QUALITY OF WORK LIFE AND ORGANIZATIONAL

COMMITMENT OF EMPLOYEES IN COMMERCIAL

BANK OF ETHIOPIA

A THESIS SUBMITTED TO SCHOOL OF GRADUATE STUDIES OF ADDIS

ABABA UNIVERSITY IN PARTIAL FULFILLMENT OF THE REQUIREME

NTS FOR THE DEGREE OF MASTER IN BUSINESS ADMINISTRATION IN

MANAGEMENT

BY: GEDA JEBEL

ADDIS ABABA UNIVERSITY

COLLEGE OF BUSINESS AND ECONOMICS

DEPARTMENT OF MANAGEMENT

MBA PROGRAM

ADVISOR: DR. YITBAREK TAKELE

ADDIS ABABA, ETHIOPIA

Nov, 2013
 DECLARATION

I, the undersigned, declare that this study entitled Quality of work life and

organizational commitment of employees in Commercial Bank of Ethiopia is my

original work and has not been presented for a degree in any other university, and that

all sources of materials used for the study have been duly acknowledged.

Declared by:

Name Geda Jebel Ababulgu

Signature _________________________________________

Date______________________________________________

I

 CERTIFICATE

This is to certify that this study, Quality of work life and organizational

commitment of employees in Commercial Bank of Ethiopia, undertaken by Geda

Jebel for the partial fulfilment of Masters of Business Administration [MBA] at Addis

Ababa University, is an original work and not submitted earlier for any degree either

at this University or any other University.

Research Advisor: Dr. Yitbarek Takele

Signature ______________________________________

Date___________________________________________

II

 SCHOOL OF GRADUATE STUDIES

QUALITY OF WORK LIFE AND ORGANIZATIONAL

COMMITMENT OF EMPLOYEES IN COMMERCIAL BANK OF

ETHIOPIA

By: Geda Jebel

Approved by Board of Examiners:

______________________ ______________ _____________

Advisor Signature Date

_____________________ ______________ _____________

Internal Examiner Signature Date

__________________ ______________ _____________

External Examiner Signature Date

III

Acknowledgement

It is with great appreciation and gratitude towards my advisor Dr. Yitbarek Takele for

his helpful guidance, valuable support and contribution for the completion of the

study. You have been tremendously flexible while working with me on this topic and

have graciously respected my tardy schedule for completion. I also would like to

thanks employees of CBE for their cooperation in the process of data collection. I

would like to thank my university (Wollega University) that gave me the opportunity

to continue my studies and financial support.

To my best friend throughout all my university years, Abduselam AbaOli, thanks for

being there, this would have been a different experience without you and Im glad it

wasnt. Finally, I would foremost like to express my gratitude to Naima, my wife in

life. Thanks for being at my side through the ups and downs of my study.

I dedicate this work to my lovely mother Hindiya AbaZara. She introduced me to this

beauty world and passed away leaving me alone. May her soul rest in peace.

I

Table of Contents Page

Acknowledgement................................................................................................................I

ListofTables........................................................................................................................V

Listoffigures......................................................................................................................VI

ListofAcronyms................................................................................................................VII

Abstract............................................................................................................................VIII

CHAPTERONE:INTRODUCTION..........................................................................................1

1.1Introduction...............................................................................................................1

1.2Backgroundofthestudy...........................................................................................1

1.3StatementoftheProblem.........................................................................................6

1.4ObjectiveoftheStudy...............................................................................................8

1.4.1Generalobjective...............................................................................................8

1.4.2Specificobjective................................................................................................8

1.6Significanceofthestudy..........................................................................................10

1.7Scopeofthestudy...................................................................................................10

1.8Limitationofthestudy............................................................................................11

1.9Definitionofterms..................................................................................................12

CHAPTERTWO:REVIEWOFRELATEDLITERATURE..........................................................14

2.1Introduction.............................................................................................................14

2.2Conceptsofqualityofworklifeandorganizationalcommitment..........................14

2.3.1Adequateandfaircompensation.....................................................................20

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 2.3.2SafeandHealthyworkingcondition................................................................20

2.3.4Workandthetotallifespace...........................................................................22

2.3.5TheSocialrelevanceofworklife......................................................................22

2.4Organizationalcommitment...................................................................................22

2.4.1AffectiveOrganizationalcommitmentofemployees......................................22

2.4.2ContinuanceOrganizationalCommitmentofemployees................................23

2.4.3NormativeOrganizationalcommitmentofemployees....................................24

2.5Empiricalreviewofstudies......................................................................................25

2.6ConceptualFrameworkofthestudy......................................................................28

2.7Conclusion...............................................................................................................29

CHAPTERTHREE:RESEARCHMETHODOLOGY..................................................................30

3.1Introduction.............................................................................................................30

3.2Researchdesign.......................................................................................................30

3.3ResearchApproach..................................................................................................31

3.4ResearchMethod....................................................................................................31

3.5Population,Sample,andParticipants.....................................................................32

3.6DataTypeandmeasurementScale.........................................................................33

3.7DataCollectioninstruments....................................................................................33

3.8UnitofAnalysisandTimedimension......................................................................34

3.9DataAnalysisMethod.............................................................................................34

3.10Modelspecification...............................................................................................35

3.10.1DiagnosticTests..............................................................................................36

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 3.11Variableandmeasurement...................................................................................39

3.11.1ValidityoftheQuestionnaires............................................................................41

3.11.2ReliabilityoftheQuestionnaires....................................................................43

3.12EthicalConsiderations...........................................................................................45

CHAPTERFOUR:DATAPRESENTATION,ANALYSIS,ANDINTERPRETATION.....................46

4.1Introduction.............................................................................................................46

4.2Demographicbackgroundoftherespondents.......................................................46

4.3InferentialStatistics.................................................................................................49

4.3.1Correlation........................................................................................................49

4.3.2OrdinalLogisticRegressionResults..................................................................53

CHAPTERFIVE:CONCLUSIONANDRECOMMENDATION..................................................57

5.1Introduction.............................................................................................................57

5.2Conclusions..............................................................................................................57

References.........................................................................................................................61

IV

 List of Tables

Table1: Samplesizedetermination..................................................................................32

Table2: Thecomponentsofquestionsrelatedtoqualityofworklife..............................39

Table3: Thecomponentsofquestionsrelatedtoorganizationalcommitment...............40

Table4: AlphacoefficientforeachsectionofQuestionnaire............................................44

Table5:Backgroundprofileoftherespondents...............................................................47

Table6:CorrelationbetweenQWLandOCinCBE............................................................50

Table7:CorrelationbetweenfiveQWLdimensionandOCinCBE....................................51

Table8:ModelFittingInformation...................................................................................53

Table9:Goodnessoffit.................................................................................................54

Table10:Pseudo R-square................................................................................................54

Table11:Testofparallellines.54

Table12:Summary of Hypothesis Testing.........................................................................56

Table13:parameter Estimate of regression output...........................................................76

List of figures

Figure-1. Conceptual frameworks of the relationship between QWL and OC.

VI

 List of Acronyms

QWL-Quality of Work Life

OC- Organizational Commitment

CBE- Commercial Bank of Ethiopia

SPSS- Statistical Package for Social Sciences

VII

 Abstract

In any country, banking sector plays a vital role for overall development of primary

and industrial sectors. The employees in banking company take painful effort to

deliver the multiple needs of its customers. Banking industry is still emerging industry

in our country; the entry of private banks laid foundation stone and passed a mile

journey from its start. This present study attempted to test the relationship between

quality of work life and organizational commitment of employees in Commercial Bank

of Ethiopia. The research is cross-sectional field survey and co relational study.

Among a total of around 3116 employees currently working in CBE in Addis Ababa

City, 240 employees were selected as the sample of the study. The standardized

questions of Walton (1974) QWL and OC of Meyer et al. (1990) were adapted to

undertake the study. Questionnaires were distributed to 240 employees but, 200

respondents filled and replied were found valid for analysis. Spearman correlation

and Ordinal logistic Regression was used to analyze the gathered data. The results of

the study indicate that QWL has a significant effect on organizational commitment of

employees in CBE. Work and the total life space and the social relevance of work life

among the five dimensions of QWL have not significant effect on OC of employees.

Based on the regression result, it can be concluded that 98.9% of the change in OC is

explained by QWL in CBE.

Key Words: Quality of Work Life, Organizational Commitment, Commercial Bank of

Ethiopia

VIII

CHAPTERONE: INTRODUCTION

1.1 Introduction

This introductory chapter is intended to provide information concerning an overview

of the study. It involves background of the study, statements of the problems and

research questions of the study, objectives (general and specific objectives),

significance, scope and limitation, of the study. Also it includes the definition of

important terms and the organization of thesis.

1.2 Background of the study

A major part of mans life is spent on work, which is a social reality, and social

expectation to which human beings seem to confirm. It is always of great importance

to explore why employees work, at which degree they perceive their organization and

how they satisfied with their career (Khalid and Irshad, 2010). Employees are human

beings and income generating assets like fixed and non-fixed assets. However, unlike

all other assets, human assets have thousands of questions and grievances whenever

the organization failed to meet their complaints and expectation (Subramariam and

Saravanan, 2012). They often expect various QWL requirements from work place that

may include mode of wage payments, working conditions, working time, health

hazards issues, financial and non-financial benefits and management behavior towards

employees (Islam and Siengthai, 2009).

