Dargahi et al.

(2007) conducted a study to provide the processes used to investigate and

implement a pathway for improving of Quality of Work Life as an approach model. The

results from the survey showed that the perceived strongest areas among 12 categories

developed by Quality of Work Life were Organizational Commitment, trust, support,

monetary compensation, non-monetary compensation, leadership, attendance management,

communication between managers and employees, Communication between managers and

managers, overall communications, respect and recognition. This committee evaluated the

outcomes of Quality of Work Life managers and employees teams to improve the employees’

Quality of Work Life. The Quality of Work Life Strategic Planning Committee also

recommend a new approach model to suggest the ways which impressive on the employees’

improving Quality of Work Life.

Guna et al. (2008) in a study entitled “Constructs of Quality of Work Life: A

Perspective of Information and Technology Professionals” concluded that IT industries in

many developing countries are experiencing tremendous challenges in meeting the

employment market demand. A good human resource practice would encourage IT

professionals to be more productive while enjoying their work. Therefore, Quality of Work

Life is becoming an important human resource issue in IT organizations. Effective strategic

human resource policies and procedures are essential to govern and provide excellent Quality

of Work Life among IT professionals. Conversely, poor human resource strategic measures

that are unable to address these issues can effectively distort the Quality of Work Life, which

will eventually fail the organizations’ vision of becoming competitive globally.

J.Gnanayudam & Ajantha Dharmasiri (2008) studied Influence of quality of work

life on organizational commitment by investigated on unsatisfactory level of commitment

among workers in medium and large organizations in the apparel industry in Sri Lanka. A
convenient sampling technique was adopted for the research. The sample size was limited to

87 workers and Pearson correlation used for data analysis. The result showed that QWL has a

positively significant relation with the commitment and moderator effect of HRDC on the

relationship between QWL and Commitment.

W.N.Thalang et al (2010) studied on quality of work life indicators as a corporate

social responsibility of electrical and electronics private Organizations in Thailand. Objective

of the research was find out the quality of Work Life Indicators as a Corporate Social

Responsibility. It is a documentary research and data was collected from the in-depth

interview with experts and specialist and multiple research method. Health environment, total

life span, work life balance, adequate and fair compensation, social integration support used

as dimensions of QWL and four major dimensions of CSR, namely: economic,

environmental, social and ethics used as a parameters. The result showed that QWL indicates

perception about for a more effective CSR, developing a good Quality of Work Life (QWL)

is crucial.

Normala and Daud (2010) investigate the relationship between quality of work life

and organizational commitment among a sample of employees in Malaysia. Seven QWL

variables were examined namely growth and development, participation, physical

environment, supervision, pay and benefits and social relevance were examined to determine

their relationship with organizational commitment. The results showed that there was a

relationship between QWL and organizational commitment and provide insights on how

Malaysian firms could improve upon their employee’s commitment.

Ayesha Tabassum et. al (2011) make a comparative learning of the existing QWL

between the males and females of the private commercial banks through quantitative survey

on 128 male and 64 female employees. The study reveals that a significant difference exists
between male and female employees QWL and in the following factors of QWL; adequate

and fair compensation, flexible work schedule and job assignment, attention to job design,

and employee relations. As a significant number of female participants from the labor force

are now entering in the banking sector, this finding may add value to the management of the

banks. Thus at the end of the paper recommendations are made to ensure gender equity in the

private banking sector of Bangladesh.

Ayesha Tabassum et. al (2011) make a comparative learning of the existing QWL

between the males and females of the private commercial banks through quantitative survey

on 128 male and 64 female employees. The study reveals that a significant difference exists

between male and female employees QWL and in the following factors of QWL; adequate

and fair compensation, flexible work schedule and job assignment, attention to job design,

and employee relations. As a significant number of female participants from the labor force

are now entering in the banking sector, this finding may add value to the management of the

banks. Thus at the end of the paper recommendations are made to ensure gender equity in the

private banking sector of Bangladesh.