The Quality of Work Life in the Federal Bureaucracy: Conceptualization and Measurement

Nachmias, David

doi:10.1177/027507408801800205

Cited by 16 publications

(14 citation statements)

References 6 publications

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“…For example, the findings of a study by Huang et al, (2007) suggests that all dimension of QWL positively affects the commitment level shown by auditors in Taiwanese public accounting firms, which consequently affects the turnover intentions to a great extent. Moreover, it is believed that QWL enhances employee's self-esteem by providing them the basic facilities at work and redesigning the work to be humanised at the same time proving that each employee's contribution matters to the organization in achieving its goals (Walton, 1974;Carlson, 1980;Nachmias, 1988;Hian and Einstein, 1990). Similarly, studies have established a strong link of employee engagement with positive work outcomes (Chalofsky & Krishna, 2009).…”

Section: Linking Quality Of Work Life Organizational Commitment and mentioning

confidence: 99%

Role of Quality of Work Life in Determining Employee Engagement and Organizational Commitment in Telecom Industry

Sahni¹

2019

IJQR

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The value that Quality of work life (QWL) brings to the workplace has long been established by several scholars, however, the impact of QWL on engagement and commitment levels of employees remains under investigated. The present empirical study is devoted to explore the quality of work life in telecom industry and examine its association with employee engagement and organization commitment. The data collected from a random sample of 312 employee working in Telecom industry of Saudi Arabia, was analysed through Descriptive statistics and Structural Equation Modeling (SEM). Evidence supports the significant relationship of quality of work life and organizational commitment, however, there is a weak link of quality of work life with employee engagement. This is the first study to explore the relationship among three important constructs of workplace; quality of work life, organizational commitment and employee engagement. Therefore, the study significantly contributes to the extant literature on Quality of work life.

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Section: Linking Quality Of Work Life Organizational Commitment and mentioning

confidence: 99%

Role of Quality of Work Life in Determining Employee Engagement and Organizational Commitment in Telecom Industry

Sahni¹

2019

IJQR

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“…A large number of studies have shown that a positive relationship between superiors and subordinates contributes to a greater degree of job satisfaction, reduces stress and improves business performance (Daley, 1986;Nachmias, 1988;Emmert & Taher, 1992;Martensen & Gronholdt, 2001;Eskildsen, Westlund, & Kristensen, 2004).…”

Section: Employee Empowermentmentioning

confidence: 99%

The effect of TQM on employee loyalty in transition economy, Serbia

Arsić

Nikolić

Živković

et al. 2012

Total Quality Management & Business Excellence

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The concept of total quality management (TQM) emphasises continuous improvement which requires the participation of every individual in the company. Although much has already been said about people being the primary resource in an organisation practicing TQM, this area has been neglected by companies implementing TQM. The aim of this study was to determine critical factors of TQM practice that would positively impact employee satisfaction. Data for this study were obtained from three manufacturing companies, which have accepted TQM philosophy. Using structural equation modeling, the relationships between structural determinants of job satisfaction and employee loyalty were investigated. The results suggest that five, out of six, determinants are positively related to job satisfaction.

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“…Subordinates that have high-quality relationships with their supervisors will perceive their organisation as providing greater autonomy, decision-making latitude and supportiveness. Numerous studies have shown that positive relationship between supervisors and subordinates contribute to higher levels of job satisfaction, in turn reducing stress and improving job performance (Daley, 1986;Emmert & Taher, 1992;Eskildsen et al, 2004;Martensen & Gronholdt, 2001;Nachmias, 1988).…”

Section: Esi Antecedentsmentioning

confidence: 99%

The development and empirical validation of the Employee Satisfaction Index model

Hsu

Wang

2008

Total Quality Management & Business Excellence

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People are the most important asset of any organisation' is a highly over-used and under-believed statement. We spend an inordinate amount of time and energy focusing on customer experience, without giving thought to employee satisfaction. Yet employee satisfaction is paramount, because it will determine the success or failure of what the customer experiences. This study proposes an Employee Satisfaction Index (ESI) model with an aim of simplicity, diagnostics and comparability that can explore the causal relationship of employee satisfaction. We surveyed 132 employees working for a high-tech firm. High-tech firms often find themselves operating in business environments fraught with unprecedented, unparalleled, unrelenting, and largely unpredictable change. Therefore, a company's success depends on its ability to attract and continually motivate their employees to contribute their knowledge. Partial Least Squares (PLS) was used to test the theoretical model and to derive an ESI score.

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The Quality of Work Life in the Federal Bureaucracy: Conceptualization and Measurement

Cited by 16 publications

References 6 publications

Role of Quality of Work Life in Determining Employee Engagement and Organizational Commitment in Telecom Industry

Role of Quality of Work Life in Determining Employee Engagement and Organizational Commitment in Telecom Industry

The effect of TQM on employee loyalty in transition economy, Serbia

The development and empirical validation of the Employee Satisfaction Index model

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