“WORK FROM HOME” STRATEGIES AND ITS IMPACT ON …...life to work, work life growth and the...

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International Journal of Management (IJM)

Volume 11, Issue 6, June 2020, pp. 609-636, Article ID: IJM_11_06_052

Available online at http://www.iaeme.com/ijm/issues.asp?JType=IJM&VType=11&IType=6

ISSN Print: 0976-6502 and ISSN Online: 0976-6510

DOI: 10.34218/IJM.11.6.2020.052

© IAEME Publication Scopus Indexed

“WORK FROM HOME” STRATEGIES AND ITS

IMPACT ON WORK LIFE BALANCE AND

ORGANIZATION COMMITMENT

Dr. Latha Krishnadas Mazumder*

Assistant Professor, Department of Business Administration,

Khawarizmi International College, Abu Dhabi, UAE

Rohit Kumar Das

Assistant Professor, Mechanical Engineering, TamilNadu, India

Adithya Akash Das

Mechanical Engineer, Crown Paper Mills, Ittihad Group of Companies,

Abu Dhabi, UAE

*Corresponding Author Email id: [email protected], [email protected]

ABSTRACT

In this dynamic world during the COVID19 pandemic, working professionals have

a hard time to create a balance between work and personal life. Work policies are

sometimes so rigid that it creates an insecurity to the job, and thereby impacts the

performance of the workforce. In an educational set up, sustainable work environment

policies must ensure better work quality by giving academic staff more time to

research and a reasonable schedule that is mutually acceptable. This research is

unique in combining work life balance and organizational commitment. The research

includes a survey with the participation of 500 academic and non-academic staff

members in different educational institutions using emerging technologies for blended

learning strategies. Based on the results the main hypothesis that there is a

relationship between work life balance and organizational commitment is accepted.

There are also differentiation analysis of work life balance and organizational

commitment based on personal characteristics. In the research work life balance is

explained with the variables, the effect of work to personal life, the effect of personal

life to work, work life growth and the effect of working with husband/wife or other.

Key words: Work from home strategies, Work life Balance, Organization

commitment

Cite this Article: Dr. Latha Krishnadas Mazumder, Rohit Kumar Das and Adithya

Akash Das, ―Work from Home‖ Strategies and its Impact on Work Life Balance and

Organization Commitment. International Journal of Management, 11 (6), 2020,

pp. 609-636.

http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=11&IType=6

―Work from Home‖ Strategies and its Impact on Work Life Balance and Organization Commitment


1. INTRODUCTION

The purpose of this study is to investigate the level of quality of work life (QWL) of academic

and non-academic staff of various educational institutions located in UAE and India and to

investigate the relationship between the QWL and Organizational Commitment (OC) amongst

the academic and non-academic members. The first objective of this study is to identify the

significant dimensions of QWL of academic and the second objective is to determine the

relationship between the QWL and OC among these academic and non-academic staff

members. This study adopted survey technique through personal distribution and the

respondents were selected based on convenience sampling method. The results indicate that

job characteristics, supervision and role conflict represent the quality of work life dimensions

of the academic. There is a strong relationship between job characteristics and affective

commitment while supervision and role conflict have a moderate relationship with affective

commitment. Job characteristics and role conflict have a moderate relationship with

continuance and normative commitment. Role overload on the other hand has little and no

significant relationship with all the three dimensions of OC. Discussions and recommendation

are provided in this study.

The percentage of people working from home doubled in just three weeks after the novel

coronavirus prompted sweeping social distancing policies at the national, state and local

levels.

More than half of these workers say they would prefer to continue to work from home as

much as possible when restrictions are lifted.

An organization‘s success is largely influenced or decided by the type of Human resources

they have. Organizations in the current scenario are functioning in a competitive environment,

and with equally advanced technological advancements which in turn affects largely on the

employment opportunities‘, skilled employee requirement, management (SPS) strategies,

policies, and styles. An organization must ensure the following:

Assess the readiness of your workforce to succeed while working remotely

Answer pressing questions related to the productivity and engagement of remote

workers

Create a long-term, remote work strategy that makes sense for your unique business

circumstances and employees' wellbeing

The people who really succeed while working from home are those that are able to hold

themselves and others accountable without direct in-person oversight, according to

Business News Daily. People in positions or in team roles that demand a certain portion of

work get done every day often allows for a better telecommuting experience for everybody.

By ensure employees who have the opportunity to work from home are able to handle this

pressure, everybody can win.

Being able to stay in touch with workers through a number of different means is an

important part of telecommuting. It is not just phone calls, emails and texts that are essential

nowadays. Internal chat, screen sharing and videoconferencing are great for keeping a

distributed workforce connected. These tools enable workers to become truly invested in each

other and their company's plans. They also provide nearly instant access to one another

without the high cost of business travel. Video meetings, for example, are a great way to

avoid miscommunications because of the difficulty we all have judging tone in email.

The Maslow‘s hierarchy needs states that the employee aspirations have drastically

changed over the years. The current market offers massive employment opportunities for the

job seekers, as such the majority of employees are willing to change their current jobs in order

Dr. Latha Krishnadas Mazumder, Rohit Kumar Das and Adithya Akash Das


to fulfill their higher order needs, and this is the one of the major factors hindering the

organization performance. The current job environment is quite competent and in order to

survive in such competitive scenario, it is advised that the organizations opt to conduct the

root cause analysis to attract and retain skilled and capable employees. So, in order to attain

this aim, an organization need to work on and strive to achieve a desirable level of Quality of

Work Life (QWL) by addressing employee‘s concern and should aim for fulfilling their

desires and wishes at the possible extent. The term ―Quality of Work Life‘‘ has different

connotation to different persons. Robbins (1989) defines QWL as ―a process by which an

Organization responds to employee needs by developing mechanisms to allow them to share

fully in making the decisions that design their lives at work.‖ London conducted Objectives of

Q.W.L.

To improve the standard of living of the employees

To increase the productivity

To create a positive attitude in the minds of the employees

To increase the effectiveness of the organization (profitability, goal accomplishment etc.,)

IRJC

2. ORIGIN OF THE CONCEPT

The concept of QWL was first evolved:

After Industrial Revolution, the importance of human factor reduced because of the vast

mechanization. Various problems like job dissatisfaction, boredom, absenteeism, lack of

commitment etc. came up. Most management theories give emphasis on production,

manipulating the skills of employees.

2.1. Evolution and Reasons for Study of Quality of Work life

A number of legislations were passed in all parts of the world including India to protect and

safeguard employees from job-accidents, exploitation in the hands of the employer and also to

provide welfare and safety measures.

In the modern scenario, QWL has become a buzzword of the modern time. It was in the

year 1970 that the idea of QWL was conceived in the American Research Journals. The

contribution of Maslow, Herzberg and McGregor in improving QWL cannot be undermined.

The QWL has now come to be known as humanization of work. The basic idea of this

concept is to treat employees as a human being. Almost all large-scale concerns are trying to

make the work environment more humane.

The various terms which have now come to be associated with knowledge workers are

Intellectual Capital Social Capital, Human Capital, Human Resource Asset, Talent Investors

etc. Individuals possess bundles of energy which is not replicable.

