among the employees in MSMEs in Kanyakumari
District.
4.2. Impact of QWL factors on Service Quality among the Employees
The impacts of QWL factors on the service quality among the employees in SM, micro
enterprises and also for pooled data. The results are given in Table 1.
Table 1 Impact of QWL on Service Quality among the Employees in MSMEs
Sl. Regression Coefficient among Employees in
QWL factors
No. SM Micro Pooled data
1. Wages and Salary 0.1471* 0.0886 0.1231*
2. Training and development 0.1644* 0.1033 0.1434*
3. Career development 0.1833* 0.1227* 0.1679*
4. Recognition 0.1244* 0.0446 0.0876
5. Security 0.0886 0.1044 0.0933
6. Safety measures 0.1447 0.0276 0.0591
7. Work schedule 0.0338 0.0479 0.0411
8. Inter-Personal relationship 0.0596 0.0349 0.0504
9. Job Content 0.1779* 0.0366 0.0971
http://www.iaeme.com/IJM/index.asp 62 editor@iaeme.com
- The Impact of Quality of Work Life Factors on Organisational Excellence among Employees in
MSMES- A Pragmatic Analysis
10. Working environment 0.1633 0.1557* 0.1446*
Constant 0.4974 0.2886 0.3046
R2 0.7976 0.7249 0.8217
F Statistics 8.3482* 7.4917* 8.6447*
* Significant at five per cent level
The significantly influencing QWL factors on the service quality among the employees in
SM are wages and salary, training and development, career development, recognition, safety
measures, job content and working environment since their respective regression co-efficients
are significant at five per cent level. A unit increase in the level of above said factors in QWL
results in an increase in service quality among the employees in SMs by 0.1421, 0.1644,
0.1833, 0.1244, 0.1477, 0.1779 and 0.1633 respectively. The changes in the level of QWL
explain the changes in service quality among the employees to an extent of 79.76 per cent
since its R2 is 0.7976.
A unit increased in the level of career development and working environment result in an
increase in the service quality among the employees in the micro enterprises by 0.1227 and
0.1557 units respectively. The changes in the QWL explain the changes in the level of service
quality among the employees in micro enterprises to an extent of 72.49 per cent since its R2 is
0.7249. The analysis of pooled data reveals the relative important of wages and salary,
training and development, career development and working environment.
4.3. Impact of QWL on Job Satisfaction among the Employees
The job satisfaction among the employees is included as one of the components of
organizational excellence of QWL in the present study. The impact of QWL on job
satisfaction among the employees have been measured with the help of multiple regression
analysis. The included independent variables are the level of QWL factors among the
employees whereas the included dependent variable in the score on job satisfaction among the
employees. The impacts have been measured among the employees in SM and micro
enterprises and also for pooled data separately. The results are given in Table 2.
Table 2 Impact of QWL on Job Satisfaction among the Employees in MSMEs
Sl. Regression Coefficient among Employees in
QWL Factors
No. SM Micro Pooled data
1. Wages and Salary –0.0774* 0.0673 –0.0245*
2. Training and development 0.0331 0.0545 0.0411
3. Career development 0.1397* 0.0411 0.0922
4. Recognition 0.1496 0.0345 0.0817
5. Security 0.1231* 0.1011 0.1121
6. Safety measures 0.1409* 0.1557* 0.1345*
7. Work schedule 0.1088 0.1086 0.1033
8. Inter-Personal relationship 0.1517* 0.1023 0.1317*
9. Job Content 0.1676* 0.1441* 0.1506*
10. Working environment 0.1433* 0.1241* 0.1309*
Constant 0.6869 0.3919 0.5137
R2 0.8084 0.7334 0.8393
F Statistics 8.3996* 7.6442* 8.6192*
* Significant at five per cent level
Among the employees in SM, a unit increase the level of career development, recognition,
security, safety measures, inter-personal relationship, job content and working environment
result in an increase in job satisfaction among the employees in SM by 0.1397, 0.1496,
0.1231, 0.1409, 0.1517, 0.1676 and 0.1433 units respectively. The changes in the level of
http://www.iaeme.com/IJM/index.asp 63 editor@iaeme.com
- Dr. S. Nadarajan, M. Charles Dayana
QWL explain the changes in the level of job satisfaction among the employees to an extent of
80.84 per cent since its R2 is 0.8084.
Among the employees in the micro enterprises, a unit increase in the safety measures, job
content and working environment result in an increase in the level of job satisfaction by
0.1557, 0.1441 and 0.1241 units respectively. The changes in the level of QWL explain the
changes in job satisfaction to extent of 73.34 per cent since it’s R2 is 0.7334. The analysis of
pooled data reveals the relative important of safety measures, inter-personal relationship, job
content and working environment in the determination of job satisfaction among the
employees in MSMEs.
