Abstract
This study examines the relationship between quality of work life (QWL) and employee performance in a specific industry (e.g., manufacturing, healthcare, etc.). Utilizing a mixed methods approach, the research combines quantitative and qualitative data to provide a comprehensive understanding of the factors influencing employee performance. The study surveyed 70 participants, revealing a diverse demographic profile. The majority of respondents were male (57.10%) and aged between 26-35 years (55.70%). The data analysis focused on identifying the correlation between QWL factors, such as job morale, safety, and work environment, and employee performance. In-depth interviews were conducted with two employees and two managers to gain a deeper understanding of the subjective experiences and perceptions of QWL. The interviews explored the impact of various QWL factors on employee motivation, job satisfaction, and overall performance. A statistically significant positive correlation was found between QWL and employee performance, indicating that improved QWL leads to increased employee performance. The study identified several key QWL factors that significantly impact employee performance, including: Job Morale a healthy work environment, fair treatment by supervisors, and opportunities for continuous learning contribute to high job morale and improved performance. Safety employees who feel secure and safe in their work environment are more likely to perform at their best. Information Sharing employees who feel empowered to express their opinions and contribute to decision-making processes demonstrate higher levels of engagement and performance. Human Resources Support a responsive and effective human resources department that addresses employee needs and concerns fosters trust and improves performance. Workplace Amenities adequate office furniture and a comfortable work environment contribute to employee well-being and performance. The findings suggest that organizations should prioritize QWL initiatives to enhance employee performance and achieve organizational goals. By fostering a positive work environment, providing adequate support, and empowering employees, organizations can create a culture that attracts and retains top talent, leading to improved productivity and overall success. The study is limited by its sample size and specific industry focus. Further research is needed to generalize the findings to other industries and populations. Future research should explore the long-term impact of QWL initiatives on employee performance, retention, and organizational success. Additionally, investigating the role of cultural factors and organizational leadership in shaping QWL and its impact on employee performance is crucial.