These employees can become the most tangible assets of an organization if the concern

takes care of their QWL. Management now-a-days, have started showing utmost respect to

employees, in all multi-national companies, the employees are enjoying better quality of work

life.

Reasons for Study of Quality of Work Life:

Division of work and specialization has made the workers socially isolated from their fellow

workers.

Overdependence on rules, procedures and hierarchy has made the workers just like

various parts of the machine.



In many organizations, workers are working 14 to 15 hours a day against the accepted

norms of 8 to 9 hours. This has brought the workers under stress and tension

Burnout, work-stress, health hazards, monotony etc. are the natural offshoots of the

modern way of life. Job pressure may result in poor health on account of drinking, smoking

and drug addiction.

Many organizations are keeping employees on temporary or ad hoc basis. There is no job

security for the employees in such organizations. Such person‘s overwork resulting in

reduction in their general happiness.

Globalization has lowered national boundaries and mobility of workers has increased

causing great changes in the work environment at factories and offices.

The changing workforce of literate workers is more concerned with non- economic

aspects such as self-respect, recognition, flexi-hours and organizational privacy etc.

Conflicts can be prevented if workers enjoy better QWL.

Principles of Quality of Work Life: by Hartick and Maccoby

Some of the principles of quality of work life, formulated by Hartick and Maccoby, are:

1. Principle of Security

2. Principle of Equity

3. Principle of Individuality and

4. Principle of Democracy.

Principle of Security:

The changing workforce of knowledge workers expects more than just money from their work

life.

Job Security is at the top of their list. The modern era is rapidly becoming an era of dual

income workers where both the spouses are working. Such workers need more flexibility in

certain areas such as working hours, leaves, compensation, etc. A worker who is free from the

fear of loss of employment contributes more value of an organization.

Principle of Equity:

In law, the principle of equity states that there should be no distinction or discriminates

among the owners, management and workers. There should be a fair reward for all of them.

The profit of the business should be shared between the owners and employees in the ratio of

contribution made by each one of them.

Principle of Individuality:

Individuality refers to freedom and autonomy allowed to workers in deciding their own pace

of work, methodology and designing of sequence of operations of the job. Thus, principle of

individuality lays down that every individual employee should be motivated to make use of

his existing capabilities and also encouraged to develop his competence to the maximum

level.

Principle of Democracy:

This principle implies that there should a democratic environment at the work place. The

employers should enjoy certain rights such as right to personal privacy, freedom of speech

etc. Workers‘ participation in management is an indication of democratic set up of an

organization.



3. ORGANIZATIONAL COMMITMENT

Organizational commitment is the special relationship that creates a special bond between

employees with their organization. The employees generally feel a connection with their

organization and also understand that their contribution is valued in the organization.

According to Meyer and Allen’s research study, there are three types of commitment which includes Affective commitment, Continuance commitment and normative commitment.

Affective commitment is the bond and passionate feeling about the job, whereas

continuance commitment is to involve oneself with commitment for fear of losing the job.

Normative commitment is obligatory in nature where the employee has a sense of

responsibility to continue working as a loyalty towards the organization.

Most organizations make it a point to improve the organization commitment by various

motivational initiatives that create a strong teamwork, by being very open and transparent, by

developing the trust between managers and employees.

Some organization, involve participative culture that promotes innovation, and by

providing constructive feedback that may help the employee to identify the skill gap and

improve on specific areas. Managers make it a point to delegate responsibilities and tasks

appropriately. Some offer very competitive bonus, incentive and perks.

Organizational commitment is defined as an employee‘s attachment to the organization

that he/she is working for. Organizational commitment plays an integral role in determining

employee retention and contribution for a longer period of time and work with complete

involvement towards achieving the organization‘s goal.

If an organizational commitment is determined it helps forecasting employee satisfaction,

employee engagement, distribution of leadership, job performance, job insecurity, and similar

such attributes. An employee‘s level of commitment towards his/her work is important to

know from a management‘s point of view to be able to know their dedication to the tasks

assigned to them on a daily basis.

It is important to understand that the level of commitments depends on multiple factors

and can vary from one individual to another. For example, hypothetically consider, an

individual is working with a lucrative market research firm and is being paid handsomely.

In this situation, there are chances that the individual would have affective commitment

where he/she is happy about staying in the company, but can also have continuance

commitment because he/she doesn‘t want to give up the pay and comfort that the job brings.

Finally, given the nature of the job the individual would feel the necessity to stay in the job

which would lead to normative commitment.

High levels of organizational commitments are related to superior business performance,

increased profitability, improved productivity, employee retention, customer satisfaction

metrics, reduced customer churn and above all improving the workplace culture. That‘s the

level of commitment an organization would expect from its employees. But how do we get

there?

3.1. Linking Quality Work Life to Organizational Commitment

Strong teamwork culture that provides QWL and organization commitment

Building a strong teamwork culture facilitates a healthy work environment. No two

employees in an organization can be exactly the same. When people come from different

backgrounds, there will be differences in the way they see and perceive things and the same

holds true when people work in a team. However, if an organization promotes a culture of

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team building, employees will be motivated to work together and achieve more. This will help

boost their commitment levels and create a long-term work culture harmony.

Clarity in Communicating goals and expectation to the employees

Most employees want to be a part of an irresistible future, they want to know what is most

important in their job and how can they achieve excellence in their job. For objectives to have

meaning and be effective, employees should be communicated clearly the goals and

expectations of the management. Employees, when they feel a sense of ownership tends to

stay longer with an organization.

Be transparent and encourage open communication

Let employees be participative in what is happening within the organization, as well as how

they can contribute more towards the development of the organization. When an organization

is transparent with its employees and shares numbers and figures with them, they are greater

chances that employees feel valued and increased sense of belonging. Thus improving the

performance of employees through transparency.

Maintain work ethics

Employees would want to feel good about the organization they are working with. Having

high standards of work ethics makes employees feel motivated and respectful towards the

organization. When employees know that an organization has high morals, they stay

associated with the organization. Good work ethics assures any employee, that they have an

equal playing field in the organization to perform and to grow their careers.

Foster a positive work culture

A positive work culture is where employees feel happy to be a part of the organization, where

they feel motivated and encouraged to share new ideas and facilitate communication with the

management without having the fear of being misunderstood. Encourage employees to find a

personal fit with the organization‘s culture.

Develop Trust

When employees start developing trust among themselves as well as leadership, it is a

positive sign of organizational development. Employees constantly watch the organization‘s

leadership for motivation and example, learn decision-making skills and how it helps strategic

changes within the organization and if their behavior reflect what they say.

Encourage innovation

Innovation is one of the best ways of encouraging employees. When an employee has an idea

of doing things differently and in a better way, do not discourage them, on the contrary,

motivate them to come up with more good ideas.

Provide constructive feedback and not criticism

Employees should be provided with constructive feedback whenever needed. They should be

appreciated for what they are doing well which will help them raise their morale. Tell

employees when they are wrong, but do more- tell them why it‘s wrong and above all- how to

do better. There is a difference between criticism and constructive feedback. Criticism only

tells what‘s wrong, constructive feedback tells you what is wrong, why is it wrong and how to

get it right!

