A model for measuring the Quality of Work-Life

Abstract

BACKGROUND AND OBJECTIVES: The Quality of Work-Life is a dynamic construct shaped by various individual, demographic, occupational, organizational, psychological, and social factors. It encompasses job satisfaction, work-life balance, stress management, participation, engagement, and commitment. This study aims to develop a comprehensive Quality of Work-Life model for the employees in the Tehran municipality through the Lens of Job Demands-Resources theory, which posits that job resources can mitigate job demands and enhance employee well-being. The research assesses the current Quality of Work-Life status within this organizational context.METHODS: In this study, a sequential qualitative-quantitative mixed method was utilized. The qualitative section employed a systematic review, with its findings informing the hypotheses for the quantitative section. The quantitative segment involved survey methodology, with data analysis conducted using SmartPLS and SPSS software. A hybrid cluster-stratified sampling was used. About 1372 employees sent their answers, and after data cleansing, 1343 answers were analyzed and interpreted.FINDINGS: The results indicate that Organizational Employer Brand (SM = 0.198, p < 0.05), Organizational Work-Life Balance (SM = 0.429, p < 0.05), Organizational Psychological Atmosphere (SM = -0.151, p < 0.05), Salaries and Benefits (SM = 0.133, p < 0.05), and Social aspect - Communication with Coworkers (SM = 0.066, p < 0.05) have a significant direct effect on Quality of Work-Life and no direct relationship between Job factors and Quality of Work-Life (SM = 0.074, P= 0.068) between Organizational - Physical Conditions and Quality of Work-Life (SM = 0.029, P= 0.344) and between Social aspect - Communication with Managers and Quality of Work-Life (SM = -0.026, P=0.412). Additionally, it is found that Organizational - Physical Conditions (SM = 0.300, p < 0.05), Organizational Work-Life Balance (SM = 0.281, p < 0.05), Social aspect - Communication with Coworkers (SM = 0.291, p < 0.05), and social aspect - Communication with Managers (SM = 0.209, p < 0.05) significantly affect Organizational Psychological Atmosphere and indirect effect on Quality of Work-Life.CONCLUSION: Findings from the Partial Least Squares - Structural Equation Modeling analysis reveal no direct effect of physical conditions, job factors, or communication with managers on the Quality of Work-Life, although indirect relationships were supported. Direct relationships were noted between psychological atmosphere, communication with coworkers, salary, and benefits, organizational branding, and work-life balance with Quality of Work-Life. According to the Job Demands-Resources theory, this study highlights that resources like organizational branding, psychological atmosphere, work-life balance, and communication significantly enhance the Quality of Work-Life in Tehran municipality, illustrating their essential role in promoting employee well-being.