Quality of Work Life, Job Satisfaction

Indian Journal of Natural Sciences www.tnsroindia.org.
in ©IJONS
Vol.10 / Issue 61 / August / 2020 International Bimonthly ISSN: 0976 – 0997
RESEARCH ARTICLE
Quality of Work Life, Job Satisfaction and Employees Performance in

Textile Industries in ‘COVID 19’
P.S.Venkateswaran1*, R.Umamaheswari2 and E. Felix Claret3
1Professor, Department of Management studies, PSNA College of Engineering and Technology,Dindigul,

Tamil Nadu, India.
2Associate Professor, PG and Research Department of Management Science, Sree Saraswathi Thyagaraja
College, Pollachi , Tamil Nadu, India.

3Ph.D Research Scholar, Department of Management Studies,Bharathiar University, Coimbatore, Tamil
Nadu, India.
Received: 20 May 2020 Revised: 23 June 2020 Accepted: 25 July 2020
*Address for Correspondence

P.S.Venkateswaran
Professor, Department of Management Studies,
PSNA College of Engineering and Technology,
Dindigul, Tamil Nadu, India.
Email: venkatespsna07@gmail.com
This is an Open Access Journal / article distributed under the terms of the Creative Commons Attribution License
(CC BY-NC-ND 3.0) which permits unrestricted use, distribution, and reproduction in any medium, provided the
original work is properly cited. All rights reserved.
ABSTRACT
The aim of this paper is to find out the linkage between quality of work life, job satisfaction and
employees performance in textile industries in ‘COVID 19’ at Tiruppur. The China market is closed due
to the Corona pandemic, Tiruppur textile manufacturers’ targets these international market. A sample of
389 employees identified using systematic sampling method. The result indicates that employee
performance in this COVID 19 period was in the expected mark. i.e., revenue per employee, productivity
(Output), and quality of the output are in high standard. Social support from supervisors, fair treatment,
good working relationships, and respect from colleagues may also improve the QWL of employees.
Keywords: Quality of work life, Job satisfaction, Employees performance, COVID, Textile, Tiruppur.
INTRODUCTION
The quality of work-life (QWL) is a process by which employees' quality of work-life and organizational
effectiveness is improved together by taking different measures in an organization. In this QWL concept, the well
being of the employee is assuring about a holistic approach instead of job-related features (Daubermann and Tonete,
2012). QWL includes compensation, working conditions, health, and safety, security organizational and personal
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Indian Journal of Natural Sciences www.tnsroindia.org.in ©IJONS
P.S.Venkateswaran et al.
relations (Mosadeghrad, Ferlie, and Rosenberg, 2011; Raj Adhikari and Gautam,2010). When on an organization is
providing a right QWL environment, it fetches the improved performance of the employees, reduce absenteeism and
work-related injuries, stress and increase the job morale and satisfaction of the employees (venkateswaran,2018;
Blaauw, Ditlopo, and Rispel,2014; Goudarznand-Chegini and Mirdoozandeh,2012) and enhanced productivity
(Delgoshyii, Riahi, and Motaghi,2010).QWL is associated with productivity, health care, job security, appropriate
working time; and an appropriate salary (Pandey, M.K.; Tripathi, P (2018). QWL is a construct that concerns the
well-being of employees and is conceptually different from job satisfaction. QWL enhances employees' dignity
through job satisfaction and humanizing work (Adhikari et al., 2011). The scope of QWL not only affects employees'
job satisfaction but also their lives outside of work, such as family, leisure, and social needs. The Textile industry of
Tiruppur provides employment opportunities to 6 lakhs people. Due to the COVID pandemic, the maximum
number of units is working with less than 50 percent of employees in May –June period. The challenges faced by the
Tiruppur units are getting new orders from the US and European countries. However, they have excellent
opportunities in healthcare-related orders such as face masks, hand gloves, and cotton tissues. This present paper
studied the quality of work-life, job satisfaction, and employee performance in textile industries, Tiruppur.
REVIEW OF LITERATURE
Quality of Work Life