There is an all-round demand for developing the humanized jobs which can satisfy

workers higher needs, employ their higher skills and make them better citizens,

spouses and parents. The jobs need to be excellent both from the point of view of

1

technology and human needs. The traditional job design needs to be replaced by

enriched job design. This demand for re-designing of jobs has come to be known as

Quality of work life. Quality of work life can be defined in many ways and

measurement of the quality of life into scientific study is very difficult. Bumin et al.,

(2008) define the quality of life as an overall sense of well-being with a strong

relation to a persons health perceptions and ability to function.

Organizations, a system, need coordination and efficiency among their subsystems.

One of the most important of these subsystems is workers and considering it is one of

the most important priorities of the organization. Sufficient attention to work force

leads to flourishing of the talents and prevents further problems for the organization

and management. Quality of work life tries to satisfy the needs of jobs, which have

become increasingly alienated. QWL is responsible for the organizational

development towards low levels of organizational hierarchy (Asgari et al., 2011).

Determining the quality of work life of employees is an important consideration for

employers interested in improving employees job satisfaction and commitment

(Normala, 2010).

QWL is multi-faceted. It refers to the overall satisfaction with the work life leading to

developing work life balance. It also involves a sense of belongingness to a working

group, a sense of becoming oneself, and a sense of being worthy and respectable. In

other words, it is the impact of the entire work situation on the individual (Morin et

al., 2003). According to Guna et al., (2008), QWL is a multi-dimensional construct,

made up of a number of interrelated factors that need careful consideration to

conceptualize and measure. It is associated with job satisfaction, job involvement,

motivation productivity, health, safety and well-being, job security, competence

2

development and balance between work and non-work life and he concluded as QWL

from the perspective of IT professionals is challenging both to the individuals and to

organizations.

According to Harlovic (1991), Scobel (1975), and Strew et al., (1984), the key

concepts captured in QWL include job security, better reward systems, higher pay,

opportunity for growth and participative groups among others. Walton (1974)

proposed the conceptual categories of QWL. He suggested eight aspects in which

employees perceptions towards their work organizations could determine their QWL:

adequate and fair compensation; safe and healthy working condition; immediate

opportunity of use and development of human capacities; future opportunity for

continued growth and security; social integration in the work organization;

constitutionalism in the work organization; work and the total life space and the social

relevance of work life. A high quality of work life (QWL) is essential for

organizations to continue to attract and retain employees (Sandrick, 2003).

Dissatisfaction with quality work life is a problem, which affects almost all workers

regard less of position or status. Many managers seek to reduce dissatisfaction in all

organizational levels, including their own. This is a complex problem however,

because it is difficult to isolate and identify all of attributes, which affect the quality

of work life (Walton, 2005).

Another variable in this study that related to QWL is organizational commitment.

Organizational commitment (OC) has been a popular topic of research in

organizational behavior. Allen et al., (1997) define OC as a psychological condition

that relates the criteria in the employee relationship in the organization and the

implications on the decision to remain in the organization. This means that committed

3

employee will remain in the organization as compared to non-committed employee

(Mayer et al., 2002). According to Buchanan (1974), organizational commitment is

considered as a partisan, affective attachment to the goals and values of the

organization to ones role in relation to goals and values and to the organization for its

own sake, apart from its purely instrumental worth. Hrebiriak and Alutto (1972)

conclude that organizational commitment is a structural phenomenon, which occurs

because of individual organizational transactions and alterations inside-bets or

investments over time.

OC is the function of inherent sincerity of an individual, which develops the capacity

to work hard and give good results even in poor and adverse circumstances. Effective

employees consider commitment as both, the aspect of an individual and

organizational importance. The person who, is committed towards his job works with

sincerity and honesty and efficiently sustains hard work, which gives him internal

satisfaction of pulling his optimum strength into work. According to Mowday et al

(1979) organizational commitment refer to the extent to which the employee

demonstrate a strong desire to remain the member of the organization, the degree of

willingness to exert high level of efforts for organization and belief and acceptance of

the major goals and values of the organization.

According to Steers (1991), the source of OC may vary from person to person.

Caldwell (1990) suggests that OC is largely determined by the rewards offered by the

organization, particularly financial rewards. Allen et al., (1990) conceptualized OC in

terms of three distinct dimensions: affective, continuance, and normative. Affective

commitment is characterized by the presence of emotional attachment to the

organization such that the affectively committed individual identifies with, is involved

4

in, and enjoys membership in the organization. The affectively committed employees

remain with the organization because they want to (Meyer et al., 1990). The

continuance dimension of commitment refers to an awareness of the costs associated

with leaving the organization. Employees whose primary link to the organization is

based on continuance commitment remain because they need to do so (Meyer et al.,

1991). The normative dimension of OC focuses on feelings of loyalty to a particular

organization resulting from the internalization of normative pressures exerted on an

individual (Hackett et al., 1994). Allen et al., (1990) also stress that individuals

exhibit committed behaviors because it is the right thing to do. Employees who are

normatively committed feel they ought to remain with the organization (Meyer et al.,

1991).

These days, for an organization to be successful and achieve its organizational

objectives it is imperative that its employees are satisfied with their work, since work

occupies an important place in many peoples lives, such conditions are likely to

affect not only their physical but also a high level of social, psychological and

spiritual well-being. It is well established in the literature that employees with a high

level of psychological well-being are better, more commitment, and more productive

than employees with a low level of psychological well-being. Nonetheless, employees

are likely to have higher well-being if they are satisfied with their work and

organization and they perceive their quality of work life positively, since an

employees experiences in the work place and his/her QWL influence his/her health

and psychological well-being(Sinha,2012). As per to this researcher in CBE there

were no empirical studies conducted on the relationship between QWL and

organizational Commitment which were supported by formal and published research.

For that reason, this study was conducted on CBE particularly on Addis Ababa city.

5

Therefore, this study is clearly examined the relationship between quality of work life

and organizational commitment of employees and serve as input for the organization

to assist in decision making, in identifying key work places issues in order to develop

strategies to address and improve the quality of working life and to increase staff

commitments to their organization.

1.3 Statement of the Problem

Quality of work life and organizational commitment are two of most important and

fundamental subjects in today's organizational behavior. QWL has become one of the

essential concerns among contemporary employees and employers. Employees are the

stimulus energy that is behind in every successful organization. Mere use of

technology and techniques cannot bring success to the organization. Men is the

supreme among the all Ms utilized in the business concerns. Deficiency of services

and benefits provided to the employee of a concern can lead to detrimental results in

all aspects. It is the utmost duty of the employer to provide QWL and quality of

personal life to their employees (Normala, 2010).

Nowadays, there are many organizations, which provide integrated systems of

beneficial services, which include family benefits, to their staff. Nowadays,

individuals spend a great part of their lives in adulthood trying to get higher education

degrees, job, and success in life. They have even delayed making a family. These

individuals might be precious for their organizations, but trying to face work-family

problems and concentrating on a profession at the same time can reduce their

efficiency at the work place. When employees are committed to the organization, they

get their identity inside it and remain loyal to it (Asgari et al., 2011).

6

Organizations can make their staff committed to the organization by satisfying their

essential needs, establishing mutual trust, and creating an appropriate organizational

culture. Commitment can have many positive outcomes; those who have commitment

are more orderly in their work, spend more time in the organization and work more.

The increase in Quality of work life and organizational commitment of employees (in

all three aspects of affective, continuance, and normative) can have a great impact on

the level of interest, job satisfaction, willingness to stay, and organization

performance. The banking sector has undergone a structural change over the past

decades, which has put new stresses and authenticities in front of the bank employees.

Bank employees have perhaps felt the maximum work pressure and have to deliver

timely service in order to meet organizational goals and ensure customer satisfaction.

Increased use of technologies and equipment, online bank transactions, increased

banking habits of customers, growth of economic conditions and soon is cause to

create more stress and decreased quality on work life. Banking hours is now increased

in order to cope up the increased expectation of services of customers. The

responsibility of the bank employees is somewhat more rather than other corporate

workers. The bank employees are dealing money related products and pertaining to

more stress and less quality to their working life in the bank.

Despite the large number of studies on QWL (Rusell et al.,2009; Koonmee et

al.,2010; Mosadeghred et al.,2011; Sirgy et al., 2012) and organizational

commitment(Laschinger et al., 2011; DeConinck et al., 2011; Lo, 2012; Kang, 2012),

the influence of quality of work life on organizational commitment has received little

attention. To date studies on QWL and its relationship to organizational commitment

in our country have been somewhat limited. The research in this area especially

amongst employees in Commercial Bank of Ethiopia is still very scarce. Therefore,

7

the purpose of the present study is to find the relationship between Quality of work

life and organizational commitment of employees of Commercial Banks of Ethiopia

and fill the vacuum that currently exists in the areas of QWL and organizational

commitment research. In general, it is agreed that QWL plays a very important role in

enhancing organizational commitment of employees. However, organizations need to

know which component of QWL has impact on employee commitment. Therefore,

the basic question is that what the relationship is between QWL (adequate and fair

compensation, safe and healthy working condition, opportunity to use and develop

human capacities, work and the total life space, social relevance of the work in the

life) and Organizational commitment?

1.4 Objective of the Study

1.4.1 General objective

The main objective of this study was to find out the relationship between quality of

work life and organizational commitment of employees of Commercial Bank of

Ethiopia.

1.4.2 Specific objective

The specific objectives of the study were to;

Examine the relationship between Adequate and fair compensation and

Organizational commitment of employees in CBE.

Examine the relationship between Safe and healthy working condition and

Organizational commitment of employees in CBE.

Examine the relationship between Opportunity to use and develop human

capacities and Organizational commitment of employees in CBE.

8

 Examine the relationship between Work and total life space and

Organizational commitment of employees in CBE.

