Strategy to Promote the Quality of Working Life of Employees at Phonetong Substation of EDL Laos
Introduction
Human resource plays a crucial role in enhancing business success and its positioning in the industry. Human beings are the most valuable resource that a business has. The concept of the quality of life is not novel. It seeks to ensure that a human being has good health and promote their wellbeing. It also makes sure that they are generally happy and satisfied. In an organizational setting, having a high quality of work-life translates to employee satisfaction, which then enhances performance and leads to overall business success. Phonetong is a substation of the Électricité du Laos (EDL), which is in charge of electricity generation and transmission in Laos. EDL is a state corporation. There is a need to ensure that the employees are satisfied to promote the efficiency of the system. Therefore, there is a corresponding need to manage the quality of work life. This paper will analyze the main concepts, indicators and benefits of quality of work life. It will also expound on work quality management and the theories that relate to work-life quality. It will then explain the theories that relate to organizational engagement, conclude with an explanation of empirical research relating to the concepts.
Key Concepts and Definitions
The concept of quality of life (QOL) is hugely subjective. This subjectivity arises from the fact that only an individual can define what increases their wellbeing. Further, different demographics have different ideas of what it means to have a high quality of life. For example, women may not have the same definition of wellbeing as men or children. However, it is possible to identify some general factors that promote the welfare of human beings. Quality of life entails the items and conditions that, when taken collectively, make an individual happy (Environmental Protection Agency, 1973). It arises from the idea that human beings should pursue what makes them happy, and that the purpose of each person is to increase their happiness and that of others.
Quality of working life (QWL), from a management perspective, involves two correlates: the wellbeing of workers and effectiveness within the organizational setting. It seeks to provide employees with an environment where their happiness is enhanced, and this is, in turn, contributes to higher productivity within the organization. Therefore, quality work-life management seeks to align individual goals with those of the organization to set a focus on a common objective (Efraty & Sirgy, 1990). This congruence between the organization and the individual will lead to the satisfaction of both parties.
QOL does not only apply to one aspect of human life. It is multidimensional. It does not have a restricted approach since several parts of human life contribute to wellbeing. There are four main dimensions that one should consider when defining or seeking to improve QOL (Cella, 1994). Firstly, the physical aspect covers all aspects of the body, how it functions and any disruption that may arise to its operation. This aspect includes disease prevention, injury and an environment that is free from hazardous conditions. Secondly, the functional well being is related to the physical dimension but has distinct features. It involves the ability to carry out activities such as movement and eating to meet personal and social needs and desires. The distinction of the physical from the functional dimension is evident where an employee is physically uncomfortable and weak but keeps working effectively.
Emotional and social wellbeing are the last two dimensions of wellbeing. Emotional wellbeing involves the mental aspect of human life. It covers the psychological welfare of a human being, touching on the positive, which is wellbeing, and the negative, which is distress. Emotional wellbeing affects physical and functional dimensions. The effects arise from the fact that where an individual suffers psychologically, the results may manifest in the decline of normal bodily function. Social wellbeing is diverse, but generally involves interactions and relations with other human beings. Human beings are inherently social. They need quality human interaction. In a workplace setting, they need to create a social network beyond the professional aspects of work.
Components and Indicators of Working Wellbeing
Quality work life has several components. The main elements are job security, an efficient and fair reward system, adequate compensation, proper communication channels, growth opportunities and an effective organization structure (Shiny & Manu, 2017). Further, there are several indicators of QWL. To fully explore these indicators, both negative and positive indicators must be analyzed. Positive signs reveal that the quality of working life is satisfactory, which means that employees have enhanced wellbeing. They include higher job satisfaction, greater productivity, more enthusiasm and low employee turnover (Levy et al., 2012). Negative indicators are a sign that employee wellbeing is at a low level that necessitates action by the employer (Purushothama, 2013). Stress is the primary negative indicator. It translates to both the physical and functional dimensions of wellbeing and leads to physical and mental deterioration, absenteeism from work, lack of motivation, poor performance and increased employee turnover (Mickel, & Dallimore, 2012). These effects are further indicators of poor quality of work life.
Benefits of Improving Quality of Life
When the quality of working life is improved, an organization experiences some benefits. Firstly, it gains organizational identification (Efraty & Sirgy, 1990). This concept entails employee loyalty and alignment of personal and corporate goals. It also involves employees identifying themselves with an organization, revealing a sense of proud association. Secondly, an improved QOL increases job satisfaction, which means that employees are comfortable with their work, the organizational structure, their salaries, co-workers and career advancement policies. If an employee is satisfied, the organization benefits through reduced employee turnover and reduced tension within the workplace. The third benefit is job involvement, which entails more intensive participation at the workplace, a greater focus on tasks and a sense of pride in the work done by an employee. It means that employees will produce a satisfactory work product since they take a keen interest in their jobs. Fourthly, a higher QWL translates to more excellent performance. When the organization improves an employee’s wellbeing, the employee has a greater motivation to work harder and more effectively, which ultimately results in improved performance.
