The impact of quality of work life factors on organisational excellence among employees in MSMES-a pragmatic analysis

Chia sẻ: Huỳnh Ngọc Toàn | Ngày: | Loại File: PDF | Số trang:6

Thêm vào BST

Báo xấu

25
lượt xem 5
download

Download Vui lòng tải xuống để xem tài liệu đầy đủ

The purpose of the study is to analyse the impact of Quality Work Life in organisational excellence in MSMEs. The sample respondents are selected from Kanyakumari District.

Chủ đề:

Bình luận(0) Đăng nhập để gửi bình luận!

Lưu

Nội dung Text: The impact of quality of work life factors on organisational excellence among employees in MSMES-a pragmatic analysis

International Journal of Management (IJM) Volume 8, Issue 5, Sep–Oct 2017, pp. 61–66, Article ID: IJM_08_05_007 Available online at http://www.iaeme.com/ijm/issues.asp?JType=IJM&VType=8&IType=5 Journal Impact Factor (2016): 8.1920 (Calculated by GISI) www.jifactor.com ISSN Print: 0976-6502 and ISSN Online: 0976-6510 © IAEME Publication THE IMPACT OF QUALITY OF WORK LIFE FACTORS ON ORGANISATIONAL EXCELLENCE AMONG EMPLOYEES IN MSMES-A PRAGMATIC ANALYSIS Dr. S. Nadarajan Asso. Prof. in Commerce, St. Jude’s College, Thoothoor, Kanyakumari District, Tamil Nadu, India M. Charles Dayana Asst. Prof. in Commerce, Holy Cross College (Autonomous), Nagercoil, Kanyakumari District, Tamil Nadu, India ABSTRACT The purpose of the study is to analyse the impact of Quality Work Life in organisational excellence in MSMEs. The sample respondents are selected from Kanyakumari District. The significantly influencing quality of work life factors at the MSMEs are Job content, career development working environment and Recognition. All these results indicates the relative importance of QWL among the employees in MSMEs in the determination of organisational Excellence. Key words: Employees, Job content, Career development, Working environment Recognition. Cite this Article: Dr. S. Nadarajan, M. Charles Dayana, The Impact of Quality of Work Life Factors on Organisational Excellence among Employees in MSMES- A Pragmatic Analysis. International Journal of Management, 8 (5), 2017, pp. 61–66. http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=8&IType=5 1. INTRODUCTION The employees or workers are the pivotal force behind the successful functioning of an organisation. So, workers need to be understood in the proper perspective and utilized effectively to attain the goals of an organisation. Management of work force is a challenging and intricate task. It is basically made up of four levels-procuring them, preparing them, stimulating them and retaining them. This can be handled successfully by maintaining and improving the quality of work life. Quality of work life is concerned with individual relationships, their physical, social and economic environment. It is also influenced to a certain extent by the set behavioural patterns of the society. http://www.iaeme.com/IJM/index.asp 61 editor@iaeme.com
Dr. S. Nadarajan, M. Charles Dayana The organizational learning is included as one of the important components of organizational excellence in the present study. Since the QWL have its own influence on the organizational learning, the present study has made an attempt to examine the impact for some policy implications. The multiple regression analysis has been administered to examine the impact. The included independent variables are the level of various factors in QWL among the employees whereas the included dependent variable is the score of organizational learning among the employees. 2. STATEMENT OF THE PROBLEM The quality of work life is confined mostly to the organized sectors which constitute a meager per cent of the total working population. The MSMEs in the unorganized sector are not realizing the importance of quality of work life in their performance. The management of the MSMEs are not knowing that the organizational performance of the units can be achieved only by the satisfied employees with better quality of work life. The service quality among the employees is included as one of the important components of organizational excellence. The impact of QWL service quality among the employees have been examined with the help of multiple regression analysis. The included independent variables are the score on the level of QWL factors among the employees whereas the included dependent variable in the present study is the score on service quality among the employees. 