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The Impact of Quality of Work Life on Organisational Performance of Academics
Subject area: Management and Commerce · Area of research: Management and Commerce
Abstract
Quality of Work Life (QWL) has become a key factor in determining what constitutes an ideal job. Salary and wages are not accurate measures of an employer's quality. When rating job conditions, the entire quality of work life, wages and salaries included?is taken into consideration. Therefore, ensuring that the working class has a higher quality of work life is also a part of effective management. The emphasis should be on the overall quality of living conditions for working people, not only the environment in which they work in the industrial unit. Employee leadership extends outside the workplace. The life beyond the workplace is equally important. In some cases, it could be more significant since an employee spends more time away from work than on it. Of course, whether management likes it or not, both will always have an impact on the caliber of the job. The management must establish a high-quality work environment to guarantee outstanding results. Ensuring that workers execute to the highest standard is contingent upon how the organization handles its workforce. Human resources are very dynamic, making management extremely challenging unless appropriate working conditions, decent pay, sufficient incentives, reduced job stress, job independence, and appropriate leadership style are provided. The degree of job satisfaction and optimal performance of employees are impacted by these factors. Based on evaluations of several academic research papers over the years, this paper aims to analyze and highlight the areas of academic anxiety, particularly those are critical and must be addressed to allow academic staff members to maintain a healthy work-life balance and a high organizational performance.
Keywords
Academics, Organizational Performance, Quality of Work Life
References
[1] Balaram Bora, S. Das and V. Murthy (2015), “Quality of Work Life – A Literature Review,” International Journal in Management and Social Science, Vol. 3, Issue 3, p. 106-115.
[2] Muthukumaran, M. (n.d.). Effect of Quality of Work Life on Job Satisfaction and Organizational Performance: A Structural Equation Analysis. In Optimization: Journal of Research in Management (Vol. 46).
[3] Ishfaq, M., Al-Hajieh, H., & Alharthi, M. (2022). Quality of Work Life (QWL) and Its Impact on the Performance of the Banking Industry in Saudi Arabia. International Journal of Financial Studies, 10(3). https://
[4] Rao, K. S. S., & Sekhara Rao, K. S. (2018). Role of leadership styles in quality of work-life: A study on education sector. IJMET_09_03_014 International Journal of Mechanical Engineering and Technology, 9(3), 122–133.
[5] Koyuncu, D., & Demirhan, G. (n.d.). Quality of Work Life, Organizational Commitment, and Organizational Citizenship Behaviour of Teaching Staff in Higher Education Institutions.
[6] Singh, S. COVID-19 and its Impact on Quality of Work Life in the Academic Sector. International Journal of Science and Research. https://
[7] Daud, N., Yaakob, Y., Nur, S., & Ghazali, M. (2015). Quality of work life and organizational commitment: empirical investigation among academic in public institution of higher learning (Vol. 13, Issue 7).
[8] Verma, P., & Sharma, D. (2021). Quality of Work Life in Academics with reference to Motivational Theories. https://www.researchgate.net/publication/35268 0582
[9] Nasl Saraji, G., & Dargahi, H. (2006). Study of Quality of Work Life (QWL). In Iranian J Publ Health (Vol. 35, Issue 4).
[10] A Study on Quality of Work Life: Key Elements & It’s Implications. (n.d.). www.iosrjournals.org
[11] FACTORS AFFECTING QUALITY OF WORK LIFE: Empirical Evidence from Indian Organizations. (n.d.).
How to cite this paper
@article{1706299,
author = {Shalini Singh, Prof. S. V. Pathak},
title = {The Impact of Quality of Work Life on Organisational Performance of Academics},
journal = {Iconic Research And Engineering Journals},
year = {2024},
volume = {8},
number = {3},
pages = {352-357},
issn = {2456-8880},
url = {https://www.irejournals.com/formatedpaper/1706299.pdf},
abstract = {Quality of Work Life (QWL) has become a key factor in determining what constitutes an ideal job. Salary and wages are not accurate measures of an employer's quality. When rating job conditions, the entire quality of work life, wages and salaries included?is taken into consideration. Therefore, ensuring that the working class has a higher quality of work life is also a part of effective management. The emphasis should be on the overall quality of living conditions for working people, not only the environment in which they work in the industrial unit. Employee leadership extends outside the workplace. The life beyond the workplace is equally important. In some cases, it could be more significant since an employee spends more time away from work than on it. Of course, whether management likes it or not, both will always have an impact on the caliber of the job. The management must establish a high-quality work environment to guarantee outstanding results. Ensuring that workers execute to the highest standard is contingent upon how the organization handles its workforce. Human resources are very dynamic, making management extremely challenging unless appropriate working conditions, decent pay, sufficient incentives, reduced job stress, job independence, and appropriate leadership style are provided. The degree of job satisfaction and optimal performance of employees are impacted by these factors. Based on evaluations of several academic research papers over the years, this paper aims to analyze and highlight the areas of academic anxiety, particularly those are critical and must be addressed to allow academic staff members to maintain a healthy work-life balance and a high organizational performance.},
keywords = {Academics, Organizational Performance, Quality of Work Life},
month = {September},
}