4.4. Impact of QWL Factors on the Organizational Excellence among the
Employees
The present study has made an attempt to examine the cense and effect relationship between
the quality of work life and organizational excellence among the employees. It is measured
with the help of multiple regression analysis. The fitted regression model is:
Y = a + b1 X1 + b2 X2 + . . . . b10 X10 + e
Whereas
Y - Score on organizational excellence among the employees
X1 - Score on wages and salary among the employees
X2 - Score on training and development among the employees
X3 - Score on career development among the employees
X4 - Score on recognition among the employees
X5 - Score on security among the employees
X6 - Score on safety measures among the employees
X7 - Score on work schedule among the employees
X8 - Score on inter-Personal relationship among the employees
X9 - Score on job Content among the employees
X10 - Score on working environment among the employees
b1, b2, b3 - regression co-efficient of independent variables
a - intercept and
e - error term
The impacts have been measured among the employees in SM, micro enterprises and also
for pooled data. The results are given in Table 3.
Table 3 Impact of QWL Factors on the Organizational Excellence among the Employees
Sl. Regression Coefficient among Employees in
QWL Factors
No. SM Micro Pooled data
1. Wages and Salary 0.0226 0.0173 0.0194
2. Training and development 0.1179 0.0541 0.0822
3. Career development 0.1624* 0.0672 0.1346*
4. Recognition 0.1669* 0.1041 0.1291*
5. Security 0.0511 0.0774 0.0672
6. Safety measures 0.0447 0.0409 0.0331
7. Work schedule 0.0889 0.0811 0.0776
8. Inter-Personal relationship 0.1391* 0.1022 0.1106
9. Job Content 0.1622* 0.1245* 0.1391*
10. Working environment 0.1517* 0.1211* 0.1308*
Constant 0.5997 0.2841 0.4541
R2 0.7918 0.7117 0.8226
F Statistics 8.3496* 7.8686* 8.7049*
* Significant at five per cent level
http://www.iaeme.com/IJM/index.asp 64 editor@iaeme.com
- The Impact of Quality of Work Life Factors on Organisational Excellence among Employees in
MSMES- A Pragmatic Analysis
Among the employees in SMs, the significantly influencing QWL factors on the
organizational excellence are career development, recognition, inter-personal relationship, job
content and working environment since their respective regression co-efficients are significant
at five per cent level. A unit increase in the level of above said QWL factors result in an
increase in the level of organizational excellence by 0.1624, 0.1669, 0.1391, 0.1622 and
0.1517 units respectively. The changes in the QWL factors among the employees in SMs
explain the changes in the organizational excellence to an extent of 79.18 per cent since its R 2
is 0.7918.
Among the employees in micro enterprises, these QWL factors are job content and
working environment. A unit increase in the above said QWL factors result in an increase in
the organizational excellence by 0.1245 and 0.1211units respectively. The changes in the
view on QWL factors explain the changes in their level of organizational excellence to an
extent of 71.17 per cent since it’s R2 is 0.7117. The analysis of pooled data reveals the relative
importance of career development, recognition, job content and working environment in the
determination of the organizational excellence among the employees in MSMEs.
5. FINDINGS
Among the employees in SM, the significantly influencing QWL factors on the service
quality are wages and salary, training and development, career development, recognition,
safety measures, job content and working environment whereas among the employees in
micro enterprises are career development and working environment. The higher impact of
QWL factors on the service quality among the employees in SM is noticed than that among
the employees in micro enterprises. The highly influencing QWL factors on the service
quality among the employees are career development and working environment.
Regarding the job satisfaction, the significantly influencing QWL factors among the
employees in SM are career development, recognition, security, safety measures, inter
personal relationship, job content and working environment whereas among the employees in
micro enterprises, these QWL factors are safety measures, job content and working
environment. The higher impact of QWL factors on the job satisfaction among the employees
in SM is noticed than that among the employees in micro enterprises. In total, the highly
influencing QWL factors on the job satisfaction are job content and safety measures.
The significantly influencing QWL factors on the overall organizational excellence in SM
are career development, recognition, inter-personal relationship, job content and working
environment whereas among the employees in micro enterprises, these QWL factors are job
content and working environment. The higher impact of QWL on the organizational
excellence is noticed among the employees in SM than that among the employees in micro
enterprises.
6. CONCLUSIONS
The employees of any organisation can have a huge impact on the organisation excellence. In
MSMEs, competent and helpful employees are the key to success. QWL is an important issue
becaue it determines how an organisation can utilize its man power resources at the fullest
level and also retain the prospective employees.
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