Factors Mediating Relationship Between Quality of work life and employees retention

1. Factors Mediating Relationship Between
Quality Of Work Life And Employees Retention
1

2. Flow of presentation
 Introduction and Background
 Literature Review
 Gaps in the Literature
 Research Objectives
 Conceptual Framework/Research Hypotheses
 References
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3. INTRODUCTION AND BACKGROUND
• Employee retention refers to all those practices which let the employees stick to
an organization for a longer time.
• QWL(Quality of Work Life) is the degree to which members of a work
organisation are able to satisfy important personal needs through their
experiences in the organisation
• Criteria for measuring QWL and Employee Retention :
• Adequate and fair compensation.
• Safe and healthy working condition.
• Opportunity to use and develop human capacities.
• Opportunity for career growth.
• Social integration in the work force.
• Constitutionalism in the work organisation.
• Work and quality of life and
• Special relevance of work.
3

4. Survey…what the world says
• Planning to quit your job in 2014? According to a new survey
from CareerBuilder, you’re most likely jumping ship because you’re
dissatisfied with advancement opportunities at you current
company or you feel underemployed.
• If you were planning to quit, what would it take to persuade you to
stay? Better benefits? A bigger pay check? More flexibility?
CareerBuilder found the answers =>
• A new survey shows that while 59% of workers are generally satisfied at
work, one in five (21%) said they plan to change jobs this year or next. But
it turns out employers may be able to retain those valuable workers by
offering them what they want most.
• CareerBuilder conducted a survey among 3,008 workers nationwide to find
out who is most likely to change jobs in 2014, what employees value most
in the workplace, and what ultimately entices them to stay with their
employers.
Satisfied
79%
Unsatisfied
21% Job
Satisfied Unsatisfied
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5. • CareerBuilder asked respondents who plan to stay
put the top reasons for not wanting to leave their
current job.
• Fifty-four percent said: “I like the people I work
with.”
• Half of all respondents said it’s because they
have good work/life balance.
• Another 49% said they’re satisfied with their
benefits and 43% were happy with their salary.
• Other common reasons: uncertainty in the job
market, a quick commute, a good boss and
feeling valued.
54
49
43
Reasons to not leave Job
I like people I work with satisfied with benefits happy with salary
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6. 6
Literature
Review