Efficiently delegate tasks

An organization that functions efficiently knows the art of delegating tasks. One should

understand not all work can be done by one single person, there are dedicated resources in an

organization to carry out particular tasks. When the work has efficiently distributed no one, in

particular, is burdened.

https://www.questionpro.com/blog/smart-objectives-and-goals/


https://www.questionpro.com/blog/performance-evaluation/

https://www.questionpro.com/blog/how-to-motivate-employees-at-work/

https://www.questionpro.com/blog/culture-survey/




Offer Incentives

When an employee performs exceptionally well, organizations need to value his/her

contribution. In such cases, it is a good idea to offer incentives to the employee to recognize

his/her good work and dedication. If the organization wants employees to have sufficient

work commitments it is essential that management rewards them appropriately as different

things motivate different people.

Satisfied and engaged employees are an asset to any organization. It is important to value

people who show dedication and commitment towards the organization. Organizations need

to dig deeper and find the root cause of issues faced by their employees and take timely

actions to reduce employee turnover.

3.2. Linking Quality Work Life to Organizational Commitment

Strong teamwork culture that provides QWL and organization commitment

Building a strong teamwork culture facilitates a healthy work environment. No two

employees in an organization can be exactly the same. When people come from different

backgrounds, there will be differences in the way they see and perceive things and the same

holds true when people work in a team. However, if an organization promotes a culture of

team building, employees will be motivated to work together and achieve more. This will help

boost their commitment levels and create a long-term work culture harmony.

Clarity in Communicating goals and expectation to the employees

Most employees want to be a part of an irresistible future, they want to know what is most

important in their job and how can they achieve excellence in their job. For objectives to have

meaning and be effective, employees should be communicated clearly the goals and

expectations of the management. Employees, when they feel a sense of ownership tends to

stay longer with an organization.

Be transparent and encourage open communication

Let employees be participative in what is happening within the organization, as well as how

they can contribute more towards the development of the organization. When an organization

is transparent with its employees and shares numbers and figures with them, they are greater

chances that employees feel valued and increased sense of belonging. Thus improving the

performance of employees through transparency.

Maintain work ethics

Employees would want to feel good about the organization they are working with. Having

high standards of work ethics makes employees feel motivated and respectful towards the

organization. When employees know that an organization has high morals, they stay

associated with the organization. Good work ethics assures any employee, that they have an

equal playing field in the organization to perform and to grow their careers.

Foster a positive work culture

A positive work culture is where employees feel happy to be a part of the organization, where

they feel motivated and encouraged to share new ideas and facilitate communication with the

management without having the fear of being misunderstood. Encourage employees to find a

personal fit with the organization‘s culture.

Develop Trust

When employees start developing trust among themselves as well as leadership, it is a

positive sign of organizational development. Employees constantly watch the organization‘s

leadership for motivation and example, learn decision-making skills and how it helps strategic

changes within the organization and if their behaviour reflect what they say.


https://www.questionpro.com/survey-templates/employee-turnover/



https://www.questionpro.com/blog/performance-evaluation/


https://www.questionpro.com/blog/culture-survey/




Encourage innovation

Innovation is one of the best ways of encouraging employees. When an employee has an idea

of doing things differently and in a better way, do not discourage them, on the contrary,

motivate them to come up with more good ideas.

Provide constructive feedback and not criticism

Employees should be provided with constructive feedback whenever needed. They should be

appreciated for what they are doing well which will help them raise their morale. Tell

employees when they are wrong, but do more- tell them why it‘s wrong and above all- how to

do better. There is a difference between criticism and constructive feedback. Criticism only

tells what‘s wrong, constructive feedback tells you what is wrong, why is it wrong and how to

get it right!

Efficiently delegate tasks

An organization that functions efficiently knows the art of delegating tasks. One should

understand not all work can be done by one single person, there are dedicated resources in an

organization to carry out particular tasks. When the work has efficiently distributed no one, in

particular, is burdened.

Offer Incentives

When an employee performs exceptionally well, organizations need to value his/her

contribution. In such cases, it is a good idea to offer incentives to the employee to recognize

his/her good work and dedication. If the organization wants employees to have sufficient

work commitments it is essential that management rewards them appropriately as different

things motivate different people.

Satisfied and engaged employees are an asset to any organization. It is important to value

people who show dedication and commitment towards the organization. Organizations need

to dig deeper and find the root cause of issues faced by their employees and take timely

actions to reduce employee turnover.

Many researchers have found job commitment to be the key component of establishing

and maintaining long-term relationships between companies and their employees (Meyer &

Allen, 1997). Employee job commitment reflects the importance of a job in the company

where the employee works and the intention to continue working in that job in the future

(Rhoades et al., 2001; Allen et al., 2003). In this study, employee job commitment is defined

as the employee's psychological attachment, internalised values of the goodness of job and

enduring desire to maintain that valued job in the SME (c.f. Kankaanranta, 2013). In other

words, it is the implicit or explicit pledge of relational continuity by the employee with the

SME. Psychologists have identified affective, calculative or instrumental and normative as the

main motivations of employee commitment (Meyer & Allen, 1997; Lee, Allen, Meyer &

Rhee, 2001). Affective commitment means that employees want to stay in the job because

they like their company enjoy the working relationship and feel a sense of loyalty and

belongingness. On the other hand, calculative commitment is the extent to which employees

perceive the need to maintain a job with their company because of the significant anticipated

switching costs or lack of alternatives. Normative commitment means that employees stay in

the job because they feel they ought to (Cater & Zabker, 2009; Meyer & Allen, 1997). In

empirical studies, employee job commitment is noted as being linked to job performance,

firm productivity and citizenship behavior (Allen & Meyer 1990; Mathieu & Zajac 1990;

Porter, Steers, Mowday & Boulian, 1974; Somers 1995).A better quality of work life makes

employees satisfied with their job at their workplace and that contentment trickles down to

their home and family life. There is some evidence showing that satisfied employees are

happy employees; happy employees are dedicated and loyal; happy employees are therefore


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productive and tend to stay longer with a company (Sirgy, Efraty, Siegel & Dong-Jin, 2001).

The quality of work life is depicted by favorable conditions and environments of a workplace

that support and promote employee job satisfaction by providing employees with better

reward systems, job security and growth opportunities (Sirgy et al., 2001). Cascio (1998)

argued that employees who work in organizations where QWL exists, like their organizations

and feel that their work fulfills their needs. Eventually, the fulfillment of employees' needs

will trigger their satisfaction with the job, commitment to the job and the desire for long

tenure at their workplace. According to Maslow (1954), these needs encompass specifically

health and safely needs (protection from ill health and injury at work and outside of work, and

enhancement of good health); economic and family needs (pay, job security, and other family

needs); social needs (collegiality at work and leisure time off work); esteem needs

(recognition and appreciation of work in and outside the organization); actualization needs

(realization of one's potential within the organization and as a professional); knowledge needs

(learning to enhance job and professional skills); and aesthetic needs (creativity at work as

well as personal creativity and general aesthetics). Similarly, in the context of this study,

when SME employees perceive themselves to have attained quality in work life, they are

likely to view their SME as fair and as caring for their needs. Eventually, the perceived

fulfillment of their needs will in all likelihood lead to the SME employees' satisfaction with

their job, and commitment to it. They will also be motivated to seek longer tenure with their

respective SMEs. Evidence from prior studies has supported a positive linkage between the

quality of work life and employee job satisfaction, job commitment and tenure intention

(Heskett, Jones, Loveman, Sasser & Schlesinger, 1994; Lau, 2000; Seashore, 1975

4. METHODOLOGY

The background of 416 employees in various locations was studied in this research. 290

Academic and 126 constitute the sample. Perception of determinants of Quality of work life

and Organization commitment is studied through descriptive statistics. Comparison of

Academic and Non-academic staffs with respect to Quality of work life determinants and

Organization commitment is done by applying Independent samples t-test. Variation in

demographic groups with respect to Organization commitment is studied through one-way

ANOVA and Duncan‘s multiple comparison tests. The relationship between Quality of work

life determinants and Organization commitment are studied using bi-variate correlation

coefficient. Multiple regression analysis is applied to find the impact of Quality of work life

determinants on Organization commitment.

