Theoretical Framework

This study will be anchored on Elton Mayo’s Human Relations Motivation Theory,

which contains the Hawthorn Effect, it is a theory of motivation in the workplace.

According to the Elton Mayo Theory, the workplace is a social system in which a variety

of circumstances impact an employee's performance. Most of the time, it's

psychological, and organizations must pay attention to these factors in order to effect

change.

This study will also be anchored on Campbell’s Theory of Performance by John

P. Campbell (1900). Campbell’s work performance framework proposed eight work

performance dimensions: job-specific task proficiency; non–job-specific task proficiency;

written and oral communications; demonstrating effort; maintaining personal discipline;

facilitating peer and team performance; supervision; and management and

administration. According to Campbell, these eight factors represent the highest-order

factors that can be useful for describing performance in every job in the occupational

domain, although some factors may not be relevant for all jobs. However, Campbell

contends that core task proficiency, demonstrating effort, and maintaining personal

discipline are important components of performance in virtually every job.

This study will also be based on the contingency theory of Fiedler's contingency

theory of Fred Fielder (2015), which stated that a leader's ability to lead is dependent on

a variety of situational factors, including the leader's preferred style, the capabilities and

behaviors of workers, all of which are heavily influenced by the situational factors. This

idea advocates for a more personal approach to management, focusing on the situation
rather than the organization's means, in order to adopt a distinctive leadership style that

will boost individual performance (Alblooshi et. al. 2020; Syakur et al. 2020; Purwanto et

al, 2019).

This study is also posited on the propositions of the findings of (Wood et al. 2020;

Paais and Pattiruhu, 2020; Buil et al. 2019; Eliyana and Ma’arif, 2019) which revealed

that, there is a favorable correlation between quality of work life (QWL) and employee

performance. According to the findings of such studies, employees who have a better

work-life balance perform better and are more satisfied with their jobs. Moreover,

Ojokuku, et al. (2021) affirmed in their study that there is a favorable relationship

between leadership style and employee performance. According to their findings, there

is a favorable relationship between performance and leadership style.

Conceptual Framework

The framework of the study is presented in Figure 1. It shows the interplay

between the independent variables which are the Quality of Work Life and leadership

style to the dependent variable which is the employee performance. Quality of work-life"

refers to the state of equilibrium between the personal and professional lives of

government employees (Guest, 1979). On the other hand, Leadership style refers to a

leader’s behavior and attitude of governance and supervision. It is the result of

personality traits, experience, attitude and philosophy of the leaders (Iqbal, et.al, 2015).

Whereas, Employee performance is defined as the results and accomplishments

obtained at work (Cardy, 2004).

Independent Variables

Quality of Work-Life factors

Work environment
Organizational culture and
climate
Relation and co-operation
Training and development
Compensation and Rewards
Facilities
Job satisfaction and Job
security
Dependent variable
Autonomy of work
Adequacy of resource
Dependent
Dimensions ofVariable
employee
performance
Task Performance
Adaptive Performance
Contextual Performance

Leadership styles
Aversive Leadership
Directive Leadership
Transactional Leadership
Transformational Leadership
Figure 1. Conceptual Framework of the Study