7. • Healthy work environment is one in which the employees’ needs are full filled and the employees develop commitment
and loyalty towards the organizations which further results in improved retention. The majority of the respondents have
expressed satisfaction towards various key factors of Quality of Work Life such as Nature of job, Career Development
opportunities, etc. (Sivarethinamohan and Aranganathan, 2013)
• A high quality of work life (QWL) is essential for all organizations to continue to attract and retain employee and it will
positively nurture a more flexible, loyal, and motivated workforce leads to reduce the employee retention in private
companies. An assured quality of work life will not only attract young and new talent but also retain the existing talent.
(Selvaraj, 2014)
• Employee retention factors have a direct relationship with job satisfaction. If factors like good work environment, work-
life balance, promotion and compensation, etc. co-exist in the organization it will not only help to attract new
employees into the organization but will also lead to the retention of the existing employees into the organization.
(Das and Baruah, 2013)
• In the service sector, the quality of work life depends on the satisfaction in a job, autonomy to prioritize the work,
challenging task, motivation by the organisation and organisational commitment (Anand, 2014)
• Better quality of work life promotes human dignity and growth, collaborative work, compatibility of people,
organizational goals, etc.(Gurudatt and Gazal,2015)
• Training, career advancement, development, and rewards, job and organizational factors contribute to QWL and
turnover.(Korunka, Hoonakker, and Carayon in 2008)
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8. • Improvements in people management practices with a high supportive work culture characterized by work time and
work life flexibilities contributes to increased work life balance and make the employees more productive.
(Kar & Misra, 2013)
• Money is not only the sole factor responsible for stay or leave the organization; several future opportunities associated
with more pay, additional work responsibilities, superior work environment and different incentives plans.
(Verma & Likhitkar, 2015)
• Improved QWL naturally helps to improve the family life of the employees and world also improves the performance of
the Industry/ enterprises.(Jayakumar& Kalaiselvi, 2012)
• Study is performed among 30 IT professions about employee retention and It was found that there was a significant
difference between these companies, factors considered total experience, position and sponsored certification
programs. Outcome of the study minimising the attrition rate by developing effective retention strategies specific to
their Organization. (Zachariah, 2012)
• Research is done by correlation, questionnaire, Cronbach's alpha method which results in significant positive
relationship between quality of work life , perceived organizational, organizational commitment support with primary
school teacher’s and administrator’s productivity where the quality of work life considered a stronger predictor of
productivity.
(Ghasemizad and Khani, 2013)
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9. • Relationship between employee satisfaction and work life balance suggests that there is a high correlation exists
between work task and employee satisfaction with a mediator variable namely work-life balance.
(Rania, Kamalanabhanb & Selvarania, 2011)
• The study gives reasons behind the high attrition rate in tourism industry that includes the working condition of the
employees, the relationship with the co-workers, growth and promotional activities and the social status and comes
up with the suggestions to increase the employee retention by increasing the employee recognition and employee
rewards and also by including career development plans for employees. (Gupta,2013)
• The challenge today is not just retaining talented people, but fully engaging them. Not only does engagement have
the potential to significantly affect employee retention, productivity and loyalty, it is also a key link to customer
satisfaction, company reputation and overall stakeholder value. Also employee engagement effect positively on job
satisfaction. (Thakur,2014)
• Employee retention is a technique adopted by businesses to maintain an effective workforce and at the same time
meet operational requirements. Employee commitment can be enhanced leading to better performance, improving
employee attitude/ morale and reduced employees turnover. (Meheta, Kurbetti and Dhankhar,2014)
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10. 10
Gaps Identified from the Literature Review
• Outcomes of different researches have shown complex effects of QWL in the perspective of retention and the study of
these variables are more complex as a whole.
• The whole emphasis is done towards the private sector employees in some researches which is neglecting a major part
of population employed in public sector.
• There is much scope remaining for more exploration in the field of employee retention by taking other factors into
consideration like job satisfaction, commitment, involvement, competency level of subordinates, etc.
• Samples included in the study are heterogeneous in terms of professions
• The present study suffered from some limitations like small sample size and limited area of investigation
• The model was not tested with longitudinal data.
• The author has taken into consideration only work life balance as a factor for employee retention. Others such as
employer leadership style and competency level of peer group should also be accounted for.

11. 11
Gaps Identified from the Literature Review
• The researcher relied only on secondary data available on the internet & relevant literature review.
• The researcher did not take any responses from the respondents. Hence accuracy cannot be assured.
• The previous studies are limited to IT sector and the Bangalore City only which minimizes the horizon of
applicability of research designs.
• Study is limited to primary school principals and teachers of Fars province in Iran.
• The career satisfaction and life satisfaction is not examined and it is conducted within a single
organization and a single industry.
• The study restricts itself to travel and trade sector and thus limiting the area of research
• A descriptive research of 120 sample size is performed which is not much quantitative
• The author has not discussed about the relation between employee retention and employee commitment

12. 12
Research Objectives
• To study the effects of Quality of work life, competency of
subordinates & peer group and employer leadership style on
Employees Retention
• To study the mediating effects of job satisfaction,
involvement, commitment and personal career & life
satisfaction over the relationship between Quality of
work life, employer leadership style, competency of
subordinates & peer group, AND Employees Retention

13. Conceptual Framework
Quality of Work
Life
Competency of
subordinates
Competency of
peer group
Employer
leadership style
Employees
Retention
Job Satisfaction Involvement Commitment Career & Life
Satisfaction
INDEPENDENT
VARIABLES
MODERATING VARIABLES
DEPENDENT
VARIABLE

14. Research Hypotheses
The following hypothesis were derived from the framework:
H0: There exist a positive relationship between Quality of Work Life and Employees Retention.
H1: There is a significant relationship between Competency of subordinates and Employees Retention.
H2: There is a significant relationship between Competency of peer group and Employees Retention.
H3: There is a significant relationship between Employer leadership style and Employees Retention.
H4: Job Satisfaction moderate the Employees Retention.