Examine the relationship between Social relevance of the work in the life and

Organizational commitment of employees in CBE.

1.5 Research hypothesis

A hypothesis can be defined as a logically conjectured relationship between two or

more variable expressed in the form of a testable statement. Relationships are

conjectured on the basis of the network relations established in the conceptual frame

work formulated for the research study. In this particular study, Independent variables

(QWL) are measured to see if it has any relationship with dependent variable (OC).

Main hypothesis: There is a significant relationship between quality of work life and

organizational commitment of employees in CBE.

H1: There is a significant relationship between adequate and fair compensation and

organizational commitment of employees in CBE.

H2: There is a significant relationship between Safe and healthy working condition

and organizational commitment of employees in CBE

H3: There is a significant relationship between opportunity to use and develop human

capacities and organizational commitment of employees in CBE.

H4: There is a significant relationship between work and total life space and

organizational commitment of employees in CBE.

H5: There is a significant relationship between social relevance of the work in life and

organizational commitment of employees in CBE.

9

1.6 Significance of the study

As to knowledge of the researcher, there are no previous studies done on quality of

work life and organizational commitment in banking sectors in our country. Thus, the

significance of this study is that it sheds light on the extent of quality of work life and

employees organizational commitment in Commercial Bank of Ethiopia. The study

can be used as a baseline and serve as a secondary source of data for those who want

to conduct further investigation in this area. The results of the study will serve as

input for the organization to assist in decision making, in identifying key work places

issues in order to develop strategies to address and improve the quality of working

condition and to increase staff commitments to their organization. By understanding

their perspectives, the bank management can derive ways to improve employee

productivity. By conducting this study, the findings should help both management and

employees of the banks to understand quality of work life, the effect of quality of

work life on organizational commitment of employees and the emerging issues in

human resource management. Numerous of previous studies were tested in western

environment and there is lack of studies concerning quality of work life and

organizational commitment in Commercial Bank of Ethiopia. In Ethiopias context,

adding to this dimension will enriched the existing literatures hence giving a better

understanding on the quality of work life from the Ethiopian organizations context.

1.7 Scope of the study

Various authors and researchers have proposed dimension of QWL, which include a

wide range of factors (Loscocco and Roschelle, 1991), it is difficult to best

conceptualize elements of QWL. This study however, focuses on five dimensions

(adequate and fair compensation; safe and healthy environment; development of

10

human capabilities, work and total life space, and social relevance) of QWL based on

Walton (1974) model. The study also delimit itself to CBE branches that exist in

Addis Ababa, it does not focused on branches out of this capital city. Also within

Addis Ababa area branches, the study focused on employees in some selected

branches of CBE. However, the recommendation provided can help all branches of

the bank over the country and other private commercial banks in Ethiopia to have

insight on quality of work life and organizational commitment of employees and take

corrective measurement.

1.8 Limitation of the study

Although there were be notable contributions from this study especially for employee

retention strategies through identification of proper quality of work life dimension, the

significance of this study need to be viewed and acknowledged in lights of its

limitation. First, the listed variables may not all be the available variables affecting

organizational commitment, hence, have not been considered. Inability to find strong

supporting theories mainly propounded for QWL was other limitation of the study.

Moreover, only Commercial Bank of Ethiopia has been included in this study.

Therefore, future research should be conducted on a larger scale by considering more

state and private commercial banks from all over the country.

11

1.9 Definition of terms

The study uses some important words or phrases that related to the research objectives

to describe some of the terms in this study. The definitions are as follows:

A. Quality of work life

The favorable conditions and environment of employees welfare and management

attitude towards operational workers as well as employees in general. QWL includes

beyond legislative acts protecting the workers, the attendance to the necessary and

aspiration of the human beings, focused in the idea of humanizing the work and in the

social responsibility of the company.

B. Organizational commitment

A psychological condition that relates the criteria in the employee relationship in the

organization and the implications on the decision to remain in the organization.

12

 1.10 Organization of the Study

The study consists of five chapters in which each chapter has been discussed in detail.

Chapter one is already discussed in the previous section.

Chapter-two provides definition of the most important concepts, such as quality of

work life and organizational commitment. This chapter provides an insight into those

concepts as well as the relationship between quality of work life and organizational

commitment by focusing on previous research in this area and presents reviewed

literature relevance to this study.

Chapter-three describes the research design utilized. Specifically, population,

sample, and participants, data collection instruments, method of data analysis, unit of

analysis and time dimension, preliminary study or pilot test and questionnaire

development.

Chapter-four reports on the results of the empirical analysis. The chapter proceeds

with an analysis of the descriptive variables. To facilitate ease in conducting the

empirical analysis, the result of the descriptive analysis is presented first, followed by

the inferential statistical analysis.

Chapter-five describe the results of the study in a greater detail and where

appropriate, existing literature is integrated into discussion. The chapter contains a

conclusion of the study and findings and the chapter concludes with recommendation

for the organization.

13

 CHAPTERTWO: REVIEW OF RELATED LITERATURE

2.1 Introduction

This part of the study tries to provide the most important concepts, such as Quality of

work life and Organizational commitment. It provides an insight in to these concepts

as well as their relationships between Quality of work life and Organizational

commitment by focusing on previous research in this area and present reviewed

literature relevant to this study.

2.2 Concepts of quality of work life and organizational

commitment

The concept QWL was first discussed in 1972 during an international labor

relations conference. It received more attention after United Auto workers and

General Motors initiated a quality of work life program for work reforms. Robbins

(1989) defined QWL as a process by which an organization responds to employee

needs by developing mechanisms to allow them to share fully in making the decisions

that design their lives at work. In other words, it refers to the relationships between a

worker and his environment that can be broken in to different dimensions like the

social, technical and economic, in which the work is normally viewed and designed.

Employees of General Motors used the expression quality of work life for the first

time in late 1960s (Goode, 1989), to evaluate employees satisfaction. In the 1970s the

ideal of QWL was conceived which, according to Walton, is broader than those

earlier developments and is something that must include the values that were the

heart these earlier reform movements.

14

QWL is not based on any theory. It is concerned with overall climate of work place;

reduced supervision, increased self-regulation, and self-management are pillars of

quality of work life. Besides this, the theories of motivation and leadership provided a

sound base for the concept of quality of work life. If the low-order needs are satisfied,

people seek satisfaction for the higher-order needs. QWL as a discipline began in

1972 because of two movements. First, one is political movement in the Western

Europe, which is also called industry democracy, and the other is humanizing the

work force, which is emerged US of a number of social science theories (Connolly

and Viswesvaran, 2000).

Quality of work life is a recent topic of Organizational Behavior, some of the

elements that are relevant in defining an individuals quality of work life would

include the task, the physical work environment, social environment within the

organization, administrative system and relationship between life on and off the job

(Rose et al., 2006). The term QWL has different meanings for different people.

According to Straw and Hecksher (1984) QWL is a philosophy, a set of principles,

which holds that people are the most important resource in the organization as they

are trust worthy, responsible and capable of making valuable contribution and they

should be treated with dignity and respect.

Sirgy (2007) describe QWL as a construct which deals with the wellbeing of

employees and defines it as employee satisfaction with a variety of needs through

resources, activities, and outcomes stemming from participation in the work place.

These individuals needs are described as health and safety needs, economic and

family needs, and social needs, esteem needs, actualization needs, knowledge needs

derived from the employees participation in the work place. Consistently, Koonmee

15

et al. (2010) describe QWL as the perception to which the organizational environment

meets the full range of employees needs regarding their well-being at work.

Haskett et al. (1997) define QWL as the feeling that employees have towards their

jobs, colleagues and organizations that ignite a chain leading to the organizational

growth and profitability. A good feeling towards their job means the employees feel

happy doing work which will lead to a productive work environment. This definition

provides an insight that the satisfying work environment is considered to provide

better QWL. QWL is defined as the favorable condition and environment of

employees welfare and management attitudes towards operational workers as well as

employees in general (Islam and Siengthai, 2009).

Due to the subjectivity of QWL, Hannif et al. (2008) and Kotze (2005) suggest that

quality of work life may be defined differently by diverse cultures, since some

cultures associate quality of work life with the degree to which people have satisfied

their material needs, while others associate it with the degree to which they have

succeeded in achieving their needs. According to Robins (1989), QWL is a process by

which an organization responds to employees need by developing mechanisms to

allow them making the decisions that design their lives at work. Moreover, Kaushik

and Tonk (2008) states that QWL can be defined by the quality of the relationship

between employees and their total working environment and is determined by the

interaction of personal and situational factors involving both personal and external

aspects of work related rewards, work experiences, and work environment. The basic

premise of the QWL construct and measure is that workers bring a lot of their needs

to their employing organization and are likely to enjoy a sense of QWL to the extent

that these needs are satisfied through work in that organization.

16

QWL is more concerned with the overall work climate or culture. QWL might

consider as a concern about the impact of work on individual and organizational

effectiveness combined with an emphasis on participation in problem solving and

decision-making (Luthans, 2008). Achieving a high quality work life is an important

goal for many working employees. According to Kandasamy and Sreekumar (2009),

QWL is a continuing process, which means utilizing all resources, and especially

human resources. It means developing among all members of the organization

awareness and understanding of the concerns and needs of others and a willingness to

be more responsive to those concerns and effectiveness and success of the

organization.

Employees desire pleasant working conditions, participation in decisions that has

impact on their jobs and valuable support facilities such as day care centers for their

children. Employees have expectations put additional pressures on organizations and

affect their ability to compete effectively in the labor market (Hellriegel and Slocum,

2005). A high quality work life is necessary for organizations and firms to continue to

attract and retain employees. Akdere (2006) believes that the issue of work life quality

has become critical in the last decades due to increasing demands of todays business

environment and family structures.