Quality of Work-Life Management
Every organization seeks to experience the benefits of an improved QOL. These benefits can only arise if the organization creates an environment that promotes the wellbeing of its employees. Therefore, QWL management is a necessity. The main aim of this aspect of management is to create an atmosphere where the employee cooperates with the organization to attain common objectives (Shiny & Manu, 2017). It also seeks to design the work environment in a manner that enhances human wellbeing. It ensures that employees cooperate with management to ensure that they achieve desired organizational objectives. QWL management is a human resource function.
- Internal Factors Influencing Quality of Life Management
Several forces within the organization may affect QWL management efforts. The main factor is the managerial attitude. QWL management introduces a form of democracy in the workplace. It necessitates that management works with employees in decision-making (Rao, 2010). It also gives employees a type of autonomy to enable them to work in a manner that improves their wellbeing. Managers may view this as a threat and thwart every QWL effort. Secondly, the cost of QWL management operations and processes is high. It requires some capital outlay and other operational expenses, which the organization may not be willing to spend.
- External Factors Influencing Quality of Life Management
Elements outside the organization may also influence QWL management. One such factor is the union attitude (Rao, 2010). Most employee unions view QWL management as a one-sided approach. They see it as a strategy by management to improve performance while providing nothing for the employees. Another perspective of external factors correlates with the external factors that affect human resource management. Societal perceptions affect the approach to QWL management since there are some perceptions held by society as to how work should be (Caruth et al., 2008). For example, if society views more work hours to be a sign of professionalism and hard work, it will not embrace a QWL management approach that seeks to reduce work hours.
- Processes in Management of Quality of Work Life
QWL management begins with an assessment of the current state of employees in terms of their wellbeing. Several tools can measure the QWL, for example, turnover data, surveys on morale, an examination of grievances, absenteeism trends and performance levels (Rao, 2010). There are several processes that the organization may adopt in its QWL management. Firstly, it can involve the employees in discussions about their welfare and regularly gauge their wellbeing (Rao, 2010). Secondly, it can develop a suggestion program where employees have a platform where they can give suggestions for change. Thirdly, it can establish an open-door policy where employees may approach them any time for consultation and to raise any concerns. Management can also allow employees to be autonomous in their work, encouraging them to redesign their work in a manner that brings the most satisfaction while achieving objectives (Srivastava & Kanpur, 2014; Armstrong, 2006). This autonomy will motivate employees and enhance job satisfaction.
Theories Related to Working Quality of Life
- Maslow’s Hierarchy of Needs
Abraham Maslow developed an explanation for human motivation. He formulated the theory of needs, placing them in five hierarchical levels. His structure suggests that one set should be satisfied before proceeding to the next level of needs. At the lowest part of the hierarchy, human beings have basic physiological needs such as food, shelter and water (Maslow, 2016). This set has to be satisfied first because human survival depends on it. The second level contains safety needs, which involve protection from harm, both physically and emotionally. Theses needs are secondary to the basic ones. Although the safety and security of the person are essential, one can live without it. The third level comprises social needs, which are social interaction and a sense of belonging in a social community. The next level contains self-esteem needs. Esteem stems from both within the individual and outside influences. For example, a person may develop self-respect and autonomy from within and attract respect and recognition from other people (Steenkamp & Schoor, 2002). The last level is self-actualization. It represents a tertiary but ultimate goal that human beings seek to achieve. The work environment should ensure that it satisfies these needs. By doing so, it improves the QOL of an employee.
- Murray’s Demand Theory of Needs
Murray’s theory presents the idea that human beings will behave in a manner that causes the most satisfaction for their needs. His theory attempts to explain the different personalities and behavioural tendencies of human beings (Schultz & Schultz, 2005). The idea that he presents is that human beings have needs that emanate from internal or external sources. Internal forces include hunger and thirst, while external include occurrences and the environment. He then classifies needs as either primary or secondary. The satisfaction of the former is necessary for survival because they stem from internal bodily function. He presents three secondary needs: the need for recognition, achievement and affiliation (Cooper, 2012). The connection between this theory and QWL is that firstly, an employee will inevitably have desires that they intend to satisfy. Secondly, the employee will do anything to ensure that they meet the needs, which will result in a high turnover.
- Herzberg’s Social Motivation Theory
Herzberg identified five factors that enhanced job satisfaction. These are “achievement, recognition, the work itself, responsibility and advancement” (Gawel, 1996). He refers to them as satisfiers, which result in better job performance. They also enhance job satisfaction. If an organization structures work in a manner that makes tasks meaningful, gives the employee responsibility, provides feedback and recognition for excellent performance and has a reward mechanism, it will enhance job satisfaction (Pardee, 1990). The ultimate result is better performance.