15. References
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1. R.Sivarethinamohan & P.Aranganathan (2013), ‘Impact of Quality of Work Life (QWL) on employee retention in Indian
information technology sector’, Elixir Human Res. Mgmt., 55, pp: 12735-12738
2. S. Naganandini Selvaraj (2014), ‘A Study on Review of Quality of Work Life on Employee Retention in Private Companies’,
International Journal of Social Science and Humanities Research, Vol. 2, Issue 3, pp: 277-281
3. Bidisha Lahkar Das & Dr. Mukulesh Baruah (2013), ‘Employee Retention: A Review of Literature’, IOSR Journal of Business
and Management (IOSR-JBM), Volume 14, Issue 2, pp: 08-16
4. Ashwini J, Dr. D. Anand,2014,‘Quality of Work Life Evaluation among Service Sector Employees’ , IOSR Journal of Business
and Management (IOSR-JBM) e-ISSN: 2278-487X, p-ISSN: 2319-7668. Volume 16, Issue 9.Ver. I , pp: 01-12
5. Kakkar Gurudatt and Yadav Gazal,2015, I.J.E.M.S., VOL.6 (1) 2015: 11-15
6. Christian Korunka, Peter Hoonakker and Pascale Carayon,2008, Quality of Working Life and Turnover Intention in
Information Technology Work, Human Factors and Ergonomics in Manufacturing, Vol. 18 (4) 409–423

16. References
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7. Subhasree Kar & K. C. Misra (2013), ‘Nexus between Work Life Balance Practices and Employee Retention – The
Mediating Effect of a Supportive Culture’, Canadian Center of Science and Education, 9(11), 63-69
8. Priyanka Verma & Poonam Likhitkar (2015), ’An analysis of retail sector with reference to employee retention
management’, International Journal in Management and Social Science,3(3),421-426
9. A.Jayakumar& K.Kalaiselvi (2012), ‘Quality Of Work Life-An Overview’, International Journal of Marketing, Financial
Services & Management Research,1(10),140-151
10. Minu Zachariah (2012), ‘A STUDY ON EMPLOYEE RETENTION FACTORS INFLUENCING IT PROFESSIONALS OF INDIAN IT
COMPANIES AND MULTINATIONAL COMPANIES IN INDIA’, Institute of Interdisciplinary Business Research 4 4 9 VOL 4, NO 7
11. Alireza Ghasemizad & Kamran Mohammad khani (2013), ‘The Relationship between Perceived Organizational Support,
Organizational Commitment, and Quality of Work Life and Productivity’, Australian Journal of Basic and Applied Sciences,
7(8)431-436
12. Sakthivel Rania, Kamalanabhanb & Selvarania (2011), ‘WORK / LIFE BALANCE REFLECTIONS ON EMPLOYEE
SATISFACTION’, Serbian Journal of Management 6 (1), pp: 85 - 96

17. References
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13. N.Gupta(2013),’ A Study of Employee Retention with Special Reference to Indian Tourism Industry’, European Academic
Research, vol 1,issue 6, pp: 996-1012
14. P. Thakur(2014),’ A Research Paper on the Effect of Employee Engagement on Job Satisfaction in IT Sector ’, Journal of
Business Management & Social Sciences Research, volume 3, issue 19, pp: 31-39
15. M.Meheta,A. Kurbetti & R. Dhankhar(2014),’Study on Employee Retention and Commitment’,Volume 2, Issue 2, pp:154-
164