3. OBJECTIVES OF THE STUDY To evaluate the impact of quality work life factors on the organisational excellence among the employees in MSMEs in Kanyakumari District. 4. METHODOLOGY The present study is based on primary data. Primary data were collected through a well structured Questionaire. 4.1. Tools of Analysis The multiple regression the analysis have been administered to analysis the impact of QWL factors on organization at Excellence among the employees in MSMEs in Kanyakumari District. 4.2. Impact of QWL factors on Service Quality among the Employees The impacts of QWL factors on the service quality among the employees in SM, micro enterprises and also for pooled data. The results are given in Table 1. Table 1 Impact of QWL on Service Quality among the Employees in MSMEs Sl. Regression Coefficient among Employees in QWL factors No. SM Micro Pooled data 1. Wages and Salary 0.1471* 0.0886 0.1231* 2. Training and development 0.1644* 0.1033 0.1434* 3. Career development 0.1833* 0.1227* 0.1679* 4. Recognition 0.1244* 0.0446 0.0876 5. Security 0.0886 0.1044 0.0933 6. Safety measures 0.1447 0.0276 0.0591 7. Work schedule 0.0338 0.0479 0.0411 8. Inter-Personal relationship 0.0596 0.0349 0.0504 9. Job Content 0.1779* 0.0366 0.0971 http://www.iaeme.com/IJM/index.asp 62 editor@iaeme.com
The Impact of Quality of Work Life Factors on Organisational Excellence among Employees in MSMES- A Pragmatic Analysis 10. Working environment 0.1633 0.1557* 0.1446* Constant 0.4974 0.2886 0.3046 R2 0.7976 0.7249 0.8217 F Statistics 8.3482* 7.4917* 8.6447* * Significant at five per cent level The significantly influencing QWL factors on the service quality among the employees in SM are wages and salary, training and development, career development, recognition, safety measures, job content and working environment since their respective regression co-efficients are significant at five per cent level. A unit increase in the level of above said factors in QWL results in an increase in service quality among the employees in SMs by 0.1421, 0.1644, 0.1833, 0.1244, 0.1477, 0.1779 and 0.1633 respectively. The changes in the level of QWL explain the changes in service quality among the employees to an extent of 79.76 per cent since its R2 is 0.7976. A unit increased in the level of career development and working environment result in an increase in the service quality among the employees in the micro enterprises by 0.1227 and 0.1557 units respectively. The changes in the QWL explain the changes in the level of service quality among the employees in micro enterprises to an extent of 72.49 per cent since its R2 is 0.7249. The analysis of pooled data reveals the relative important of wages and salary, training and development, career development and working environment. 4.3. Impact of QWL on Job Satisfaction among the Employees The job satisfaction among the employees is included as one of the components of organizational excellence of QWL in the present study. The impact of QWL on job satisfaction among the employees have been measured with the help of multiple regression analysis. The included independent variables are the level of QWL factors among the employees whereas the included dependent variable in the score on job satisfaction among the employees. The impacts have been measured among the employees in SM and micro enterprises and also for pooled data separately. The results are given in Table 2. Table 2 Impact of QWL on Job Satisfaction among the Employees in MSMEs Sl. Regression Coefficient among Employees in QWL Factors No. SM Micro Pooled data 1. Wages and Salary –0.0774* 0.0673 –0.0245* 2. Training and development 0.0331 0.0545 0.0411 3. Career development 0.1397* 0.0411 0.0922 4. Recognition 0.1496 0.0345 0.0817 5. Security 0.1231* 0.1011 0.1121 6. Safety measures 0.1409* 0.1557* 0.1345* 7. Work schedule 0.1088 0.1086 0.1033 8. Inter-Personal relationship 0.1517* 0.1023 0.1317* 9. Job Content 0.1676* 0.1441* 0.1506* 10. Working environment 0.1433* 0.1241* 0.1309* Constant 0.6869 0.3919 0.5137 R2 0.8084 0.7334 0.8393 F Statistics 8.3996* 7.6442* 8.6192* * Significant at five per cent level Among the employees in SM, a unit increase the level of career development, recognition, security, safety measures, inter-personal relationship, job content and working environment result in an increase in job satisfaction among the employees in SM by 0.1397, 0.1496, 0.1231, 0.1409, 0.1517, 0.1676 and 0.1433 units respectively. The changes in the level of http://www.iaeme.com/IJM/index.asp 63 editor@iaeme.com