4.1. Reliability of the Study

Cronbach‘s Alpha co-efficient is used to study the reliability of the constructs. Any

Cronbach‘s Alpha of more than 0.7 is considered as good reliability. Table 1 presents the

reliability of the constructs taken in the study for both Academic and Non-Academic staffs. Table 1 Reliability of the study

No Construct Academic staffs Non-Academic staffs

No. of

items

Alpha No. of

items

Alpha

1 Quality of work life determinants

i. Work life natural fusion 19 0.82 19 0.81

ii. Social and Economic factors 15 0.79 16 0.83

iii. Motivation 18 0.81 19 0.79

iv. Job content 11 0.83 11 0.81

2 Organisation Commitment 18 0.81 16 0.81

i. Overall reliability of the study 81 0.83 81 0.84

Source: Primary data



4.2. Design

The research will be Explorative and Descriptive in nature.

Explorative: This study will be explorative because it will explore the variables

affecting Commitment towards Organizations and QWL.

Descriptive: The study will be descriptive study. Questionnaires shall be distributed to

collect the desired data from the employees of Educational institutions Institutions.

As the researcher knows the university under the study for some years and is residing in

the campus, she can undertake ethnography to prepare case studies of some of the

departments/faculties of Educational institutions Institutions.

4.3. Data Collection

The researcher would extensively use primary data for analysis. ―The primary data would

form a major ground upon which an analysis will be made and the conclusions would be

drawn.‖

The primary data was collected on which the study was based. For descriptive research

collection of data was done through surveys, i.e. sample or census surveys, primary data by

questionnaires, interview method, schedules etc. The framed questionnaire will be clear,

precise and concise which for getting accurate responses from respondents.

In the present research, a structured questionnaire was used. The scales to evaluate

questions was Likert Scale 1-5, a strong dis-agreement would be a Scale 1 response while a

strong agreement recorded as 5 on the scale. The framed questionnaire is clear, precise and

concise which for getting accurate responses from respondents.

The AHP will be used for analysis of the collected data; hence the QWL can be explained

by four factors as given under.

Work life Natural Fusion - Mental composure, satvikta and wisdom (Sthit Pragya),

Managing Time, Availability for work and family

Social Factors - Work, Employee Respect, Self-Esteem, Integrating socially and

networking in the work environment.

Economic factors - Salary, Benefits - Health, Insurance & Retirement, Job security

Job content - Team Work, Independence, Recognition, Challenging assignments,

Ownership, authority to take timely decisions, Creativity, Growth.

4.4. Sampling Design

Stratified random sampling technique will be followed. The researcher can divide the entire

population into smaller groups thereby selecting the final subjects proportionally from

different strata. This would help the researcher in measuring the larger groups.

5. ANALYTICAL TOOLS

The analysis of data is extremely important for organizing categories, application of these to

raw data which involves methods such as coding, tabulating and drawing statistical

inferences.

Relevant statistical tools is used for analyzing the data with the help of SPSS. For

identifying the determinants of QWL and various factors that help in contributing towards an

effective Commitment towards Organizations, factor analysis technique will be used with the

help of a structured scale. While this will be an independent variable in the Correlation and

Regression analysis, commitment towards Organizations will be considered as a dependent



variable. ANOVA will be used to investigate factors which influence a dependent variable for

the analysis of data. Perceptions of respondents regarding the existing provisions of QWL will

be identified with the help of a structured questionnaire. Due to the large sample, the Z test

will be used to measure the difference between any variable and the mean of all variable

values divided by the standard deviation.

6. DATA ANALYSIS AND DISCUSSION

6.1. Perception of Academic and Faculty Staffs on Work life Natural Fusion

The purpose of this section is to study the perception of Academic and Faculty staffs on Work

life natural fusion and its dimensions of Educational institutions Institutions, India. Work life

natural fusion was factorised using exploratory factor analysis in the preceding section. The

four factors of Work life natural fusion are named according to variables grouped.

The four factors are:

Mental composure

Time management

Flexibility

Family and work commitment

Mental Composure of Academic and Faculty staffs consists of six variables: (i) I rank

myself as a very saatvik (in terms of good by thoughts, working habits, and eating habits) (ii)

My actions are based on some principles and understanding of the situation (iii) I rank myself

as a very saatvik (in terms of regular yoga and exercise, keeping very low greed or fear) (iv) I

pay reasonable attention to my good health, (v) In case when any priority issue arises at home

and till I have decided to attend the issue in a short while, I am able to focus on my tasks at

my work place and (vi) I do not wish to over react to joy and sorrows. The perception of the

items under mental composure is represented in the form of Mean and Standard deviation is

presented in the Table 2.

Table 2 Perception of Academic and Faculty staffs on mental composure

Statement Mean SD

I rank myself as a very saatvik (in terms of good by thoughts, working

habits, and eating habits) 4.14 0.812

My actions are based on some principles and understanding of the situation 4.38 0.658

I rank myself as a very saatvik (in terms of regular yoga & exercise,

keeping very low greed or fear) 3.68 1.023

I pay reasonable attention to my good health 3.72 0.911

In case when any priority issue arises at home and till I have decided to

attend the issue in a short while, I am able to focus on my tasks at my work

place

3.55 0.943

I do not wish to over react to joy and sorrows 3.75 0.859


Table 2 presents the descriptive measures of six items taken in Mental composure. The

mean responses for I rank myself as a very saatvik (in terms of good by thoughts, working

habits, and eating habits) is 4.14, My actions are based on some principles and understanding

of the situation is 4.38, I rank myself as a very saatvik (in terms of regular yoga & exercise,

keeping very low greed or fear) is 3.68, I pay reasonable attention to my good health is 3.72,

In case when any priority issue arises at home and till I have decided to attend the issue in a

short while, I am able to focus on my tasks at my work place is 3.55 and I do not wish to over

react to joy and sorrows is 3.75. Academic and Faculty staffs rated their actions are based on



some principles and understanding of the situation at the first place in Mental composure. The

respondents agreed that they rank themselves as very saatvik, they do not wish to over react to

joy and sorrows, they pay reasonable attention to their good health and they are able to focus

their tasks in work place even there are family issues.