Although QWL is a concept which has been examined, discussed and researched, its

definition and application remains vague and there seems to be a significant lack of

clarity on the QWL construct with no reliable instrument to promote consistency in its

measurement(Kandasamy and Sreekumar, 2009; Martel and Dupuis, 2006). For the

purpose of this specific study, the following definition, derived by the above literature

study will be used to describe the QWL construct: The perception to which the work

17

environment, work experiences, and work rewards meet the full range of employees

needs as determined by the interaction of personal and situational factors (Kaushik

and Tonk, 2008; Koonmee et al., 2010).

Organizational commitment can take a variety of forms and has the potential to power

organizational effectiveness and employee well-being. Organizational commitment is

defined as an employees level of identification and involvement in the organization

(Simone, 2003). Johns (2005) defines OC as the extent that an individual accepts,

internalizes, and views his or her role based on organizational values and goals. As to

Porters (1974), OC is defined as the relative strength of an individuals identification

with and involvement in a particular organization.

According to Mowday et al., (1979), OC entails three factors:1) a strong belief in and

acceptance of the organizations goals and values, 2) a willingness to exert

considerable effort on the behalf of the organization and 3) a strong desire to maintain

membership in the organization. Similarly, OReilly (1989) defines OC as an

individuals psychological bond to the organization, including a sense of job

involvement, loyalty, and belief in the values of the organization. Organizational

commitment from this point of view is characterized by employee acceptance of

organizational goals and their willingness to exert effort on behalf of the organization

(Miller and Lee, 2001).

On the other side of definition, Meyer and Allen (1991) define OC as reflecting three

broad themes: Affective, Continuance, and Normative. Thus, commitment is viewed

as reflecting an affective orientation toward the organization, recognition of the costs

associated with leaving the organization, and a moral obligation to remain with the

organization.

18

According to Chow (1994), OC can be conceived as the degree to which employees

identify with their organization and the managerial goals, and show a willingness to

invest effort, participate in decision-making, and internalize organizational values.

Commitment is a force that binds an individual to a course of action of relevance to

one or more targets. This general description of commitment relates to the definition

of organizational commitment by Arnold (2005) namely that it is the relative

strength of an individuals identification with and involvement in the organization.

Miller (2003) also states that organizational commitment is a state in which an

employee identifies with a particular organization and its goals, and wishes to

maintain membership in the organization.

The person who, is committed towards his job works with sincerity and honesty and

efficiently sustains hard work, which gives him internal satisfaction of pulling his

optimum strength into work. Porter et al., (2005) saw organizational commitment as

well-built belief in an organizations goals, and values, a willingness to put forth

considerable effort on behalf of an organization and a strong desire to stay a member

of the organization. They suggested that employees who exhibit high organizational

commitment are better off at their work, spend less time away from their jobs, and are

less likely to leave the organization.

For the purpose of this study, Organizational commitment is defined as a

psychological bond individuals have toward their organization, characterized by a

strong identification with the organization and desire to contribute toward attainment

of the organization goals. This definition relates to Meyer and Allens (1991).

19

2.3 Theoretical frame work of the study

Quality of work life though came popular in 1990s and organizations realized its

potential to enhance the productivity in the new century. For the current study, five

dimensions include adequate and fair compensation, safe and healthy environment,

development of human capabilities, the total life space, and social relevance will be

considered for measuring quality of work life based on Walton (1974) model.

2.3.1 Adequate and fair compensation

The sum of money employees receive for their mental or physical work or both,

according to social criteria, volume of work and similar jobs. This is fundamental to

QWL. Human beings work for livelihood. Therefore, success of rests of the initiatives

depends upon fulfillment of this. In view of the central importance of money to meet

the needs of oneself and ones family, it seems very probable that incomes judged to

be inadequate would be associated with health and satisfaction (Warr, 1987). There

should be a uniform or consistent payment guideline for employees to follow for

registered social employees. Employees perceive high QWL jobs to have god

benefits, pay well, provide assistance for planning their career and exist in a work

environment and context that they perceive as fair(Huang et al., 2007).

2.3.2 Safe and Healthy working condition

It is widely accepted in our society as well as enforced by law, that workers should

not be exposed to physical conditions that are unduly hazardous or detrimental to their

health (Walton, 1975). Thurman (1977) also mentioned health and safety as important

aspects. Unsafe and hazardous working conditions cause problems to both employers

and employees. There may be little advantage to the employer in the short term but in

medium and long terms, it adversely affects the productivity. It is comprehensively

20

accepted that employees should not to be exposed to working condition, which can

adversely affect their physical and mental health. Consequently, the results of

employer concern, union action, and legislation have promoted favorable working

situations through focus on noise, illumination, workspace, accident avoidance as well

as the implementation of reasonable work hours and age limits for potential

employees (Orpen, 1981). The work environment that is able to fulfill employees

personal needs is considered to provide a positive interaction effect, which will lead to

an excellent QWL (Shahbazi et al., 2011).

2.3.3 Immediate opportunity of use and Development of human capacities

Learning opportunities and skill discretion have also proven to have a positive

influence on job satisfaction and reduced job stress, which will lead to better quality

of work life. The opportunity to deploy and the use of skills are associated with

learning mechanisms. Walton (1975) questions whether a particular job allows for

substantial autonomy and self-control relative to external controls; permit the learning

and exercise of a wider range of skills and abilities, rather than a repetitive application

of few skills. With respect to learning, greater autonomy on job increases the

acquisition and application of knowledge whilst greater participation is held to

promote cognitive growth via enhanced knowledge transfer among employees (Scully

et al., 1995). Such a job environment expands knowledge base, leads to a better

understanding of how the job is related to other organizational practices and a greater

ability to solve problems. In such a situation, employees gain the cognitive and

behavioral repertoire to predict, control, or cope with uncertain demands thus

decreasing the likelihood of poor quality of work life (Rethinam and Ismail, 2008).

21

2.3.4 Work and the total life space

A major component of quality of work life, which is so important for both the

employees and the employers, is the relationship between work and home life. In an

enhancing competitive environment, it is difficult to separate home and work life.

Employees today are more likely to express a strong desire to have a harmonious

balance among career, family life, and leisure activities. This has been suggested at

the international level the need for national policies in many countries. It is very

important for organizations to help their employees to balance their work and non-

work demands (Lewis, 1997).It is a balance between employees work life and life

responsibilities. Higher QWL would correlate with lower work-to-family interference

(Abdul Aziz et al., 2011).

2.3.5 The Social relevance of work life

Organizations seen not to be acting in a socially responsible manner, for example,

honoring human rights, will cause increasing numbers of workers to depreciate the

values of their work and careers which in turn affect their self-esteem (Walton, 1975).

Socially responsible behavior, then, includes a wide array of actions such as behaving

ethically, supporting the work of nonprofit organizations, treating employees fairly,

and minimizing damage to the environment (Markham, 2010).

2.4 Organizational commitment

2.4.1 Affective Organizational commitment of employees

According to Meyer and Allen (1997), Affective organizational commitment refers to

an employees affection to, recognition with, and participation in the organization. An

employee who has a strong affective organizational commitment to an organization

22

stays with the organization because he or she needs to continue working in the

organization. Members who are committed to an affective level stay with the

organization because they view their personal employment relationship as congruent

to the goals and values of the organization (Beck and Wilson, 2000).

Meyer and Allen (1997) found that the best forecaster of affective organizational

commitment was work experience. Employees whose work knowledge is steady with

their expectations and whose basic needs within the organization are satisfied have a

stronger level of affective commitment to the organization. Employees with strong

affective commitment stay with the organization because they have no wish to leave.

Meyer (2001) reported that affective commitment has been found to associate with a

wide range of proceeds, absenteeism, job performance, and organizational nationality

behavior. The cost of affective organizational commitment are lower earnings and

turnover intentions, better on- the- job behavior, and better employee health and well-

being(Angel and Lawson,1994). Meyer and Allen (1997) further indicate that

affective commitment is influenced by factors such as job challenge, role clarity, and

goal clarity, and goal difficulty, receptiveness by management, peer cohesion, equity,

personal importance, feedback, participation, and dependability.

2.4.2 Continuance Organizational Commitment of employees

Continuance organizational commitment refers to the awareness of cost linked with

the departure from the organizations (Meyer and Allen, 1997). Employees with a

strong continuance organizational commitment know that leaving the organization

may be harmful to them fiscally due to the lack of employment option and a loss of

savings. Kanter (1968) supports this definition and states that it is the profit associated

with continued participation and a cost associated with leaving the organization.

23

Meyer and Allen (1991) further state that employees whose primary link to the

organization is based on continuance commitment remain because they need to do so.

Meyer et al. (1990) also maintain that accrued investments and poor employment

alternatives tend to force individual to maintain their line of action and are responsible

for these individuals being committed because they need to. Individuals stay in the

organization because of the investments they accumulate due to time spent in the

organization, not because they want to.

2.4.3 Normative Organizational commitment of employees

Normative organizational commitment reflects an emotion of obligation to carry on

employment (Meyer and Allen, 1997). An employee with a strong normative

organizational commitment feels he or she has a moral obligation to stay in the

organization. Internalized normative beliefs of duty and obligation make individuals

obliged to sustain membership in the organization (Meyer and Allen, 1990). The

normative component is viewed as the commitment employees consider morally right

to stay in the company, regardless of how much status enhancement or satisfaction the

firm gives him or her over the years (Marsh and Mannari, 1977).