Quality of work life is an important criterion which focused by the organizations in order to achieve higher
productivity and organizational goals, reduce employee turnover at large. It observed that a significant impact of the
quality of work-life dimensions on employee satisfaction in the organization. To enhance the quality of work-life for
employees that has a positive impact on organizational goals and objectives (Ashwini et al., 2014). Quality of work-
life includes health and well-being, job security, competency development, a balance between work life and non-
work, and further a significant direct correlation between job satisfaction and health well-being, which is intervened
by job satisfaction variable (Hossein, 2012). Nanjundeswaraswamy (2013) stated that High quality of work-life and
proper Leadership style is essential to retain employees and organizational effectiveness and performance. Quality of
work-life dimensions, basic extrinsic job dimensions, intrinsic job dimensions, managerial style, and the job itself are
the essential dimensions that influence the level of quality of work-life of employees (Parameshwari and Suresh,
2015). The following variables are identified from the previous studies and used for the current study. These are
Wage and salary (QWL1), Training and Development (QWL2), Professional growth (QWL3), Recognition (QWL4),
Safety measures (QWL5), Work schedule (QWL6), Interpersonal relationship (QWL7), Job security (QWL8), Job
content (QWL9) and Working environment (QWL10).
Job Satisfaction
Job satisfaction includes an assessment of whether an individual feels that his or her needs and expectations met
within their particular job. Overall, the job satisfaction literature suggests that it is a crucial workplace attitude
necessary for the proper functioning of a correctional facility (Lambert et al., 2009). The extant scholarly thought
substantiates a positive relationship among employee satisfaction, customer satisfaction, and corporate performance
(Harter, Schmidt, & Hayes, 2002; Huang, Li, Meschke & Guthrie, 2015; Symitsi, Stamolampros, & Daskalakis, 2018).
The moderating effect of the customer-employee interaction during the consumption experience (Brown & Lam,
2008, for a review and meta-analysis).Employees with a low level of satisfaction have less incentive to excel and, as
such, may deliver lower service quality (McPhail, Patiar, Herington, Creed, & Davidson, 2015), affecting, in turn,
corporate performance through the service satisfaction-profitability link (Lam, Baum, & Pine, 2003). Previous
research (Lu and Gursoy, 2013; Ziegler et al., 2012) has highlighted job satisfaction due to its positive effect on job
performance and the firm’s performance. Hence, researchers need to capture the essential antecedents of employee
job satisfaction. The following variables are identified from the previous studies and used for the current study.
These are Satisfaction from the wages and bonuses (JS1), Satisfaction from the rewards (JS2), Satisfaction from
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fringed benefits (JS3), Satisfaction from non-financial rewards (JS4), Teamwork (JS5), Collective decision making
(JS6), Perception of being valued and respected (JS7), Personal recognition (JS8), Promotion opportunities (JS9),
Training and development (JS10) and Effective communication (JS11).
Performance
Employee performance is essential in the effort to achieve the goal (Rivai, 2004). Another view describes the
performance as a series of activities undertaken through the inputs, processes, outputs, outcomes, benefits, and
impact on the performance of activities (Thompson, 2003). Results of the study provide evidence that there were
inconsistencies in the explanation of the effect of job satisfaction on individual performance, that job satisfaction has
a positive and significant impact on employee performance (Al-Hussami, 2008; Al-Ahmadi 2009; Khan et al., 2010).
The evidence contradicted by other researchers that job satisfaction is not significant to the performance of the
individual (Chen & Zhong, 2007). The following variables are identified from the previous studies and used for the
current study. These are, Revenue per Employee (EP1), Cost Effectiveness (EP2), Productivity (EP3), Efficiency (EP4),
Turnaround Time (EP5), Quality (EP6), Budget Variance (EP7) and Customer Satisfaction (EP8).
RESEARCH METHODS
This study applied a quantitative method to explore the QWL and its impact on job satisfaction and employee
performance. A list of all employees working in the selected 20 textile industries acquired from the concerned
industry's employee's wage and salary list. The list contained the names and contacts of 1705 employees. The data
were collected using the self-administered questionnaire, which is in their native language (Tamil). A descriptive
research design was adopted. Systematic random sampling used to identify 389 samples by selecting every 4th item
from the employee's wage list. (i.e.4, 8, 12, 16, 20 and so on). The questionnaire consists of two parts. The first part
consists of socio-economic or demographic variables of the respondents; the second part consists of questions related
to QWL, JS, and EP. The researcher used Likert's five-point scale for the questionnaire. The data collected from May
2020 to June 2020 in the COVID pandemic period. The statistical tools used for the study are reliability analysis, t
statistics, correlation, and SEM.
Hypothesis Testing
Null Hypothesis H01- QWL has no influence on JS.
Null Hypothesis H02- JS has no influence on EP.
Null Hypothesis H03- QWL has no influence on EP.
Analysis and Interpretation