Figure 1 Mean response for mental composure of Academic and Faculty staffs

Time management of Academic and Faculty staffs consists of five variables: (i) I believe

that I should strictly give time to work and family in a balanced manner (ii) I believe to give

100% to both work and family (iii) I am able to understand ‗priority‘ among various kinds of

family responsibilities, (iv) I can well manage flexible timings when required (Class timings/

Administrative tasks/ Research work) and (v) I use mobile phones, internet and other

technologies mostly for productive purposes. The perception of the items under Time

Management is represented in the form of Mean and Standard deviation is presented in the

Table 3 Table 3 Perception of Academic and Faculty staffs on Time management

Statement Mean SD

I believe that I should strictly give time to work and family in a balanced manner 3.93 0.907

I believe to give 100% to both work and family 4.19 0.845

I am able to understand ‗priority‘ among various kinds of family responsibilities 4.45 0.681

I can well manage flexible timings when required (Class timings/ Administrative

tasks/ Research work) 3.78 1.033

I use mobile phones, internet and other technologies mostly for productive

purposes 4.22 0.797


Table 3 presents the descriptive measures of five items taken in Time management. The

mean responses for I believe that I should strictly give time to work and family in a balanced

manner is 3.93, I believe to give 100% to both work and family is 4.19, I am able to

understand ‗priority‘ among various kinds of family responsibilities is 4.45, I can well

4.14

4.38

3.68

3.72

3.55

3.75

0

1

2

3

4

5

I rank myself as a very saatvik (in

terms of good by thoughts,working habits, and eating habits)

My actions are based on some

principles and understanding ofthe situation

I rank myself as a very saatvik (in

terms of regular yog & exercise,keeping very low greed or fear)

I pay reasonable attention to my

good health

In case when any priority issue

arises at home and till I havedecided to attend the issue in a

short while, I am able to focus…

I do not wish to over react to joy

and sorrows



manage flexible timings when required (Class timings/ Administrative tasks/ Research work)

is 3.78 and I use mobile phones, internet and other technologies mostly for productive

purposes is 4.22. The Academic and faculty staffs rated in the first place that they are able to

understand ‗priority‘ among various kinds of family responsibilities towards Time

management. The respondents strongly agreed that they use mobile phones, internet and other

technologies mostly for productive purposes and they believe to give 100% to both work and

family. The respondent also agreed that that they strictly give time to work and family in a

balanced manner and can well manage flexible timings when required.

Figure 2 Mean response for Time management of Academic and Faculty staffs

Flexibility of Academic and Faculty staffs consists of Three variables: (i) I do not face any

criticism at work place when I work from home (ii) I do not face any criticism at workplace if

I carry a personal work at office and (iii) I can easily do some office task while at home. The

perception of the items under Flexibility is represented in the form of Mean and Standard

deviation is presented in the Table 4

Table 4 Perception of Academic and Faculty staffs on Flexibility

Statement Mean SD

I do not face any criticism at work place when I work from home 3.21 1.001

I do not face any criticism at workplace if I carry a personal work at

office 2.93 1.043

I can easily do some office task while at home 3.65 0.98


Table 4 presents the descriptive measures of three items taken in Flexibility. The mean

responses for I do not face any criticism at work place when I work from home is 3.21, I do

not face any criticism at workplace if I carry a personal work at office is 2.93 and I can easily

do some office task while at home is 3.65. Academic and Faculty staff scan easily do some

office work at home is the important aspect of Flexibility. The respondents agreed that they

3.93

4.19

4.45 3.78

4.22

0

1

2

3

4

5

I believe that I should strictly give

time to work and family in a

balanced manner

I believe to give 100% to both work

and family

I am able to understand ‗priority‘

among various kinds of family

responsibilities

I can well manage flexible timings

when required (Class timings/

Administrative tasks/ Research

work)

I use mobile phones, internet and

other technologies mostly forproductive purposes



do not face any criticism at work place when I work from home at the same time they face

criticism if they carry personal work to office.

Figure 3 Mean response for Flexibility of Academic and Faculty staffs

Family and work commitment of Academic and Faculty staffs consists of five variables: (i)

I am able to understand ‗priority‘ among various kinds of official responsibilities (ii) I am

able to understand ‗priority‘ among various kinds of family responsibilities , (iii) Life is

largely about satisfying material needs of self & family, (iv) I can easily attend a family

member while at work and (v) I encourage my family members to attend some of the

functions/ programs organized in the University campus. The perception of the items under

Family and work commitment is represented in the form of Mean and Standard deviation are

presented in the Table 5.

Table 5 Perception of Academic and Faculty staffs on Family and work commitment

Statements Mean SD

I am able to understand ‗priority‘ among various kinds of official

responsibilities 4.5 0.688

I am able to understand ‗priority‘ among various kinds of family responsibilities 4.45 0.681

Life is largely about satisfying material needs of self & family 4.2 0.895

I can easily attend a family member while at work 2.9 1.115

I encourage my family members to attend some of the functions/ programs

organized in the University campus 4.13 0.861


Table 5 presents the descriptive measures of five items taken in Family and work

commitment. The mean responses for I am able to understand ‗priority‘ among various kinds

of official responsibilities is 4.5, I am able to understand ‗priority‘ among various kinds of

family responsibilities is 4.45, Life is largely about satisfying material needs of self & family

3.21

2.93

3.65

0

1

2

3

4

5

I do not face any criticism at

work place when I work fromhome

I do not face any criticism at

workplace if I carry a personalwork at office

I can easily do some office task

while at home



is 4.2, I can easily attend a family member while at work is 2.9 and I encourage my family

members to attend some of the functions/ programs organized in the University campus is

4.13

Academic and Faculty staffs strongly agreed and rated that they can understand ‗priority‘

among various kinds of family responsibilities at the first place towards Family and Work

commitment. The respondents also strongly agreed that they encourage their family members

to attend some of the functions/ programs organized in the University campus, able to

understand ‗priority‘ among various kinds of official responsibilities and life is largely about

satisfying material needs of self and family. However, they agreed that it is not an easy thing

to attend family member while they are at work.

Figure 4 Mean response for family and work commitment of Academic and Faculty staffs

6.1.1. Perception of Academic and Faculty staffs on Social and economic factors

The purpose of this section is to study the perception of Academic and Faculty staffs on

Social and economic factors and its dimensions of Educational institutions Institutions, India.

Social and economic factors are factorised using exploratory factor analysis in the preceding

section. The three factors of Social and economic factors are named according to variables

grouped. The three factors are:

Work environment

Self esteem

Salary, benefits and security

Work environment of Academic and Faculty staffs consists of seven variables: (i) In case of

work during night shifts enough safety is provided in workplace (ii) Work premises are

always kept clean by the cleaning staffs during regular intervals (iii) Enough care is given for

my basic needs at my workplace,(iv) There is sufficient office space (v) I receive enough

amount of technical/computer support I need (vi) In case of any personal issues, I have a

provision to share it with my supervisors and confidentiality is maintained and (vii) The

4.5

4.45

4.2

2.9

4.13

00.51

1.52

2.53

3.54

4.5

I am able to understand

‗priority‘ among various kinds

of official responsibilities

I am able to understand

‗priority‘ among various kinds

of family responsibilities

Life is largely about satisfying

material needs of self & family

I can easily attend a family

member while at work

I encourage my family members

to attend some of the functions/programs organized in the

University campus



employees can approach the Management in case of reporting any grievances. The perception

of the items under Work environment is represented in the form of Mean and Standard

deviations are presented in the Table 6.