According to Schneider (2003), normative organizational commitment is the ethical

obligation the employee develops after the organization has spent on him or her. He

argued that when an employee starts to sense that the organization has spent either too

much time or money developing and training him or her, such an employee might feel

a compulsion to stay with the organization. Normative organizational commitment is

most likely when individuals find it difficult to give return the organizations

investment in them. Moreover, Meyer and Allen (1997) use the tri-dimensional

model to conceptualize organizational commitment in three dimensions namely,

24

affective, continuance, and normative commitments. Allen and Meyer (1996) urged

researchers to investigate the dimensionality of organizational commitment across

cultures to discern if multidimensional conceptualizations developed in the US are

applicable to other cultures or not. According to Meyer and Allen (1997), the models

of commitment have been developed and tested in western countries.

There is a need for more systematic research to determine whether this model apply

elsewhere. Therefore, the current study seeks to test this model in Ethiopia. The

model of Allen and Meyer is thus used as basis for this study with regard to

organizational commitment variable.

2.5 Empirical review of studies

There are not much direct studies on QWL and organizational commitment. Most

studies focus on the relationship of QWL with some of the result variables such as

performance, productivity, job satisfaction, etc (Joshi, 2007). Hoque and Rahman

(1999) found that QWL is important for job performance, job satisfaction, labor

turnover, labor management relations which play a crucial role in determining the

overall wellbeing of any industrial organization. OC is one of the most often

researched variables in the area of Organizational behavior, since it is assumed to

influence just about any employee behavior that is of benefit to the organization,

including performance, attendance, and retention (Simone, 2003).

In a study exploring the relationship between work-life and personal life of employee,

Lowe et al. (2003) observed employees are likely to perceive their work place in a

positive way if certain conditions such as high intrinsic and extrinsic rewards, good

social support, influence over work place decisions and available resource exist.

25

Research by Koonmee (2007) suggests that ethical behavior has an impact on QWL

and can lead, both directly and indirectly to positive impacts on job-related outcomes.

The overall focuses of research regarding QWL have been to connect it to employees

job outcomes such as productivity, job satisfaction, and employees commitment. Lau

and May (1998) suggest organizations with a high QWL will have high customer

satisfaction, which in turn, will provide higher growth and profitability. A

longitudinal study of QWL by May and Lau (1999) also confirmed a positive

association between QWL and business performance. Likewise, Ghasemi (2000)

studied the effect of QWL on productivity oh human force and the results showed that

there is a direct and significant relationship between QWL and productivity of human

force; that is, the more we invest on creation of QWL system, the more organizational

productivity.

In the validation of their need based measure of QWL, Lee et al.(2007) found QWL

increases job satisfaction, organizational commitment and esprit de corps and noted

that satisfaction of higher- order needs has a greater influence on the organizational

commitment and esprit de corps than lower-order needs (health and safety ,and

economic and family related needs). Huang et al. (2007) indicate that different

dimensions of QWL result in distinctive effects on organizational and career

commitment and turnover intentions. He also proves that there is significant effect

compensation and benefits as an element of QWL, on career commitment. As

individuals perceived that they have a better QWL, they become more attached to the

organization.

Hosseini and Musevi (2009) studied relationship between QWL with OC and its

dimensions in the staff of Isfahan Body training organization. The results showed that

26

there is a significant relationship between QWL and OC; however, there is not a

significant relationship between dimensions of life quality, fair and enough payment

with affective commitment and normative commitment. Normala (2010) also

investigated the relationship between quality of work life and organizational

commitment amongst employees in Malaysian firms, results showed that there was a

relationship between quality of work life and organizational commitment.

Freyedon et al. (2012) in his study entitled Survey of relationship between QWL and

OC in public organization found that the Quality of work life and Organizational

commitment has been studied less than the average amount of time it was low

organizational commitment and concluded that there is a meaningful and positive

relationship between staff and the QWL with three dimensions of organizational

commitment. It means that the Quality of work life in the organization is better, even

higher levels of Organizational commitment is high too. Similarly, Huang et al.

(2007), Koonmee et al. (2010), also found that a positive relation between QWL and

work commitment.

Many researchers have examined and established the importance of organizational

commitment in their studies (Aizzat et al., 2001; Nik Mutassim et al., 2003; Rohani et

al., 2004). The accumulated research findings on organizational commitment to date

have linked this construct to various antecedents and outcomes. However, with the

exception of Hussein and Musevi (2009); Normala (2010); Huang et al. (2007);

Freyedon et al. (2012), little is known about the relationship between quality of work

life and organizational commitment. Therefore, the present study is intended to test

out the relationship between quality of work life and organizational commitment in

Commercial Bank of Ethiopia and see the results in our country contexts.

27

2.6 Conceptual Frame work of the study

Based on the overall review of related literatures and the theoretical framework, the

following conceptual model in which this specific study is governed was developed.

As expounded in the literature, QWL has significant impacts on organizational

commitment of employees. The present study was conducted at individual level rather

than corporate level as most common assessment of Quality of work life is individual

attitudes. Organizational Commitment has been taken as dependent variable while,

quality of work life as independent variable. In the independent variable quality of

work life includes five dimension such as Adequate and fair compensation, Safe and

healthy working condition, development of human capacities, the total life space, and

the social relevance of work life. The relationship of the variable for this study is

referred to as follows.

28

Fig 1. Conceptual framework of the relationship between QWL and OC.

QWL Variables (Independent Variables)

AdequateandFair

Compensation

SafeandHealthy
Dependent Variable
WorkingCondition

Developmentof

HumanCapacities Organizational

Commitment
WorkandtheTotal

LifeSpace

TheSocialRelevance

ofWorkLife

Source: Review of Literature and Theoretical Framework

2.7 Conclusion

This chapter presented a review of related literature that focused on the relationship

between adequate and fair compensation, safe and healthy working condition,

development of human capacity, growth and security, the total life space, social

integration in the work organization, constitutionalism, the social relevance of work

life and organizational commitment. A conceptual framework was developed based

on the literature review and theoretical framework. The following chapter is describes

the procedures and methodology used for data collection and analysis of the study.

29

 CHAPTERTHREE: RESEARCH METHODOLOGY

3.1 Introduction

In this chapter the practical method used in order to answer the research questions and

fulfill the purpose of the research are presented. Also it provides an overview of the

research study, research hypothesis, and model specification, a description of the

instrument used for data gathering, targeted population, sampling procedure, and unit

of analysis, sources of data used, and methods of data analysis, presentation and

interpretation.

3.2 Research design

Saunders et al. (2007), defines research design as the general plan of how the research

questions would be answered. It is the conceptual structure within which research is

conducted. It constitutes a blue print for the collection, measurement, and analysis of

data. The research design for this study would be the Cross-sectional field survey

method to assess the relationship quality of work life and organizational commitment

of employees in commercial bank of Ethiopia. In cross-sectional field surveys,

independent and dependent variables are measured at the same point in time using a

single questionnaire (Anol Bhattacherjee, 2012). In addition the study will also said to

be co relational in design because there is intent to establish the relationship between

dependent and independent variable of the study. Co relational research aims to

ascertain if there is a significant association between two variables (Reid, 1987).

30

3.3 Research Approach

There are two methods that provide in the research method such as Quantitative and

Qualitative, where one of them is not better than the others, all of this depends on how

the researcher want to do a research of study(Ghauri and Kjell, 2005). To achieve the

aforementioned objectives, the study adopts a purely quantitative research approach,

where it can be use of a questionnaire provided predominantly descriptive and

qualified data. Quantitative method is study involving analysis of data and

information that are descriptive in nature and qualified (Sekaran, 2003). A

quantitative approach is one in which the investigator primarily uses postpositive

claims for developing knowledge, i.e., cause and effect relationship between known

variables of interest or it employs strategies of inquiry such as experiments and

surveys, and collect data on predetermined instruments that yield statistics data

(Creswell, 2003).

3.4 Research Method

A survey is a method of collecting data in which people are asked to answer a number

of questions (usually in the form of a questionnaire). The reliability of a surveys

results depends on whether the sample of people from which the information has been

collected is free from bias and sufficiently large. According to Leary (2004), the

major advantages of questionnaires are that they can be administered to groups of

people simultaneously, and they are less costly and less time-consuming than other

measuring instruments. For this study, survey research method has chosen where the

questionnaire used to collect the information.

31

3.5 Population, Sample, and Participants

All the items under consideration in any field of inquiry constitute a population.

Sekeran (2001) defines a population as the entire group of people, events, or thing of

interest that the researcher wishes to investigate. The target population for the study

consists of all staff of CBE working in around 164 branches of Addis Ababa area

zone of the bank with professional employees of 3116. Quite often, we select only a

few items from the population for our study purposes. The items so selected constitute

what is technically called a sample. Sekeran, (2001) defines a sample as a portion of

the population that has attributes as the entire population. CBE Addis Ababa area

branches are categorized into four districts from which northern district have

randomly selected. The total sample size was comprised of 240 employees. A

convenience sample was used, which was according to Leary (2004) refers to a

sample of participants that are readily available. The participants of the study were

employees of those conveniently selected branches of Commercial Bank of Ethiopia

who are junior and senior staff including manager at each branch. Moreover, due to

time and financial limitations and the nature of the population sample determination

method developed by Carvalho (1984), a sample of 240 employees were selected.