Demographic Analysis
A maximum of 57.81 percent of the employees in the present study is female. The vital age group of the employees is
26 to 35 and less than 25 years, which constitutes 36.8 and 29.3 percent to the total, respectively. 40.6 percent of the
employees are unmarried’. The most vital educational qualifications among the employees are under graduation and
diploma, which constitute 42.05 and 38.24 percent to the total, respectively. The vital level of personal income per
month among the employees is Rs.10, 000 – 15,000 and Rs.15, 001 – 25,000, which constitute 46.8 and 21.2 percent to
the total, respectively. The experience of the employees is 5 to 10 years and 1 to 5 years, which constitute 28.8 and
32.3 percent. In total, a maximum of 53.90 percent of the employees follows the nuclear family system. The vital
family sizes of the employees are less than 3 members and 3 to 4, which constitute 44.9 and 31.2 percent to the total,
respectively. The nature of employment among the employees is ‘Contract’ and ‘Temporary ‘, which constitute 40.4
and 31.6 percent to the total, respectively. The hours worked per day by the employees are 8.00 to 10.00 hours and
10.00 to 12.00 hours, which constitute 54.6 and 30.4 percent. The working shift among the employees is a day shift
and night shift, which constitute 47.5 and 33.8 percent to the total, respectively.
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Table 1 indicates that the internal consistency of the Quality of work-life variables is right because the reliability co-
efficient (Cronbach Alpha) is more significant than its minimum threshold of 0.70. The analysis reveals that the
reliability and validity of variables in QWL are usable for further analysis. The mean scores of the variables on QWL
among the male and female employees along with its ‘t’ statistics and reliability score. The highly viewed QWL
variables by the male employees are ‘wage and salary’ and ‘recognition’ since their mean scores is 3.890 and 3.884,
respectively. Among the female employees, these are ‘working environment’ and ‘safety measures’ with a mean
score of 3.638 and 3.621, respectively. Regarding the view on variables in QWL, the significant difference among the
male and female have been noticed in the case of eight variables out of ten variables since their respective ‘t’ statistics
are significant at five percent level.
Table 2 indicates that the internal consistency of the Job satisfaction (JS) variables is suitable because the reliability
co-efficient (Cronbach Alpha) is more significant than its minimum threshold of 0.70. The analysis reveals that the
reliability and validity of variables in JS are usable for further analysis. The mean scores of the variables on JS among
the male and female employees, along with its ‘t’ statistics and reliability score. The highly viewed JS variables by
the male employees are ‘satisfaction from the wages and bonuses’ and ‘satisfaction from fringed benefits’ since their
mean scores is 4.314 and 4.093, respectively. Among the female employees, these are ‘‘satisfaction from the wages
and bonuses’ and ‘satisfaction from fringed benefits’ since their mean scores are 4.314 and 4.093, respectively.
Regarding the view on variables in JS, the significant difference among the male and female identified in seven
variables out of eleven variables since their respective‘t’ statistics are significant at five percent level. Table 3
indicates that the internal consistency of the employee performance (EP) variables are right because the reliability co-
efficient (Cronbach Alpha) is more significant than its minimum threshold of 0.70. The analysis reveals the reliability
and validity of the variables in the EP are usable for further analysis. The table shows the mean scores of the EP
among the male and female employees, along with ‘t’ statistics and reliability score. The highly viewed EP variables
by the male employees are ‘productivity’ and ‘revenue per employee’ since their mean scores is 4.0are and 3.980,
respectively. Among the female employees, these are ‘‘quality’ and ‘productivity’ since their mean scores are 3.850
and 3.832, respectively. Regarding the view on variables in EP, the significant difference among the male and female
have been noticed in the case of five variables out of eight variables since their respective ‘t’ statistics are significant
at five percent level.
Bivariate Correlation Analysis