Table 6 Perception of Academic and Faculty staffs on Work environment

Statements Mean SD

In case of work during night shifts enough safety is provided in workplace 3.97 1.06

Work premises are always kept clean by the cleaning staffs during regular

intervals 3.88 0.983

Enough care is given for my basic needs at my workplace 3.83 0.979

There is sufficient office space 4.06 0.982

I receive enough amount of technical/computer support I need 3.92 1.039

In case of any personal issues, I have a provision to share it with my

supervisors and confidentiality is maintained 3.89 0.984

The employees can approach the Management in case of reporting any

grievances 4.01 0.972


Figure 5 Mean response work Environment of Academic and Faculty staffs

Table 6 presents the descriptive measures of seven items taken in work environment. The

mean responses for In case of work during night shifts enough safety is provided in workplace

is 3.97, Work premises are always kept clean by the cleaning staffs during regular intervals

3.88, Enough care is given for my basic needs at my workplace 3.83, There is sufficient office

space 4.06, I receive enough amount of technical/computer support I need is 3.92, In case of

any personal issues, I have a provision to share it with my supervisors and confidentiality is

maintained is 3.89 and The employees can approach the Management in case of reporting any

grievances 4.01. Academic and Faculty staffs are fully satisfied with the office space

sufficiency with regard to the work environment. The employees agreed that they can

approach the Management in case of reporting any grievances, enough safety is provided in

3.97

3.88

3.83

4.06 3.92

3.89

4.01

0

1

2

3

4

5

In case of work during night shifts

enough safety is provided inworkplace

Work premises are always kept

clean by the cleaning staffs during

regular intervals

Enough care is given for my basic

needs at my workplace

There is sufficient office spaceI receive enough amount of

technical/computer support I need

In case of any personal issues, I have

a provision to share it with mysupervisors and confidentiality is

maintained

The employees can approach the

Management in case of reporting

any grievances



workplace during night times, receive enough amount of technical/computer support, able to

share any personal issues with their supervisors and confidentiality is maintained, Work

premises are always kept clean by the cleaning staffs during regular intervals and Enough care

is given for their basic needs at their workplace.

Self Esteem of Academic and Faculty staffs consists of four variables: (i) I feel that the time

invested by me for institution is worthwhile (ii) I have faced situations where I felt that I

should quit the job to take care of my family (iii) My job description is in par with my

Qualification/s and (iv) There is a contradiction of Job responsibilities assigned to me

compared to the offer letter issued by Institutions. The perception of the items under Self

esteem is represented in the form of Mean and Standard deviation is presented in the Table 7

Table 7 Perception of Academic and Faculty staffs on Self esteem

Statements Mean SD

I feel that the time invested by me for institution is worthwhile 3.99 0.96

I have faced situations where I felt that I should quit the job to take care of my

family 2.97 1.293

My job description is in par with my Qualification/s 3.63 1.117

There is a contradiction of Job responsibilities assigned to me compared to the

offer letter issued by Institutions 2.43 1.228


Figure 6 Mean response for Self-esteem of Academic and Faculty staffs

Table 7 presents the descriptive measures of four items taken in Self-esteem. The mean

responses for the statement ‗I feel that the time invested by me for institution is worthwhile‘ is

3.99, while that for the statement ‗My job description is in par with my Qualification/s‘ is

3.63. The mean responses for the statement ‗I have faced situations where I felt that I should

quit the job to take care of my family‘ is 2.97 and the one for the statement ‗There is a

contradiction of Job responsibilities assigned to me compared to the offer letter issued by

3.99

2.97

3.63

2.43 0

1

2

3

4

5

I feel that the time invested by

me for institution is worthwhile

I have faced situations where I

felt that I should quit the job totake care of my family

My job description is in par with

my Qualification/s

There is a contradiction of Job

responsibilities assigned to mecompared to the offer letter

issued by Vidyapith



Institutions‘ is 2.43. Academic and Faculty staffs felt that the time invested by them for the

institution is worthwhile is the important aspect of self-esteem. The respondents agreed that

their job description is in par with my Qualification/s. However the respondents agreed that

Job responsibilities assigned to them is not exactly matching with the offer letter issued by

Institutions and they have not quite often faced situations where they felt that they should quit

the job to take care of their family.

Salary, benefits and security of Academic and Faculty staffs consists of four variables: (i)

The Management has covered me with personal health insurance coverage (ii) Management is

really bothered about employee‘s safety and security. (iii) There are nearby departmental

pantries/ canteens to have refreshments during the office breaks (iv) There is enough Job

Security. The perception of the items under Salary benefits and security is represented in the

form of Mean and Standard deviation is presented in the Table 8

Table 8 Perception of Academic and Faculty staffs on Salary, benefits and security

Statements Mean SD

The Management has covered me with personal health insurance coverage 4.02 0.965

Management is really bothered about employee‘s safety and security. 4.06 1.024

There are nearby departmental pantries/ canteens to have refreshments

during the office breaks 3.31 1.223

There is enough Job Security 3.92 1.043


Figure 7 Mean response for salary, benefits and security of Academic and Faculty staffs

Table 8 presents the descriptive measures of four items taken in Salary, benefits and

security. The mean responses for The Management has covered me with personal health

insurance coverage is 4.02, Management is really bothered about employee‘s safety and

security is 4.06, There are nearby departmental pantries/ canteens to have refreshments during

the office breaks is 3.31 and There is enough Job Security 3.92. Management is really

bothered about employee‘s safety and security is the important aspect of Salary, benefits and

security. The respondents agreed that the Management has covered them with personal health

4.02

4.06

3.31

3.92

0

1

2

3

4

5

The Management has covered me with

personal health insurance coverage

Management is really bothered about

employee‘s safety and security.

There are nearby departmental pantries/

canteens to have refreshments duringthe office breaks

There is enough Job Security



insurance coverage, felt happy with the Job Security and there are nearby departmental

pantries/ canteens to have refreshments during the office breaks.

6.1.2. Perception of Academic and Faculty staffs on Motivation

The purpose of this section is to study the perception of Academic and Faculty staffs on

Motivation and its dimensions of Educational institutions Institutions, India. Motivation was

factorised using exploratory factor analysis in the preceding section. The four factors of

Motivation are named according to variables grouped.