Table1: Samplesizedetermination

Population Size Small Medium Large

51-90 5 13 20
91-150 8 20 32
151-280 13 32 50
281-500 20 50 80
501-1200 32 80 125
1201-3200 50 125 200
3021-10,000 80 200 315
1001-35,000 125 315 500
35001-150,000 200 500 800

32

3.6 Data Type and measurement Scale

In this specific study, all of the independent and dependent variables of the study have

been measured in ordinal scale. There are two main procedures to collect relevant

data, primary and secondary data. Secondary data, which are collected by others

where the purpose of the data might be, distinguish from the research work. On the

other hand, primary data, which the writers of the thesis collect directly to investigate

the specific problem (Ghauri and Kjell, 2005). The study was depend on primary data

collected from the employees.

3.7 Data Collection instruments

Primary data were collected from the participants using survey questionnaire.

Sekaran (2001) suggests that questionnaires are an efficient data collection

mechanism provided the researcher knows exactly what is required and how to

measure the variables of interest. Questionnaires can be administered personally,

mailed to the respondents, or even electronically distributed depending on the

situation (Sekaran, 2001). The instrument used in this study is a close-ended

questionnaire that have developed through the adaptation and modification of a

questionnaire from previous studies (Waltons QWL questionnaire, 1974) and Allen-

Meyers organizational commitment questionnaire (1990). Quality of work life

questionnaire includes 18 questions and the reliability coefficient measured by

Cronbachs Alpha, is 89%. Allen- Meyers organizational commitment questionnaire

includes 20 questions, using all three aspects of commitment including affective,

continuance, and normative was assessed and its Cronbachs Alpha reliability

coefficient is 87%.

33

3.8 Unit of Analysis and Time dimension

One of the most important ideas in a research study is the unit of analysis. The unit of

analysis is the major entity that you are analyzing in a study. According to Loscocco

and Roschelle (1991), the most common assessment of quality of work life is the

individual attitudes. This is because individual work attitudes are important indicators

of quality of work life. The ways that people respond to their jobs have consequences

for their personal happiness and the effectiveness of their work organizations (Rose et

al., 2006). For the purpose of this study, the unit of analysis was individuals.

Fife-schaw (2002) describes cross-sectional research as the comparison between

subgroups and the discovery of relationship between variables. A cross-sectional

research study was performed with data only once over a period of a few days in order

to complete the questionnaire.

3.9 Data Analysis Method

Once data is collected, it is necessary to employ statistical techniques to analyze the

information, as this study is quantitative in nature. Data were analyzed using SPSS.

Descriptive statistics and spearmans correlation was utilized. An inferential statistics

was used to ascertain the relationship between. Beside these, Ordinal logistic

regression model is employed to develop functional relationship between the

dependent variable that is organizational commitment of employees given in ordinal

scales and the explanatory variable that are dimensions of quality of work life rated on

likert scales. Ordinal regression is used because it is appropriate method to show the

relationship between ordinal response variable and regressors that are rated on five

point likert scales. Thus, both the strength of the relationship between variables and

the level of statistical significance were assessed.

34

3.10 Model specification

Model specification can be defined as the exercise of formally stating a model i.e. the

explicit translation of theory into mathematical equations and involves using all the

available relevant theory research and information and developing a theoretical

model. Regressand which has more than two outcomes in the form of likert scale

questions are importantly regressed through ordinal logistic regression (Gujarati,

2004). Gujarati (2004) explains this issue as follow;

In the bivariate logit and probit models we were interested in modeling a yes

or no response variable. But often the response variable, or regressand, can

have more than two outcomes and very often these outcomes are ordinal in

nature; that is, they cannot be expressed on an interval scale. Frequently, in

survey-type research the responses are on a Likert-type scale, such as

strongly agree, somewhat agree, or strongly disagree. These are

ordinal scales in that there is clear ranking among the categories.

As a result, ordinal logistic regression is the preferred logistic regression type in this

study. The following models are developed for the purpose of running ordered or

ordinal logistic regression that is necessarily to test the impacts of Quality of work life

on organizational commitment of employees.

35

According to Liu (2010), the formula to compute ordinal logistic regression is the

following:

LnY = = j + (-1x1-2x2 - p xp)

Where; Y is organizational commitment

j (x)= (Vj / x1, x2 ..., xp), which is the probability of being at or below

category j, given a set of predictors j= 1,2,J-1.

X1, X2xp are dimension of quality of work life that affects the organizational

commitment of employees.

j- are the cut points (threshold parameters)

1, 2 p are logit coefficient of quality of work life

3.10.1 Diagnostic Tests

3.10.1.1 Parallel Lines

When you fit an ordinal regression, you assume the relationship between the

independent variables and the logits are the same for all the logits. That means that the

results are a set of parallel linear or planes one for each category of the outcome

variable. In other words, ordinal regression assumes that the coefficients that describe

the relationship between, say, the lowest versus all higher categories of the response

variable are the same as those that describe the relationship between the next lowest

category and all higher categories, etc. This is called the proportional odds assumption

or the parallel regression assumption. Thus, in order to assess the appropriateness of

the model proportional odds assumption is normally evaluated (OConnell, 2000).

36

 3.10.1.2 Adequate cell count

As per the rule of thumb, 80% of cells must have more than five counts. No cell

should have zero count as it is considered as a missing value and excluded from the

study. The large percentage of cells with missing data could lead to a decrease actual

sample size from the model construction or an inaccurate chi-square test for the model

fitting, since the model goodness-of-fit is usually dependent of chi-square test

(Agresti, 2002).

3.10.1.3 Tests of Overall Model fit

For the selected model before proceeding to examine the individual coefficients, we

should look at an overall tests of the null hypothesis that the location coefficients for

all of the variables in the model are 0. It can base on the change in -2 log-likelihood

when the variables are added to a model that contains only the intercept. The change

in the likelihood function has a chi-square distribution even when there are cells with

small observed and predicted counts. This value provides a measure of how well the

model fits the data. The log likelihood statistic is analogous to the error sum of

squares in multiple regressions. As such it is an indicator of how much unexplained

information remains after fitting the model. The larger the value of the log likelihood

the more unexplained observations there are and a poorly fitting model. Therefore, a

good model means a small value for -2LL. If a model fits perfectly, the likelihood is

1, and -2 x log 1= 0.

37

3.10.1.4 GoodnessofFit Measures

A good-fitting model has several benefits. The structural form of the model describes

the patterns of association and interaction. The sizes of the model parameters

determine the strength and importance of the effects. Inferences about the parameters

evaluate which explanatory variables affect the response variable y, while controlling

effects of possible confounding variables. Finally, the models predicted values

smooth the data and provide improved estimates of the mean of y at possible

explanatory variable values. For logistic regression, the model coefficients are

estimated by the maximum likelihood method and the likelihood equations are non-

linear explicit function of unknown parameters. The ordinal logistic regression model

is fitted to the observed responses using the maximum likelihood approach. In

general, the method of maximum likelihood produces values of the known parameters

that best match the predicted and observed probability values. Therefore, it is usually

used a very effective and well known Fisher scoring algorithm to obtain ML

estimates. A model for logit pr(y i) alone is ordinary logit model for a binary

response in which categories 1 to I form one outcome and categories i+ 1 to c form a

second outcome. The deviance is used to construct a goodness-of-fit test for the

model. Likewise, the Pearson chi-square statistics also compares the model fit to the

actual data. Both goodness-of-fit statistics should be used only for models that have

reasonably large expected values in each cell. If the model fits well, the observed and

expected cell counts are similar, the value of each statistic is small, and the observed

significance level is large. As usual large chi-square and deviance value provide the

evidence of lack of fit. When the fit is poor, residuals and other diagnostic measure

describes the influence of individual observation on the model fit and highlight reason

for the inadequacy.

38

 3.11 Variable and measurement

The questionnaire is used tools for collecting data from respondents in this specific

study. The questionnaire was a five page which is divided into three sections includes;

section-one, section- two, and section-three. All sections of the questionnaires are

developed in English language.

Section-one: Demographic information of respondents: - The first section of the

questionnaire requires information about personal and demographic data of

respondents. Question covering gender, age, educational level, length of service in the

organization, and marital status were asked, and the responses interpreted using

frequency distribution and percentage.

Section-two: Questions pertaining to QWL:- This section measures the five

dimensions of QWL(adequate and fair compensation, safe and healthy working

condition, immediate opportunity to use and develop human capacities, work and the

total life space, and the social relevance of work life) that influences organizational

commitment of employees. Generally the section consisted of 18 questions as shown

in the Table-2 below.

Table2: Thecomponentsofquestionsrelatedtoqualityofworklife

S. No. Dimensions Total questions

1 Adequate and fair compensation 3

2 Safe and healthy working condition 4

3 Immediate opportunity to use and develop human 3

capacities

39

 4 Work and total life space 4

5 Social relevance of work life 4

Total 18

Source: Research Questionnaire, 2013

In order to answer the questions, respondents have to select their choice of agreement

based on the five point likert scale according to their opinion on each item. Each

answer has been given a score and it is assumed that the format is easier for the

respondents to understand the concepts and provide precise answers.

Section-three: Items related to organizational commitment: - This section consists of

questions that can measure the organizational commitment of employees.

Organizational commitment was measured in three dimensions including affective

organizational commitment, continuance organizational commitment, and normative

organizational commitment. The respondents rated their level of

agreement/disagreement to the stated statement based on five-point likert scales. In

general the section consisted of 20 questions as shown in the table-3 below.