Bivariate correlation helps to explore the relationship between the two continuous variables. A positive correlation
indicates that as one variable increases, so does the other, while a negative correlation indicates that as one variable
increases, the other decrease. The relationship between quality of work-life, Job satisfaction, and employee
performance was measured using Pearson product-moment correlation coefficient. Table 5 shows the moderate
positive relationship between QWL and JS variables (r=.549**, p<.01), which indicates that QWL has a significant
influence on the job satisfaction of the employees. It shows that when one unit of QWL increases simultaneously. Job
satisfaction increased positively. JS and EP have a moderate positive correlation (r=0.499**, p<.01) between them. It
shows that satisfied employees are performing well. i.e., when one unit of JS increases correspondingly, the EP
increases positively. The weak positive correlation between QWL and EP (r=0.395**, p<.01) shows that QWL has a
weak and significant influence on the performance of the employees. The standardized direct, indirect, and total
effects of the linkage between the Quality of work-life, Job Satisfaction, and Employee Performance in Textile
industries, Tiruppur is shown in figure 1. QWL had a direct effect on employee performance (β = .175, p = .013). JS
has a direct effect on employee performance (β = .382, p = .001). QWL had an indirect effect on employee
performance (β = .382, p = .001). QWL had an indirect effect on employee performance (β = .725, 0.175+0.277), p =
.001). Therefore, the modified model effectively explained the linkage between the Quality of work life, job
satisfaction, and employee performance.
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DISCUSSION
This paper aims to explore the linkages among quality of work-life, job satisfaction, and employee performance in
the textile industries in the COVID 19 at Tiruppur. The findings of the research support existing research and
provide new insights, especially in the COVID 19 pandemic period. The means of the study variables indicate that
textile employees have a moderate level of job satisfaction, QWL, and employee performance. The correlation
analyses explain the extent to which QWL and JS influence employee performance. Correlation between QWL & JS,
JS & EP was moderate, and the correlation between QWL and employee performance was weak. These results
suggest that both QWL & JS, JS & EP have a positive and significant relationship with employee performance. The
results of SEM highlights that QWL has a significant relationship with the JS in the textile industry, which is
significant at 0.001 level (Null hypothesis H01 rejected). Hence there is a strong influence of QWL on JS
(venkateswaran,2015). The employees who have an optimistic perception of the level of QWL may exhibit a higher
degree of job satisfaction. Further, the results also reveal that employees experience better QWL when they have
good wages and salary, proper recognition, high safety measures, and a congenial work environment. The results
also showed the significant relationship between QWL and JS, which is significant at the 0.05 level (Null hypothesis
H02 rejected). It indicates that employees are satisfied with their job when they have good wages & bonuses and
proper fringe benefits. Similarly, the results show that QWL has a significant relationship with employee
performance in the textile industry (Null hypothesis H03 rejected). It reveals that employee performance in this
COVID 19 period was in the expected mark. i.e., revenue per employee, productivity (Output), and quality of the
output are in high standard. Additionally, the result also establishes the partial mediating effect of JS on the
relationship between quality of work-life and employee performance.
CONCLUSION
Quality of work-life includes wage and salary, training and development, professional growth, recognition, safety
measures, work schedule, interpersonal relationship, job security, job content, and working environment directly
influence employees’ job satisfaction and performance. When employees are satisfied with the wages and bonuses,
satisfaction from the rewards, satisfaction from fringe benefits, satisfaction from non-financial rewards, teamwork,
collective decision making, perception of being valued and respected, personal recognition, promotion opportunities,
training and development, and effective communication, they tend to be more productive and maintain excellent
performance.
Managerial Implications
An organization must pay a good wage and salary based on their work experience and education so that they will be
more productive and loyal to the firm. By providing a good QWL will enhance the employees more committed and
engaged towards the work. The textile units should certainly focus on improving the quality of work life. They must
also organize training programs for the development of the skills of employees. The support received from the
colleagues and supervisors in the form of advice, feedback, and constructive criticism will help them to act as a
cohesive unit in this COVID 19 period. This study provides a conceptual framework for employee performance
enhancement in this pandemic period. The textile units must consider the QWL of employees as an essential HR
strategy and develop guidelines and policies to enforce the same. By providing a safe work environment, flexible
schedules, and ensuring sufficient staff to cover workload ensure the health safety of the employees. The employees
assisted in managing work pressure, avoid long working hours, and occupational stress. Social support from
supervisors, fair treatment, good working relationships, and respect from colleagues may also improve the QWL of
employees.
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Table 1 View on Quality of work-life variables
Quality of work-life variables Reliability Mean score of Employees ‘t’

