COVID-19 pandemic has affected the very functionality of organizations across the world, as it has necessitated either complete lockdown or partial lockdown in the country, leading to newer methods such as working from home. In this context, the conventional models of Quality of Work Life (QWL) may not be reflecting practical realities completely. So, this research is undertaken to investigate the existing models, so as to identify the most significant antecedents of the QWL. The research adopts positivist paradigm of research and the quantitative approach to test six hypotheses built on the basis of existing models of QWL.The sample size chosen is 211 employees working in various organizations in Kuwait, based on purposive sampling. Structural Equation Modelling has been adopted to perform the analysis.The results have indicated that among the six antecedents considered, health and wellbeing, social support, and work-life balance are the significant antecedents of QWL during the crisis situation. Based on this result, theoretical and practical implications have been drawn, which could be beneficial to academics and human resource managers in product and service organizations. 2222 (January-March 2023) Annals of the Faculty of Arts Volume 51 -252 -and extra work activities were identified to be the additional dimensions (Mumford & Cooper, 1979). Lewis et al., (2001) considered monetary benefits and all physical and tangible rewards as the extrinsic traits; whereas, skills, autonomy, ability to accept challenge, task ownership, sense of accomplishment and ambition as intrinsic traits. Serey (2006) emphasized the need to include opportunity to apply competencies, face challenges, situations which promote self-direction, interesting set of work activities, linking the tasks to the overall objectives, and a sense of pride through work accomplishment in measuring the QWL. Tabassum, Rahman & Jahan (2011) have emphasized upon fair compensation, life space, growth potential, flexible work schedule, and employee relations to be the key dimension of the QWL. Yadav & Khanna (2014) have emphasized the need to use -job satisfaction, organizational commitment, remuneration, participative management, work-life balance, equity, employee welfare, and challenging work environment in the measurement of the QWL. Normala (2010) considered future prospects, involvement, physical environment, class of supervision, monetary benefits, and workplace integration to be the dimensions of the QWL. Rahiman & Kodikal (2017) have considered pay and privileges, infrastructure, attitude towards work, and employee expectations to be the important dimensions of the QWL. Sumathi & Velmurugan (2017) have specified that remuneration, growth potential, leadership, work environment, and work-life balance to be the important dimensions of the QWL. Leitão, Pereira & Gonçalves (2019) have considered supervisor support, work environment,