Table3: Thecomponentsofquestionsrelatedtoorganizationalcommitment

s/n Dimensions Total Questions

1 Affective organizational commitment 8

2 Continuance organizational commitment 6

3 Normative organizational commitment 6

Total 20

Source: Research Questionnaire, 2013

40

 3.11.1 Validity of the Questionnaires

Hair et al. (2007) defined the validity as the degree to which a measure accurately

represents what is supposed to. Validity is concerned with how well the concepts are

defined by the measure(s). It also refers to the extent to which an empirical measure

adequately reflects the real meaning of the concept under consideration. However, an

instrument cannot measure the attribute of interest if it is unpredictable, inconsistent,

and inaccurate. Bhattacherjee (2012) mentioned about four types of validity: Internal

validity, External validity, construct validity, and Statistical conclusion validity.

Internal Validity: is how the findings of the research match reality and as the

researcher measure the things that are aimed to measure. Moreover, the reality in

quantitative research is an ongoing processes, it always changes due to the fact that

what is being studied is how people understand the job. This specific study is cross-

sectional field survey and poor in internal validity because of the inability to

manipulate the independent variable and because cause and effect are measured at the

time. The other measure of internal validity is whether the finding is non-spurious or

not. Therefore, the finding in this specific study is strongly supported by the reality in

the context and the general theory in the field, even though factors such as context and

methodology employed have shaped the result.

External Validity: It refers to whether the observed associations can be generalized

from the sample to the population, or to other people, organizations, contexts, or time

(Bhattacherjee, 2012). The more representative, the more confident we can be in

generalizing from the sample to the population. This study addresses external validity

through taking representative samples and can be generalized to all branches of CBE

over the country and give a little insight to other commercial banks in Ethiopia.

41

Moreover, since the unit of analysis is individuals in organization, population validity

is realized.

Construct Validity: It examines how well a given measurement scale is measuring

the theoretical construct that it is expected to measure. It can be classified as face

validity and content validity. Face validity refers to the degree to which a test appears

to measure what it purports to measure. We use content validity when we want to find

out if the entire content of the behavior/ construct/ area is represented in the test. We

compare the test task with the content of the behavior. This is a logical, not an

empirical one. Many constructs in social science research such as empathy, resistance

to change, and organizational learning are difficult to define, much less measure. In

this study, the researcher tried to address the construct validity through defining

clearly the construct of interest and develop valid measures that operationalize

defined constructs. Moreover, addresses through the review of literature and adapting

instruments used in previous research.

Statistical Conclusion Validity: It examines the extent to which conclusions derived

using a statistical procedure is valid. Because qualitative research designs do not

employ statistical test, statistical conclusion validity is not applicable. Since this

specific study is quantitative it is worthy full to consider the issue of statistical

conclusion validity. This type of validity is addressed through selection of the right

statistical method used for hypotheses testing. Therefore, the appropriate statistical

testing is Spearman correlation and ordinal logistic regression given that all of the

independent and dependent variables of the study have been measured in ordinal scale

is carefully selected by researcher so that it realized the statistical conclusion validity.

42

3.11.2 Reliability of the Questionnaires

Reliability differs from validity in that it relates not to what should be measured, but

instead to how it is measured. Hair et al. (2007) defines reliability as the extents to

which a variable or a set of variables is consistent in what it is intended to measure.

To ensure the inner consistency of the present instrument, it was used the cronbachs

alpha coefficient. Developed by Lee Cronbach in 1951, the cronbachs alpha

coefficient is a statistical tool that evaluates the confiability through the inner

consistency of a questionnaire. For the utilization of this coefficient, it is a

requirement that all the items of an instrument use the same measurement scale. The

cronbachs alpha is obtained by the variance of individual components and by the

variance of the components sum of each evaluated, aiming to investigate the possible

relations between the items. This way, the variance used at cronbachs coefficients

calculus is: the number of question of the instrument (K), the variance of each

question (Si2), and the total variance of the instrument (St2). The cronbachs alpha

coefficient can be calculated through the following equation.

1 )

Source: Cronbach Lee, (1951).

As stated by Masdia Masri (2009), the closer the reliability coefficient to 1.00 is the

better. In general, reliabilities less than 0.60 are considered poor; those in the range of

0.60 to 0.80 are considered good and acceptable. In this study, all the independent

variables and dependent variable organizational commitment, met the above

requirement. The alpha value for each question is identified and summarized in Table-

4 as shown below.

43

 Table4: AlphacoefficientforeachsectionofQuestionnaire

s/n Variables of the study No. Alpha Value

Items

1 Adequate and fair compensation 3 0.733

2 Safe and healthy working condition 4 0.638

3 Immediate opportunity to use and develop human 3 0.837

capacities

4 Work and total life space 4 0.733

5 Social relevance of work life 4 0.885

6 Affective organizational commitment 8 0.837

7 Continuance organizational commitment 6 0.710

8 Normative organizational commitment 6 0.853

Source: ResearchQuestionnaire, 2013

44

3.12 Ethical Considerations

There are certain ethical protocols that have been followed by the researcher. The first

is soliciting explicit consent from the respondents. This ensures that their participation

to the study is not out of their own volition. The researcher also ensured that the

respondents were aware of the objectives of the research and their contribution to its

completion. One other ethical measure exercised by researcher is treating the

respondents with respect and courtesy (Schutt, 2006). This was done so that the

respondents will be at ease and are more likely to give candid responses to the

questionnaire.

There were also ethical measures that have been followed in the data analysis. To

ensure the integrity of data, the researcher checked the accuracy of encoding of the

survey responses. This was carried out to ensure that the statistics generated from the

study are truthful and verifiable (Schutt, 2006).

CHAPTERFOUR: DATA PRESENTATION, ANALYSIS, AND

INTERPRETATION

4.1 Introduction

As indicated in the preceding chapters, this research study attempted to examine the

relationship between Quality of work life and Organizational commitment of

employees in Commercial Bank of Ethiopia. A total of 240 questionnaires were

distributed to employees and 200(83.3%) useable questionnaires were obtained valid

and used for analysis. The data collected were presented, analyzed and interpreted

using SPSS 20 software version. Given that all of the independent and dependent

variables of the study have been measured in ordinal scale, and given that the aim of

investigation and testing is the relationship between independent and dependent

variable of the study; therefore, the most appropriate statistical testing for testing the

hypothesis of the study is spearman correlation testing and ordinal logistic regression.

4.2 Demographic background of the respondents

The demographic profile of the respondents was presented in this section. The

personal profile of the respondents is analyzed as per their gender, age, marital status,

levels of educational achievements, and years of service in the present organization.

46

 Table5:Backgroundprofileoftherespondents

s/n Background Distribution Sample Frequency

1 Gender Male 144 72%

Female 56 28%

2 Age 19-28 75 37.5%

29-39 91 45.5%

40-55 34 17%

56 and above ----- ----

3 Marital status Married 78 39%

Single 117 58.5%

Divorced 3 1.5%

Widowed 2 1%

4 Levels of Education Diploma 26 13%

Degree 157 78.5%

Masters Degree 17 8.5%

PhD and above ---- ----

5 Years of service 1-3 42 21%

4-6 89 44.5%

7-10 55 27.5%

11 and above 14 7%

Source: Research Questionnaire, 2013

47

It is evident from the table-5, the background of employees varying in age, gender,

marital status, level of education, and years of services in the bank. Accordingly,

item-1 of the table indicates out of 200 respondents of the study, 72% is male and the

rest 28% is female. Based on the information, we can infer that the majority of

employees currently working in Commercial Bank of Ethiopia are male. Item-2 of the

table specifies age distribution of the respondents. As the result the greatest number,

45.5% of the respondents are in their 29 to 39 age group, followed by respondents

aged 19 to 28, 40 to 55; 37.5% and 17% respectively. There are no respondents to 56

and more than this year old. Therefore, almost of the current sample employees of the

bank are less than age group of 40 years. So, the majorities of the respondents are

young and mature productive.

Item-3 of the table is concerning the marital status of the respondents. Accordingly,

39% of the respondents currently working in the bank are married where as 58.5%of

them are single. There are 3(1.5%) divorced and 2(1%) widowed individuals in the

respondents. Item-4 of the table also points toward the educational levels of the

respondents. Consequently, the largest numbers of the respondents are 78.5% first

degree holders followed by diploma holders 13% and second degree holders are 8.5%.

There are no respondents who are PhD qualified. Item-5 of the table is regarding the

working experience or years of service in a bank. It indicates that 21%of respondents

have been working for 1 to 3 years, for 4 to 6 years(44.5%), for 7 to 10 years(27.5%)

and 7% for 11 and above years. Therefore, the majority of the respondents have been

working in a bank for 4 to 6 years and significant for the soundness of the data that

provided by the respondents since those who have more stayed in the organization

know more about and assumed to be they can offer precise information..

48

4.3 Inferential Statistics

In this section the results of the inferential statistical techniques used in the study are

presented. In order to test the research hypothesis, the spearman correlation

coefficient was calculated as well as ordinal logistic regression analysis. Based on the

results obtained from the research, conclusions are drawn with respect to each

hypothesis generated for the research undertaken in the CBE at which the research

was conducted.

4.3.1 Correlation

The spearmans correlation coefficient was computed for the purpose of determining

the relationships between the variables. Spearmans correlation coefficient is

appropriate method to measure the correlation when the data are measured at ordinal

level (Andy, 2006). Correlations are the measure of the linear relationship between

two variables. A correlation coefficient has a value ranging from -1 to 1. Values that

are closer to the absolute value of 1 indicate that there is a strong relationship between

the variables being correlated whereas values closer to 0 indicates that there is little or

no linear relationship (Fikre et al., 2009). As described by Andy (2006), the

correlation is a commonly used measure of the size of an effect: values of

0.1represent a small effect, 0.3 is a medium effect and 0.5 is a large effect.