S.No.
(QWL) Co-efficient Male Female statistics
1. Wage and salary (QWL1) 0.837 3.890 3.479 6.214*

2. Training and Development (QWL2) 0.876 3.641 3.217 7.323*
3. Professional growth (QWL3) 0.902 3.857 3.385 9.542*
4. Recognition (QWL4) 0.868 3.884 3.528 6.805*
5. Safety measures (QWL5) 0.859 3.841 3.621 6.329*
6. Work schedule (QWL6) 0.829 3.827 3.346 8.472*
7. Interpersonal relationship (QWL7) 0.841 3.533 3.480 0.961
8. Job security (QWL8) 0.837 3.654 3.457 9.524*
9. Job content (QWL9) 0.808 3.803 3.344 7.708*
10 Working environment (QWL10) 0.875 3.724 3.638 1.482
Source: Primary data
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Table 2 View on Job satisfaction variables

Mean scores among
Reliability Co-
S.No Job satisfaction variables employees ‘t’ statistics
efficient
Male Female
1. Satisfaction from the wages and bonuses 0.879 4.314 3.903 7.651*
2. Satisfaction from the rewards 0.897 3.738 3.461 7.647*
3. Satisfaction from fringed benefits 0.906 4.093 3.818 3.976*
4. Satisfaction from non-financial rewards 0.882 3.865 3.714 1.054
5 Teamwork 0.853 3.790 3.357 5.357*
6 Collective decision making 0.827 3.526 3.281 4.883*
7 Perception of being valued and respected 0.881 3.671 3.448 3.979*
8 Personal recognition 0.836 3.714 3.686 1.012
9 Promotion opportunities 0.785 3.808 3.739 1.506
10 Training and development 0.862 3.706 3.437 5.940*
11 Effective communication 0.865 3.473 3.316 1.213
Table 3 View on employee performance variables

Mean scores among
Reliability Co-
S.No Employee performance variables employees ‘t’ statistics
efficient
Male Female
1. Revenue per Employee (EP1) 0.874 3.980 3.652 6.784*
2. Cost Effectiveness (EP2) 0.856 3.876 3.655 3.527*
3. Productivity (EP3) 0.824 4.016 3.832 3.420*
4. Efficiency (EP4) 0.786 3.967 3.690 4.418*
5 Turnaround Time (EP5) 0.794 3.786 3.549 3.722*
6 Quality (EP6) 0.868 3.961 3.850 1.099
7 Budget Variance (EP7) 0.887 3.745 3.679 1.014
8 Customer Satisfaction (EP8) 0.843 3.726 3.611 1.085
Table.4 –Correlations between QWL, JS and EP (N=389)

QWL JS EP
QWL 1 .549** .395 **
JS .549 ** 1 .499 **
EP .395 ** .499** 1
Table.5 Model Fitness Index for the Hypothesized Model and Modified Model (N = 389)
χ2 df χ2/df p Value GFI AGFI CFI TLI RMSEA
Model Fit Measure 1116 342 3.263 0.000 .469 .474 0.980 .973 0.145
Hypothesized
1209 342 3.535 0.000 .387 .401 0.985 .967 0.112
model
Note. GFI = goodness-of-fit index; AGFI = adjusted goodness-to fit-index; CFI = comparative fit index; TLI = Tucker–
Lewis index; RMSEA = root mean square error of approximation.
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Table 6 shows the path analysis

Unstandardized Standardized ‘t’ Hypothesis
Model path S.E. P
Estimate Estimate statistics (P<0.05)
JS <--- QWL .724 .054 13.335 0.001** H01 rejected at
.547
0.001 level
EP <--- QWL .175 .070 2.493 0.013* H02 rejected at
.128
0.05 level
EP <--- JS .382 .053 7.224 0.001** H03 rejected at
.370
0.001 level
*Significant at 0.05 level. ** Significant at 0.001 level.
Figure -1: The linkage between the QWL, JS and EP
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Indian Journal of Natural Sciences www.tnsroindia.org.

Vol.10 / Issue 61 / August / 2020 International Bimonthly ISSN: 0976 – 0997