quality of work life
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PurposeJob performance (JP) of employees is a key indicator of success for any organization; however, job performance is dependent on many factors including personal and organizational. The current study aims to investigate this phenomenon concerning the quality of work-life (QoWL).Design/methodology/approachThe study design was quantitative, and a questionnaire was filled by 130 professional librarians based on a convenient sampling technique. The research population was academic information professionals (IPs) serving the university libraries of Lahore, Pakistan. Data were analyzed using SPSS (20.0).FindingsJob career satisfaction is proved a key indicator of JP along with job control and general well-being (GWB). Counterproductive work behavior (CWB), which is a negative behavior, is significantly affected by poor job satisfaction (JS), stress, feelings of unhappiness and low workplace autonomy.Practical implicationsThe study suggests that if poor JS, stress, feelings of unhappiness and low workplace autonomy could be manipulated positively, CWB may be reduced and there are chances to improve the JP of IPs.Originality/valueThis is one of the first attempts that focuses on QoWL and its impact on JP of IPs. The study findings may help leaders and library administration to take employees' friendly decisions to provide a conducive work environment.

This study aims to analyze the effect of quality of work life and intrinsic motivation on affective commitment with job satisfaction as a mediating variable on the employees of Dinas Perhubungan Kabupaten Bantul. This type of research is quantitative research. The sample size of this study was 92 employees. The sampling technique used the accidental sampling method. The data collection method in this study used a questionnaire. The data analysis technique used multiple linear regression analysis and Sobel test. The results showed that the quality of work life had a significant effect on job satisfaction. Intrinsic motivation has no significant effect on job satisfaction. Quality of work life has a significant effect on affective commitment. Intrinsic motivation and job satisfaction have no significant effect on affective commitment. Job satisfaction does not mediate the effect of quality of work life and intrinsic motivation on affective commitment. Keywords: Affective Commitment; Intrinsic Motivation; Job Satisfaction; Quality of Work Life.

In fact, the work performance of employees does not match the expectations of an agency, and they still encounter low employee performance. As a result of low employee performance, the impact on agency productivity decreases and cannot meet the targets set by the agency, so that the agency suffers losses and experiences obstacles in its development. Meanwhile, for employees who have low work performance, it will hinder the career development and income of the employee.Descriptive analysis is a research method that provides an overview regarding situations and events so that this method intends to Base data accumulation applies.From the results of the analysis with the number of respondents as many as 63 people, the following conclusions are drawn: 1) Job satisfaction has a positive and significant effect on employee performance in Simalungun Regency Agriculture Office. 2) Leaders are expected to improve the promotion appraisal system based on performance and work results. 3) Maintaining the current good condition of employees, who are able to work hard to get awards, a well-developed family atmosphere and an interesting and challenging work atmosphere has been created.

Purpose The purpose was to examine the impact of quality of work life (QWL) on organizational citizenship behavior (OCB) of employees. The study also examined the role of three demographic variables -. gender, position and type of organization as moderators of the relationship between QWL 10; and OCB. Design/methodology/approach The study was based on 373 completed questionnaires sent out to employees of large Indian organizations. There were respondents from junior (27.2pc), middle (53.3pc) and senior positions (19.5pc). Most were based in Western, Central and Northern India. The average age of respondents was 42.5 years and 73.3pc were males. Around two thirds were from public organizations and a third worked in the private sector. Findings The study found that quality of work life (QWL) had a positive impact on the organizational citizenship behavior (OCB) of employees. The relationship was modified by gender and the type of organization, but unchanged by the hierarchical position of employees Originality/value The authors say it is the first research in an Indian context to consider how demographic differences affect the relationship between QWL and OCB. The three Indian academic who authored the report also say their results are helpful for practitioners in designing the right kind of QWL environment for their employees.

The purpose of this study is to investigate gender differences in the level of the quality of work life between male and female employees in IT industries. The sample comprised of 150 people, out of which 90 were males and 60 were females from IT industries. Quality of work life was measured through a seven-dimensioned quality of work life (QWL) scale developed by Angus S. McDonald. Following data collection, significant differences regarding quality of work life were examined by using t-test. The findings indicated significant difference in the exhibition of most of the facets of quality of work life between the two groups. These insights can be used for the improved level of quality of work life between males and females in IT industries. This paper presents data and provides insights into the level of quality of work life of the employees.

Many organizations apply the notion of employee welfare programs as a strategy of improving employee productivity, since work-related exertions could lead to deprived quality of work life for employees and a decline in performance. Welfare schemes promote economic development by increasing the efficiency and productivity with the underlying principle being making workers bestow their loyal services ungrudgingly in genuine spirit of cooperation. The welfare schemes improve the organizational relations and also enhance the productivity of the employees. The main aim of implementing the welfare measures in any organization is to secure the labor force by providing proper working conditions and minimizing its hazardous effect on the life of the employees and their family members. The chapter articulates the various employee welfare programs put into practice by the industrial and service organizations and its influence on the employees' economic growth and productivity, in both public and private sectors.

Penelitian ini bertujuan untuk mengetahui pengaruh kualitas kehidupan kerja (quality of work life) dan budaya organisasi terhadap kepuasan kerja karyawan. Penelitian ini menggunakan teknik sampling non probabilitas pada sampling jenuh, sehingga diperoleh jumlah populasi dan sampel digabung menjadi satu sebanyak 70 orang. Teknik analisis yang digunakan adalah analisis regresi linier berganda dengan menggunakan software SPSS versi 25. Hasil penelitian pada taraf signifikansi 5% menunjukkan bahwa: (1) kualitas kehidupan kerja (quality of work life) berpengaruh positif dan signifikan terhadap kepuasan kerja karyawan, dibuktikan dari nilai thitung > ttabel (7,456 > 1,995) dengan nilai signifikansi sebesar 0,000 lebih kecil dari 0,05 (0,000 < 0,05), (2) budaya organisasi berpengaruh positif dan signifikan terhadap kepuasan kerja karyawan, dibuktikan dari nilai thitung > ttabel (7,272 > 1,995) dengan nilai signifikansi sebesar 0,000 lebih kecil dari 0,05 (0,000 < 0,05) dan (3) kualitas kehidupan kerja (quality of work life) dan budaya organisasi bersama-sama berpengaruh positif dan signifikan terhadap kepuasan kerja karyawan, dibuktikan dengan hasil nilai Fhitung > Ftabel (45,093 > 3,16) dengan nilai signifikansi sebesar 0,000 lebih kecil dari 0,05 (0,000 < 0,05) kualitas kehidupan kerja (quality of work life) dan budaya organisasi sebesar mempengaruhi kepuasan kerja karyawan 57,4% sedangkan sisanya sebesar 43,6% dipengaruhi faktor lain yang tidak dimasukkan ke dalam model penelitian. Dengan nilai persamaan regresi berganda Y=3.060 + 0,406 X1 + 0,475 X2 + e.