Dr. S. Nadarajan, M. Charles Dayana QWL explain the changes in the level of job satisfaction among the employees to an extent of 80.84 per cent since its R2 is 0.8084. Among the employees in the micro enterprises, a unit increase in the safety measures, job content and working environment result in an increase in the level of job satisfaction by 0.1557, 0.1441 and 0.1241 units respectively. The changes in the level of QWL explain the changes in job satisfaction to extent of 73.34 per cent since it’s R2 is 0.7334. The analysis of pooled data reveals the relative important of safety measures, inter-personal relationship, job content and working environment in the determination of job satisfaction among the employees in MSMEs. 4.4. Impact of QWL Factors on the Organizational Excellence among the Employees The present study has made an attempt to examine the cense and effect relationship between the quality of work life and organizational excellence among the employees. It is measured with the help of multiple regression analysis. The fitted regression model is: Y = a + b1 X1 + b2 X2 + . . . . b10 X10 + e Whereas Y - Score on organizational excellence among the employees X1 - Score on wages and salary among the employees X2 - Score on training and development among the employees X3 - Score on career development among the employees X4 - Score on recognition among the employees X5 - Score on security among the employees X6 - Score on safety measures among the employees X7 - Score on work schedule among the employees X8 - Score on inter-Personal relationship among the employees X9 - Score on job Content among the employees X10 - Score on working environment among the employees b1, b2, b3 - regression co-efficient of independent variables a - intercept and e - error term The impacts have been measured among the employees in SM, micro enterprises and also for pooled data. The results are given in Table 3. Table 3 Impact of QWL Factors on the Organizational Excellence among the Employees Sl. Regression Coefficient among Employees in QWL Factors No. SM Micro Pooled data 1. Wages and Salary 0.0226 0.0173 0.0194 2. Training and development 0.1179 0.0541 0.0822 3. Career development 0.1624* 0.0672 0.1346* 4. Recognition 0.1669* 0.1041 0.1291* 5. Security 0.0511 0.0774 0.0672 6. Safety measures 0.0447 0.0409 0.0331 7. Work schedule 0.0889 0.0811 0.0776 8. Inter-Personal relationship 0.1391* 0.1022 0.1106 9. Job Content 0.1622* 0.1245* 0.1391* 10. Working environment 0.1517* 0.1211* 0.1308* Constant 0.5997 0.2841 0.4541 R2 0.7918 0.7117 0.8226 F Statistics 8.3496* 7.8686* 8.7049* * Significant at five per cent level http://www.iaeme.com/IJM/index.asp 64 editor@iaeme.com
The Impact of Quality of Work Life Factors on Organisational Excellence among Employees in MSMES- A Pragmatic Analysis Among the employees in SMs, the significantly influencing QWL factors on the organizational excellence are career development, recognition, inter-personal relationship, job content and working environment since their respective regression co-efficients are significant at five per cent level. A unit increase in the level of above said QWL factors result in an increase in the level of organizational excellence by 0.1624, 0.1669, 0.1391, 0.1622 and 0.1517 units respectively. The changes in the QWL factors among the employees in SMs explain the changes in the organizational excellence to an extent of 79.18 per cent since its R 2 is 0.7918. Among the employees in micro enterprises, these QWL factors are job content and working environment. A unit increase in the above said QWL factors result in an increase in the organizational excellence by 0.1245 and 0.1211units respectively. The changes in the view on QWL factors explain the changes in their level of organizational excellence to an extent of 71.17 per cent since it’s R2 is 0.7117. The analysis of pooled data reveals the relative importance of career development, recognition, job content and working environment in the determination of the organizational excellence among the employees in MSMEs. 