- Homan’s Motive Theory
Homan’s theory attempts to define human behaviour in a social setting. He explains that social interaction involves exchanges where people are motivated to sacrifice a valuable thing (cost) to get something in return (reward) (Redmond, 2015). They seek to be in a position where the sacrifice is lower than the reward. If the exchange is not equitable, then the person is left unsatisfied. In a workplace context, if an employee who works diligently and does not receive an adequate reward for the work, he/she may be dissatisfied and leave.
Organizational Engagement
- Theory of Engagement in the Organization
Employee engagement has a connotation of attitude towards work. The term was first introduced by William Kahn, who conceptualized the possibility that an individual can be fully engaged in their work (Truss et al., 2013). In this context, engagement involves investing all emotional and physical energy into the job. Engaged employees are free and express themselves authentically within the workplace. This idea presents a picture of a happy and satisfied employee. Engagement has a twofold effect: it promotes the employee’s wellbeing by giving them the benefit of self-actualization and job satisfaction while ensuring that the organization meets its goals. On the other hand, employees who are not engaged do not fully involve themselves in their work (Truss et al., 2013). They distance themselves from the work they do, and this results in poor performance.
- Organizational Factors that Affect Engagement
Several factors within the organization influence employee engagement. Firstly, highly descriptive job characteristics encourage employee engagement (Margaretha et al., 2018). A job that describes every detail of work that the employee should undertake keeps them engaged because they get a sense of direction and feel that their role is essential and recognized (Snell & Bohlander, 2012). Secondly, where the organization expresses its support, the employee will have a perception that they have the organizational backing in their work (Price, 2011). This support makes the employee more engaged in their work. Thirdly, if the employee perceives that their supervisor supports them, they will become more involved and engaged in their work. The organizational climate also influences engagement (Langford, 2009). The culture and general atmosphere of the organization can either engage or disengage employees.
- Incentive factors
Human beings are motivated by incentives. When an employee receives a reward or recognition for what they have achieved, they become more engaged. (Margaretha et al., 2018). Further, where an organization puts in place an incentive scheme, employees become more involved. Such incentives may be pay-outs based on performance or profit earned (Ogbonnaya et al., 2017). They may also provide shares in the business as rewards for achievement. These incentives motivate employees, make them satisfied with their jobs and inspire them to be more engaged in their work.
- Hygiene Factors
Herzberg’s theory described hygiene factors. He referred to them as “dissatisfiers”. Hygiene factors include policies put in place by the company, conditions at the workplace, social relationships, supervision and salaries (Herzberg, 2008). He explains that while the absence of these factors makes employees dissatisfied, their presence does not make a difference. Hygiene factors have a short-term effect compared to motivators. Although the elements have no impact on job satisfaction, it is essential to note that they prevent dissatisfaction. If an employee is dissatisfied, their engagement declines.
Related Research
- Research on Quality of Life
The QOL of an individual affects their behaviour. Its indicators are incredibly subjective. Research indicates that community wellbeing, individual and emotional state, health, environment, education and financial status influence the QOL of individuals (Talmage et al., 2019). The research also found that QOL varied among different demographics. Different research indicates that there is a nexus between the quality of life at the workplace and QOL generally (Juozas Ruzevicius, 2016). This connection means that if an individual has a lousy QWL, their general wellbeing is also affected.
- Research on Engagement
Employee engagement studies have revealed several factors that affect engagement in different sectors. Empirical research shows that leadership, compensation and organizational culture affect employee engagement (Othman et al., 2019). Corporate culture was the most significant factor, followed by compensation then leadership style. Further, research in a different demographic revealed that reward and recognition, perceived organizational and supervisor support, and job characteristics enhance employee engagement (Margaretha et al., 2018). Reward and attention were the most significant influencers among the three.
- Research on Quality of Working Life
The QWL of an individual influences actions at the workplace. Research indicates that there is a correlation between gender and wellbeing at work (Singh & Chaudhary, 2019). QWL also varies depending on age and other demographic factors. Concerning effects, QWL enhances productivity at work, it influences all dimensions of life, making the employee satisfied, and this reflects on their performance. The research specifically revealed how QWL varies according to different factors. It is a subjective concept.
Conceptual Framework
This study analyses the theoretical conceptions of QWL and its indicators. It also evaluates the key components of QOL and QWL, revealing that they are multidimensional, involving a holistic view of the human being. It also studies how needs affect job satisfaction, which in turn affects QWL depending on whether an employee is satisfied or not. The study bases its assumptions on theories of motivation and needs. The theories provide a view of human behaviour and personality.