The four factors are:

Awards, Rewards and Recognition

Stimulation

Promotions and Increments

Appreciation

Awards, Rewards and Recognition of Academic and Faculty staffs consists of seven

variables: (i) My efforts are recognized by the University (ii) My superiors appreciate my

work and their actions keep me stay motivated. (iii) I feel that there is a need by the

University to introduce more rewards to appreciate about the employee‘s unique skills,

abilities and tasks (iv) I have good faith in values and ethics followed by the top authorities of

the University (v) I have good faith in values and ethics followed by my immediate supervisor

(vi) I have good faith in values and ethics followed by my colleagues and (vii) I feel proud in

being part of a great mission of women‘s education. The perception of the items under

Awards, Rewards and Recognition is represented in the form of Mean and Standard deviation

is presented in the Table 9

Table 9 Perception of Academic and Faculty staffs on Awards, Rewards and Recognition

Statements Mean SD

My efforts are recognized by the University 3.89 0.926

My superiors appreciate my work and their actions keep me stay

motivated 3.83 0.968

I feel that there is a need by the University to introduce more rewards to

appreciate about the employee‘s unique skills, abilities and tasks 3.61 1.09

I have good faith in values and ethics followed by the top authorities of

the University 4.14 0.874

I have good faith in values and ethics followed by my immediate

supervisor 4.03 0.93

I have good faith in values and ethics followed by my colleagues 3.93 0.849

I feel proud in being part of a great mission of women‘s education 4.13 1.124


Table 9 presents the descriptive measures of seven items taken in Awards, Rewards and

Recognition. The mean responses for My efforts are recognized by the University is 3.89, My

superiors appreciate my work and their actions keep me stay motivated is 3.83, I feel that

there is a need by the University to introduce more rewards to appreciate about the

employee‘s unique skills, abilities and tasks is 3.61, I have good faith in values and ethics

followed by the top authorities of the University is 4.14, I have good faith in values and ethics

followed by my immediate supervisor is 4.03, I have good faith in values and ethics followed

by my colleagues is 3.93 and I feel proud in being part of a great mission of women‘s

education is 4.13. Good faith in values and ethics followed by the top authorities of the

University is the important aspect of the Awards, Rewards and Recognition. It is also

observed that they feel proud in being part of a great mission of women‘s education, have



good faith in values and ethics followed by my immediate supervisor, have good faith in

values and ethics followed by my colleagues, their efforts are recognized by the University,

their superiors appreciate their work and their actions keep them stay motivated and they feel

that there is a need by the University to introduce more rewards to appreciate about the

employee‘s unique skills, abilities and tasks.

Figure 8 Mean response for Awards, Rewards and Recognition of Academic and Faculty staffs

Stimulation of Academic and Faculty staffs consists of five variables: (i) I can reach out to

University Vice Chancellor or Pro- Vice Chancellor quite easily if there are any problems that

I facing My efforts are recognized by the University (ii) I feel motivated to reach out to

University Vice Chancellor/Pro- Vice Chancellor in case I have a well thought suggestion for

improving functioning of the University (iii) The work routine is less challenging (iv) My

work is mentally challenging and (v) There is a lack of excitement in the tasks into which I

get involved. The perception of the items under Stimulation is represented in the form of

Mean and Standard deviation is presented in the Table 10

3.89

3.83

3.61

4.14

4.03

3.93

4.13

0

1

2

3

4

5

My efforts are recognized by the

University

My superiors appreciate my work

and their actions keep me staymotivated

I feel that there is a need by the

University to introduce more

rewards to appreciate about the employee‘s unique skills, abilities

and tasks

I have good faith in values and

ethics followed by the topauthorities of the University


ethics followed by my immediatesupervisor


ethics followed by my colleagues

I feel proud in being part of a

great mission of women‘s

education



Table 10 Perception of Academic and Faculty staffs on Stimulation

Statements Mean SD

I can reach out to University Vice Chancellor or Pro- Vice Chancellor

quite easily if there are any problems that I facing 3.79 1.166

I feel motivated to reach out to University Vice Chancellor/Pro- Vice

Chancellor in case I have a well thought suggestion for improving

functioning of the University

3.89 0.982

The work routine is less challenging 3.04 1.131

My work is mentally challenging 3.74 0.937

There is a lack of excitement in the tasks into which I get involved in 2.84 1.283


Table 10 presents the descriptive measures of five items taken in Stimulation. The mean

responses for I can reach out to University Vice Chancellor or Pro- Vice Chancellor quite

easily if there are any problems that I facing is 3.79, I feel motivated to reach out to

University Vice Chancellor/Pro- Vice Chancellor in case I have a well thought suggestion for

improving functioning of the University is 3.89, The work routine is less challenging is 3.04,

My work is mentally challenging is 3.74 and There is a lack of excitement in the tasks into

which I get involved in is 2.84. Academic and Faculty staffs felt motivated to reach out to

University Vice Chancellor/Pro- Vice Chancellor in case they have a well thought suggestion

for improving functioning of the University is the important aspect of stimulation. It is

understood that they can reach out to University Vice Chancellor or Pro- Vice Chancellor

quite easily for their problems and their routine work won‘t be challenging. However the

respondents agreed that their work is always mentally challenging and they never felt like

lacking in excitement of tasks which they got involved.

Figure 9 Mean response for Stimulation of Academic and Faculty staffs

3.79

3.89

3.04

3.74

2.84

0

1

2

3

4

I can reach out to University Vice

Chancellor or Pro- Vice Chancellorquite easily if there are any problems

that I facing

I feel motivated to reach out to

University Vice Chancellor/Pro- ViceChancellor in case I have a well

thought suggestion for improving

functioning of the University

The work routine is less challengingMy work is mentally challenging

There is a lack of excitement in the

tasks into which I get involved in



Promotions and Increments of Academic and Faculty staffs consists of three variables: (i)

There is a good scope for career growth (ii) There is transparency in implementation of

Increments and related benefits (iii) I am satisfied with yearly increments in the form of hike

in basic salary and DA as per norms. The perception of the items under Promotion and

Increments is represented in the form of Mean and Standard deviations are presented in the

Table 11

Table 11 Perception of Academic and Faculty staffs on Promotions and Increments

Statements Mean SD

There is a good scope for career growth 3.74 0.996

There is transparency in implementation of Increments and related

benefits 3.68 1.001

I am satisfied with yearly increments in the form of hike in basic salary

and DA as per norms 3.38 1.074


Table 11 presents the descriptive measures of three items taken in Promotions and

Increments. The mean responses for There is a good scope for career growth is 3.74, There is

transparency in implementation of increments and related benefits 3.68 and I am satisfied

with yearly increments in the form of hike in basic salary and DA as per norms is 3.38.

Academic and Faculty staffs agreed that there is good scope for career growth in the

university and it is the prioritized variable regarding the Promotions and increments.

Respondents agreed that there is transparency in implementation of Increments and related

benefits and they are satisfied with yearly increments in the form of hike in basic salary and

DA as per norms.

Figure 10 Mean response for Promotion and Increments of Academic and Faculty staffs

Appreciation of Academic and Faculty staffs consists of three variables: (i) My immediate

supervisor‘s actions motivate me to work better (ii) The time I spend in my work is not

appreciated most of the time (iii) My co-workers understand me and support me. The

perception of the items under Appreciations is represented in the form of Mean and Standard

deviation is presented in the Table 12

3.74

3.68 3.38

0

1

2

3

4

5

There is a good scope for career

growth

There is transparency in

implementation of Incrementsand related benefits

I am satisfied with yearly

increments in the form of hike inbasic salary and DA as per norms



Table 12 Perception of Academic and Faculty staffs on Appreciation

Statements Mean SD

My immediate supervisor‘s actions motivate me to work better 3.99 0.898

The time I spend in my work is not appreciated most of the time 2.98 1.164

My co-workers understand me and support me 3.92 0.895


Table 12 presents the descriptive measures of three items taken in Appreciation. The mean

responses for My immediate supervisor‘s actions motivate me to work better is 3.99, The time

I spend in my work is not appreciated most of the time is 2.98 and My co-workers understand

me and support me 3.92. It is felt that the Academic and Faculty staffs felt like their

immediate supervisor‘s actions motivate them to work better as the important aspect. It is

noted that their co-workers understand them and support them and their time they spend in

their work is appreciated most of the time.