5. FINDINGS Among the employees in SM, the significantly influencing QWL factors on the service quality are wages and salary, training and development, career development, recognition, safety measures, job content and working environment whereas among the employees in micro enterprises are career development and working environment. The higher impact of QWL factors on the service quality among the employees in SM is noticed than that among the employees in micro enterprises. The highly influencing QWL factors on the service quality among the employees are career development and working environment. Regarding the job satisfaction, the significantly influencing QWL factors among the employees in SM are career development, recognition, security, safety measures, inter personal relationship, job content and working environment whereas among the employees in micro enterprises, these QWL factors are safety measures, job content and working environment. The higher impact of QWL factors on the job satisfaction among the employees in SM is noticed than that among the employees in micro enterprises. In total, the highly influencing QWL factors on the job satisfaction are job content and safety measures. The significantly influencing QWL factors on the overall organizational excellence in SM are career development, recognition, inter-personal relationship, job content and working environment whereas among the employees in micro enterprises, these QWL factors are job content and working environment. The higher impact of QWL on the organizational excellence is noticed among the employees in SM than that among the employees in micro enterprises. 6. CONCLUSIONS The employees of any organisation can have a huge impact on the organisation excellence. In MSMEs, competent and helpful employees are the key to success. QWL is an important issue becaue it determines how an organisation can utilize its man power resources at the fullest level and also retain the prospective employees. REFERENCES [1] Singh, A.P. and Sadhana Singh (2009), “Effects of Stress and Work Culture on Job Satisfaction”, The ICFAI University Journal of Organisational Behaviour, 8(2), pp.52-62. http://www.iaeme.com/IJM/index.asp 65 editor@iaeme.com
Dr. S. Nadarajan, M. Charles Dayana [2] Singh, R., (2010), “SERVQUAL and Model of Service Quality Gaps: A Framework for Determining and Prioritizing Critical Factors from Faculty Perspective in Higher Education”, International Journal of Engineering Science and Technology, 2(7), pp. 3297- 3304. [3] Sirgy, J.M., Efraty, D., Siegal, P. and Lee, D., (2001), “A New measure of QWL based on need satisfaction and spillover theories”, Social Indicators Research, 55(4), pp.241-302. [4] Smith, C.A., Kendall, L.M. and Hulin, C.C., (1969), “The Measurement of Satisfaction in Work and Retirement: A Strategy for the Study of Attitudes. Chicago, IC: Rand Mc Nally. [5] Wei Bo, Z., Kaur, S., and Jun, W., (2010), “New Development of Organisational Commitment: A Critical Review”, African Journal of Business Management, 4(1), pp.12- 20. [6] William, L.J. and Anderson, S.E., (1991), “Job Satisfaction and Organisational Commitment as Predictors of Organisational Citizenship and in-role Behaviours”, Journal of Management, 17(3), pp.601-617. [7] Winter, R., Taylor, T. and Sarros, J., Trouble at Mill (2000), “Quality of Academic work life issues within a comprehensive Australian University”, Studies in Higher Education, 25 (3), pp.279-294. [8] Wodud, N., (1996), “Job stress and quality of working life among working women”, Bangladesh Psychological Studies, 6 (1), pp.31-37. [9] Worrall, L. and Cooper, C.L., (2006), “The quality of working life: Managers’ health and well being Executive Report”, Chartered Management Institute. [1] A Comparative Study On Quality Of Work Life Dimensions In Small Medium Enterprises & Large Scale Enterprises. International Journal of Management , 6(5), 2015, pp. 46–52. [2] K. L. Revathi, Sreekanth Yerramilli and Abdul Afsa r Pasha, A Study on Effectual Enrichment Through Work Life Responsible HRM Practices in Select IT & ITes Organizations of Hyderabad, India. International Journal of Management , 7(7), 2016, pp. 217–225. http://www.iaeme.com/IJM/index.asp 66 editor@iaeme.com