dc.description.abstract | Nowadays, to improve the quality of work life for employees is a popular trend in human resources management. Previous research also indicated that QWL programs can enhance employees’ organizational commitment and labor relations. However, the quality of work life often has different meanings to different individuals. Therefore, this study aims to holistically examine the impact of quality of work life on organizational commitment in retail industry and further explore the moderating role of personal traits (gender, age, tenure, education, marital status and job grade) in the relationship between quality of work life and organizational commitment.
Using a sample of 1229 from a leading DIY retailer in Taiwan, the important results of the study are as follows:
1.The average of the employees’ perceptions toward QWL can be accepted now but does not reach the satisfactory level yet (most unsatisfied with the salary and bonus). In addition, employees have good organizational commitment at present.
2.Personal traits such as gender, age, tenure, education, marital status and job grade are found significant differences in some QWL dimensions and organizational commitment (except tenure).
3.The overall QWL and its eight dimensions have significantly positive effects on employees’ organizational commitment (except leadership and interpersonal cooperation). In order of effects are promotion and development, job characteristics, benefits, training and learning, work-family relationship, salary and bonus.
4.Personal traits (gender, age, tenure, education, marital status and job grade) are found to have moderating effects on the relationship between quality of work life and organizational commitment. In terms of gender, "promotion and development", "job characteristics", "training and learning" and "leadership" have greater influence on male employees’ organizational commitment; "benefits" and "salary and bonus" have greater influence on female employees’ organizational commitment. In terms of age, "job characteristics", "training and learning" and "salary and bonus" have greater influence on the younger employees’ organizational commitment; "promotion and development" and "benefits" have greater influence on the elder employees’ organizational commitment. In terms of tenure, "job characteristics", "training and learning" and "work-family relationship" have greater influence on the junior employees’ organizational commitment; "promotion and development", "benefits" and "interpersonal cooperation" have greater influence on the senior employees’ organizational commitment. In terms of education, "benefits" and "training and learning" have greater influence on the lower-educated employees’ organizational commitment; "promotion and development" and "job characteristics" have greater influence on the higher-educated employees’ organizational commitment. In terms of marital status, "job characteristics", "benefits" and "work-family relationship" have greater influence on married employees’ organizational commitment; "promotion and development", "training and learning" and "leadership" have greater influence on unmarried employees’ organizational commitment. In terms of job grade, "job characteristics", "training and learning" and "leadership" have greater influence on the lower-grade employees’ organizational commitment; "promotion and development" and "benefits" have greater influence on the higher–grade employees’ organizational commitment. | en_US |