An analysis of quality of work life and career-related variables

by Raduan Che Rose, LooSee Beh, Jegak Uli, Khairuddin Idris

Abstract: The aim of this study was to determine the level and relationship between qualities of work life (QWL) with career-related variables. The sample consists of 475 executives from the electrical and electronics industry in the free trade zones in Malaysia for both the multinational corporations (MNCs) and the small-medium industries (SMIs). The selection of respondents using stratified random sampling technique involves a complete list of industrial firms registered with Malaysian Industrial Development Authority (MIDA). Construct validity and discriminant validity were conducted on the instruments. Three exogenous variables were studied. The result indicates that the three exogenous variables are significant: career satisfaction, career achievement and career balance with 63% of the variance in QWL. The respondents appeared to be satisfied in respect to the level of QWL (49.5%), career achievement (70.3%), career satisfaction (63.8%), but less so for career balance (36.6%). These findings contribute to an understanding of ways by top management in attempts to attain a career fit between the needs of the employees and the needs of the organization. The role QWL plays in organizations is an understudied issue. The present study opens an avenue for more studies in this direction.

Key words: Quality of work life (QWL), career-related variables

INTRODUCTION

Although research has uncovered important predictors of Quality of Work Life (QWL), yet it has been absent present and has not been fully explored. To date, much of the empirical research on QWL has implicitly, if not explicitly, adopted a contemporary view of job satisfaction, stress, labor relations and a broad based view of occupation. Past scholars have offered a variety of definitions and suggestions of what constitutes QWL. For instance, QWL is a philosophy, a set of principles, which holds that people are the most important resource in the organization as they are trustworthy, responsible and capable of making valuable contribution and they should be treated with dignity and respect [1]. The elements that are relevant to an individual's quality of work life include the task, the physical work environment, social environment within the organization, administrative system and relationship between life on and off the job [2]. QWL consists of opportunities for active involvement in group working arrangements or problem solving that are of mutual benefit to employees or employers, based on labor-management cooperation. People also conceive of QWL as a set of methods, such as autonomous work groups, job enrichment and high-involvement aimed at boosting the satisfaction and productivity of workers [3]. It requires employee commitment to the organization and an environment in which this commitment can flourish [4]. Thus, QWL is a comprehensive construct that includes an individual's job related well-being and the extent to which work experiences are rewarding, fulfilling and devoid of stress and other negative personal consequences [5].

Accordingly, the rising number of two-income households is heightening the concern for employees' quality of work life. Given that female participation at work is increasing, it is apparent that males and females independently will need to take care of both work and home. Therefore, quality of work experience rather than work per se became the focus of attention [6] and workplace wellness is crucial in promoting healthier working environments [7].

In fact, Malaysia's industrial growth has created a high demand for labor in the manufacturing sector. Malaysia's electrical and electronics (E & E) industry is the largest contributor to the country's manufacturing output, employment and exports. The E & E industry continues to be Malaysia's largest export earner at 65.5% during the first six months of the year 2003 [8]. Hence, the E & E industry creates the largest number of job opportunities, totaling 20,493 in 2002 in the manufacturing projects out of the total of 68,575 [9]. Due to the importance of this industry, it is a necessity to evaluate the working environment of the executives in this sector that require medium to high skills. This is consistent with the finding that competition in world markets for products in electronics has increased considerably over the past few years. If this trend continues, this sector will become even more competitive in the years to come [10].

In summary, the limitations of individual job satisfaction had been pointed out in the literature for assessing the QWL and there had been no attempt in the past to measure QWL in terms of career aspects and organizational climate. This study is an attempt in such endeavor to further develop theoretical underpinnings to the available literature on QWL.

Proposed model

Career and QWL: The term QWL was introduced in the late 1960s as a way of focusing on the effects of employment on health and general well-being and ways to enhance the quality of a person's on the job experience. QWL is much broader and more diverse than organizational development, in ensuring adequate and fair compensation, safe and healthy working conditions, opportunities for personal growth and development, satisfaction of social needs at work, protection of employee rights, compatibility between work and non-work responsibilities and the social relevance of work-life [4,11].

Meaningful and satisfying work is said to include: (1) an opportunity to exercise one's talents and capacities, to face challenges and situations that require independent initiative and self-direction (and which therefore is not boring and repetitive work); (2) in an activity thought to be of worth by the individual involved; (3) in which one understands the role one's activity plays in the achievement of some overall goal; and (4) take pride in what one is doing and in doing it well. This issue of meaningful and satisfying work is often merged with discussions of job satisfaction, however, the author believed this favorable estimate to QWL instead.

There are three distinctive elements of QWL related interventions: (1) a concern about the effect of work on people as well as organizational effectiveness, (2) the idea of worker participation in organizational problem solving and decision making and (3) the creation of reward structures in the workplace which consider innovative ways of rewarding employee input into the work process such as gainsharing, etc [12]. In the 1980s, emphasis was increasingly placed on employee-centered productivity programs. In the mid 1990s till today faced with challenges of downsizing and corporate restructuring, QWL is reemerging where employees are seeking out more meaning where rising educational levels and occupational aspirations in today's slow economic growth and reduced opportunities for advancement, naturally, there are rising concerns for QWL and for career and personal life planning.

Most people want to improve their performance on the job, to receive constructive suggestions regarding areas they need to work on and to be commended on their job well done. Thus, employees during their career will like to experience growth and development, a sense of where one is going in one's work life. QWL encompasses the career development practices used within the organization such as placing clear expectations on employees on their expectations and succession plans. QWL is linked to career development and career is evolving from such interaction of individuals within the organizations.

Career arises from the interaction of individuals with organizations and society. Career is not primarily a theoretical construct but is used in meaningful ways, given meaning and it creates meaning and also experience. Careers are typically defined as a 'sequence of work roles [13] or a sequence of a person's work experiences over time [14].

Literature review

QWL: Indeed, it is difficult to best conceptualize the quality of work life elements [15]. Walton [4] proposed eight major conceptual categories relating to QWL as (1) adequate and fair compensation, (2) safe and healthy working conditions, (3) immediate opportunity to use and develop human capacities, (4) opportunity for continued growth and security, (5) social integration in the work organization, (6) constitutionalism in the work organization, (7) work and total life space and (8) social relevance of work life. Several published works have addressed the constructs that make up the QWL domain and key elements of QWL programs [1-5,16]. Others such as Pelsma et al. [17] and Hart [18] found that psychological distress and morale contributed equally to teachers' QWL. They determined that in the work climate of an occupation, QWL can be assessed by combining the amount and the degree of stress and the degree of satisfaction experienced by the individual within his/her occupational role. Winter et al. [19] viewed QWL for academicians as an attitudinal response to the prevailing work environment and posited five work environment domains that include role stress, job characteristics, supervisory, structural and sectoral characteristics to directly and indirectly shape academicians' experiences, attitudes and behavior.