Figure 11 Mean response for Promotion and increments of Academic and Faculty staffs

6.1.3. Perception of Academic and Faculty staffs on Job content

The purpose of this section is to study the perception of Academic and Faculty staffs on Job

content and its dimensions of Educational institutions Institutions, India. Job content was

factorised using exploratory factor analysis in the preceding section. The four factors of Job

content are named according to variables grouped. The four factors are:

Team work

Independence

Freedom of work

Growth opportunities

Team work of Academic and Faculty staffs consists of three variables: (i) I am surrounded by

good quality staffs who respect peers (ii) I have good and supportive members to work with

and, (iii) Working in groups are always encouraged and recognized. The perception of the

items under Team work is represented in the form of Mean and Standard deviation are

presented in the Table 13

3.99

2.98 3.92

0

1

2

3

4

My immediate supervisor‘s actions

motivate me to work better

The time I spend in my work is not

appreciated most of the time

My co-workers understand me and

support me



Table 13 Perception of Academic and Faculty staffs on Team work

Statements Mean SD

I am surrounded by good quality staffs who respect peers 3.8 0.976

I have good and supportive members to work with 3.95 0.845

Working in groups are always encouraged and recognized 3.92 0.948


Table 13 presents the descriptive measures of three items taken in Team work. The mean

responses for I am surrounded by good quality staffs who respect peers is 3.8, I have good

and supportive members to work with is 3.95 and Working in groups are always encouraged

and recognized is 3.92. Academic and Faculty staffs agreed in the first place that they have

good and supportive members to work with in terms of Team work. It is also inferred that the

respondents agreed that working in groups are always encouraged and recognized and they

are surrounded by good quality staffs who respect their peers.

Figure 12 Mean response for Team work of Academic and Faculty staffs

Independence of Academic and Faculty staffs consist of three variables: (i) The Management

gives enough freedom of work to complete my tasks or assignments (ii) I am given sufficient

time to pursue independent interests (e.g., course development, research) and, (iii) I am given

enough authority to take decisions when I ‗am assigned with a task/job. The perception of the

items under Independence is represented in the form of Mean and Standard deviation is

presented in the Table 14

Table 14 Perception of Academic and Faculty staffs on Independence

Statements Mean SD

The Management gives enough freedom of work to complete my tasks or

assignments 3.98 0.842

I am given sufficient time to pursue independent interests (e.g., course

development, research) 3.57 0.979

I am given enough authority to take decisions when I ‗am assigned with a

task/job 3.76 0.93


3.8

3.95 3.92

0

1

2

3

4

5

I am surrounded by good quality

staffs who respect peers

I have good and supportive members

to work with

Working in groups are always

encouraged and recognized



Table 14 presents the descriptive measures of three items taken in Independence. The

mean responses for The Management gives enough freedom of work to complete my tasks or

assignments is 3.98, I am given sufficient time to pursue independent interests (e.g., course

development, research) is 3.57 and I am given enough authority to take decisions when I ‗am

assigned with a task/job 3.76. Academic and Faculty staffs agreed that the Management gives

enough freedom of work to complete my tasks or assignments in the first place in terms of

Independence. The respondents also agreed that they are given enough authority to take

decisions when they are assigned with a task/job and they are given sufficient time to pursue

independent interests.

7. FINDINGS

7.1. Comparison of Determinants of Quality of Work Life and Organization

Commitment

Significant variation is not observed between Academic and Faculty staffs and Non

Academic staffs of Educational institutions with regard to Work life natural fusion.

Significant variation is observed between Academic and Faculty staffs and Non

Academic staffs of Educational institutions with regard to social and economical

factors. The happiness about Social and economical factors of both Academic and

Non-Academic staffs are good. However the Non-Academic staffs are more satisfied

with the social and economical factors than the Academic and Faculty staffs of

Educational institutions.


Academic staffs of Educational institutions with regard to Motivation. The motivation

level of both Academic and Non-Academic staffs are good. However Non-Academic

staffs are more pleased with the motivation they got than the Academic and Faculty

staffs of Educational institutions.


Academic staffs of Educational institutions with regard to Job content. The contention

towards Job content level of both Academic and Non-Academic staffs are good.

However the Non-Academic staffs are more contented with the job content than the

Academic and Faculty staffs of Educational institutions.


Academic staffs of Educational institutions with regard to Organization commitment.

The organization commitment level of both Academic and Non-Academic staffs are

good. However the Non-Academic staffs are more committed with organization than

the Academic and Faculty staffs of Educational institutions.

7.2. Relationship between Determinants of Quality of Work Life and

Organization Commitment

The correlation coefficient of 0.356 between Work life natural fusion and

Organization commitment on Academic and Faculty staffs is significant at 1% level. It

is interpreted as Work life natural fusion improves Organization commitment

moderately for Academic and Faculty staffs. Whereas the correlation coefficient of

0.567 between Work life natural fusion and Organization commitment on Non

Academic staffs is significant at 1% level. It is noted that Work life natural fusion

improves Organization commitment for Non Academic staffs.

The correlation coefficient of 0.539 between Social and Economical factors and

Organization commitment of Academic and Faculty staffs is significant at 1% level. It



is interpreted as Social and Economical factors enhance Organization commitment for

Academic and Faculty staffs. Whereas the correlation coefficient of 0.599 between

Social and Economical factors and Organization commitment for Non Academic staffs

is significant at 1% level. It shows that Social and Economical factors boost

Organization commitment of Non Academic staffs.

The correlation coefficient of 0.620 between Motivation and Organization

commitment on Academic and Faculty staffs is significant at 1% level. It shows that

Motivation improves Organization commitment for Academic and Faculty staffs.

Wherein the correlation coefficient of 0.657 between Motivation and Organization

commitment for Non Academic staffs is significant at 1% level. It is noted that

Motivation enhances Organization commitment for Non Academic staffs.

The correlation coefficient of 0.568 between Job content and Organization

commitment on Academic and Faculty staffs is significant at 1% level. It is noted that

Job content increases Organization commitment in case of Academic and Faculty

staffs. Whereas the correlation coefficient of 0.583 between Job content and

Organization commitment for Non Academic staffs is significant. It reveals that Job

content develops Organization commitment for Non Academic staffs.

7.3. Impact of Quality of Work Life determinants on Organization Commitment

Social and Economical factors, Motivation and Job content serves as significant

predictors of Organization commitment of Academic and Faculty staffs of Educational

institutions, India. Motivation followed by Social and Economical factors predicts

more.

Work life natural fusion, Motivation and Job content serves as significant predictors of

Organization commitment of Non-Academic staffs of Educational institutions, India.

Motivation followed by Work life natural fusion predicts more.

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