The Relationship of Quality of Work Life Programmes and the Influence of Socio-Demographic Factors with Employee Job Satisfaction and Job Involvement: A Case Study of SIRIM
The objectives of the study were to examine the level of effectiveness in quality of work life (QWL) programmes and the influence of socio-demographic factors on employee job satisfaction and job involvement in Standards and Industrial Research Institute of Malaysia (SIRIM). The findings indicated t...
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| 格式: | Thesis |
| 语言: | eng eng |
| 出版: |
1994
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| 主题: | |
| 在线阅读: | https://etd.uum.edu.my/660/1/SHAHRILBINHASSAN.pdf https://etd.uum.edu.my/660/2/SHAHRILBINHASSAN_94.pdf |
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| 总结: | The objectives of the study were to examine the level of effectiveness in quality of work life (QWL) programmes and the influence of socio-demographic factors on employee job satisfaction and job involvement in Standards and Industrial Research Institute of Malaysia (SIRIM). The findings indicated that SIRIM had effective QWL programmes. However, its employees were found to be moderately satisfied with their job and they were also involved in their jobs. In addition, its effective QWL programmes had significantly influenced 43 percent of the variance in employee job satisfaction ratings, with a positive relationship on adequate and fair compensation, continued growth and security, and safe and healthy working conditions, as significant predictors. These findings also explained 25 percent of the variance in employee job
involvement ratings, with a positive relationship on social relevance of work life, adequate and fair compensation, and an inverse relationship on safe and healthy working conditions, as significant predictors. With effective QWL programmes, the socio-demographic factors were found to
have no influence on employee job satisfaction. However, marital status and service tenure both had significant influence on employee job involvement. In order to increase the level of job satisfaction and involvement among the
employees, the findings suggest the following recommendation:
a) revise its compensation system comparable with the private sector;
b) review its assessment of training and development needs;
c) initiate fair evaluation of performance;
d) review its rewards system;
e) encourage job enrichment and job rotation;
f) examine work load revision;
g) develop effective standard work guideline;
h) establish special motivational training for target groups (unmarried employees, and those with service tenure fewer than four or between 10 to 12 years); and
i) encourage increasing awareness of the importance of the social relevance of work among employees.
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