4.3.1.1 Correlation analysis between QWL and OC in CBE

Spearman correlation was conducted to know the degree of relationship between

QWL and OC of employees in CBE. The correlation analysis undertaken here assists

to check the main hypothesis of the study.

49

 Table6:CorrelationbetweenQWLandOCinCBE

r coefficient P-Value

QWL .144* .042

*correlation is significant at the 0.05 level (2 tailed)

As shown in the above table, there is significant positive relationship between

Quality of work life and Organizational commitment(r= 0.144, p= 0.042). The

correlation was direct which means as Quality of work life increases Organizational

commitment also increases. This indicates that employees with favorable quality of

work life are committed and maintain a long term relationship with their organization.

Thus, the result supports for the main hypothesis states that there is a significant

relationship between quality of work life and organizational commitment of

employees in Commercial Bank of Ethiopia.

4.3.1.2 Correlation analysis between QWL dimensions and OC in CBE

The following correlation analysis is done between five QWL dimensions and the

general OC of employees in CBE. The result of this analysis is used to test the

specific research hypothesis of the study.

50

 Table7:CorrelationbetweenfiveQWLdimensionandOCinCBE

s/n QWL dimensions r P-

coefficient value

1 Adequate and fair compensation .015 .833

2 Safe and healthy working condition .303** .000

3 Opportunity to use and develop human capacities -.012 .870

4 Work and total life space .516** .000

5 The social relevance of work life .250** .000

**correlation is significant at the 0.01 level (2 tailed)

*correlation is significant at the 0.05 level (2 tailed)

As observed from the correlation matrix adequate and fair compensation(r=0.015, p=

0.833) illustrates there is an insignificant relationship between compensation and

organizational commitment of employees. Therefore, the outcome does not support

the hypothesis states there is significant relationship between adequate and fair

compensation and OC of employees in CBE. The P-value (P=0.833) is also indicates

there is no significant relationship between compensation and OC at significance level

of 0.05 and 0.01. In the table, the correlation analysis for safe and healthy working

condition(r=0.303, p=0.000) supports for hypothesis states that there is a significant

relationship between safe and healthy working condition and OC of employees in

CBE. The correlation of p= 0.000<0.01 also indicates safe and healthy working

condition has significant relationship with OC at significant level of 0.01(=0.01).

Thus, safe and healthy working condition is one of the major of QWL dimension that

help employees to being committed to the organization.

51

The correlation result also shows that there is an insignificant, negative relationship

between opportunity to use and develop human capacities and OC(r= -.012, p=

0.870). Thus the result does not support for hypothesis states that there is significant

relationship between the two variables. The correlation of (p= o.870) is also indicate

that there is no significant relationship between opportunity to use and develop human

capacities and OC at a significance level of 0.05and 0.01.

The results illustrated indicate that there was a significant and positive correlation

between work and total life space and OC. The correlation was(r= .516, P= 0.000) at

0.01 level of significance which shows the correlation between the variables were

large effect. Thus, the hypothesis was supported. The table above (Table-7) also

illustrates the correlation analysis for the social relevance of work life and OC(r=

.250, P= 0.000). Thus it supports the hypothesis. The outcome indicates the positive

relationship between the variables. The correlation of P= 0.000, P<0.01 also indicates

that the social relevance of work life has significant relationship with OC at a

significant level of 0.01.

52

4.3.2 Ordinal Logistic Regression Results

4.3.2.1 Model fitting Information

Model fitting section provides results of ordinal logistic regression versus reduced

model (intercept) with complimentary log-log link function. The presence of a

relationship between the dependent variable and combination of independent

variables is based on the statistical significance of the final model. The -2LL of the

model with only intercept is 906.785 while the -2LL of the model with intercept and

independent variables/organizational commitment are 0.000. The difference (Chi-

square statistics) is 906.785 - 0.000 = 906.785 which is significant at =0.05,

p<0.063. The conclusion is that there is relationship between the organizational

commitment of employees and Quality of work life dimensions.

Table8:ModelFittingInformation

Model -2log Chi-square Df Sig.

likelihood

Intercept only 906.785

Final .000 906.785 51 .063

4.3.2.2 Goodness of fit

Pearson is widely used in statistics to measure the degree of the relationship between

the linear related variables. Deviance is a likelihood-ratio test used under full

maximum likelihood. The deviance can be regarded as a measure of lack of fit

between model and data. The larger the deviance, the poorer the data will fit to the

model. The null hypothesis states that the observed data are consistent with the fitted

53

model. The fit is said to be good if P-value is greater than 0.05. As we clearly

observed from the following table, P-values for both Pearson and Deviance are >

0.05. The null hypothesis is accepted and the conclusion is that the observed data

were consistent with the estimated values in the fitted model since the p was

significant, p = 1.00 > 0.05. Therefore, the fit of the model is good.

Table9:Goodnessoffit

Chi-square Df Sig.

Pearson 73.191 929 1.000

Deviance 86.896 929 1.000

4.3.2.3 Pseudo Rsquare

As it is clearly observed from the table Nagelkerke and McFadden indicates that

Quality of work life explain the variation in the organizational commitment of

employees perfectly. This shows the ratio of the likelihoods suggests the model

predicted the outcome perfectly. Cox & Snells pseudo R-square has also maximum

value approaches to 1 i.e. 98.9% of the change in organizational commitment is

explained by Quality of work life. Thus the full model predicts the outcome.

Table10:Pseudo R-square

Cox and Snell .989

Nagelkerke 1.000

McFadden .990

54

4.3.2.4 Test of Parallel Lines

Test of parallel lines is designed to make judgment about model adequacy. The model

null hypothesis states that the slope coefficients in the model are the same across the

response categories. As it is observed from the table below significance is greater than

0.05 that indicates there is no significant difference for the corresponding slope

coefficients across the response categories, suggesting that the model assumption of

parallel lines was not violated in the model.

Table-11: Test of Parallel lines

Model -2log Chi- Df Sig.

likelihood square

Null hypothesis .000

General .000 .000 663 1.000

4.3.2.5 Parameter Estimates

From the following parameter estimate table-13 in appendix there is Quality of work

life dimensions that are significantly affecting the organizational commitment of

employees. Adequate and fair compensation, Safe and healthy working condition,

Immediate opportunity of use and develop human capacities, are statistically

significant. The only dimensions statistically insignificant are Work and total life

space, and the social relevance of work life.

55

 Table-12:Summary of Hypothesis Testing

This sub-topic summarizes each of hypotheses stated in previous Chapter. The results

are displayed in the table below.

s/n Hypotheses Result

1 There is a significant relationship between Quality of work Accept

life and Organizational commitment.

2 H1: There is a significant relationship between adequate Reject

compensation and organizational commitment.

3 H2: There is a significant relationship between safe and Accept

healthy working condition and organizational commitment.

4 H3: There is a significant relationship between opportunity to Reject

use and develop human capacities and organizational

commitment.

5 H4: There is a significant relationship between work and total Accept

life space and organizational commitment.

6 H5: There is a significant relationship between the social Accept

relevance of work life and organizational commitment.

56

 CHAPTERFIVE: CONCLUSION AND RECOMMENDATION

5.1 Introduction

This chapter presents a conclusion and some relevant recommendations to practice as

well as for future researchers based on objective of the study mentioned in chapter

one.

5.2 Conclusions

Committed, knowledgeable, loyal and satisfied employees are the most important

success factor for any organization. So, the main priority should be to attract and

retain qualified staffs. Failure to achieve this goal means loss of efficiency, growth

and decline of organization position. Achieving a high Quality of work life is an

important purpose for many employees who are working in industries and

organizations. Bank employees desire pleasant working conditions, participation in

decision that affects their jobs, and valuable support. QWL is one of the attitudinal

variables which have a great impact on organizational commitment of employees.

Therefore, the main objective of this study is to find out the relationship of QWL and

its dimensions on organizational commitment of employees in Commercial Bank of

Ethiopia. Based on the analysis of the data the following conclusions are made:

As the demographic profile of the respondents indicates most of the respondents are

male i.e. 72%. The age of the majority of the respondents found within the age

between 29 to 39 age group followed by respondents aged 19 to 28. Therefore, most

of the current sample employees of the bank are less than age of 40 and considerably

young and productive. Most of the respondents are first degree holders indicating

78.5% and majority have been working in a bank for more than four years.

57

The correlation analysis result indicates that Quality of work life(0.144) and its five

dimensions i.e. Adequate and fair compensation(0.015), safe and healthy working

condition(0.303), Social relevance of work life(0.250), Work and the total life

space(0.516) have positive relations with organizational commitment of employees in

Commercial Bank of Ethiopia. Whereas, Opportunity to use and develop human

capacities (-.012) have a negative relationships with Organizational commitment.

However, among the five dimensions, Work and the total life space has the highest

positive correlation with Organizational commitment of employees.

From the regression result it is clearly observed that adequate and fair compensation,

Safe and healthy working condition, immediate opportunity to use and develop human

capacities, are significantly affecting organizational commitment of employees. Work

and the total life space and the social relevance of work life among the five

dimensions of QWL have not significant effect on organizational commitments of

employees in CBE. Based on this regression it can be concluded that 98.9% of the

change in organizational commitment is explained by Quality of work life.

In general, based on the discussion so far, it can be concluded that QWL play an

important role in enhancing Organizational commitment of employees in CBE. It is

observed that there is direct and positive relationship between QWL and OC of

employees. It means that QWL is directly proportion to OC. The change in QWL

experienced in an organization necessarily changes the OC of employees. This finding

is consistent with Huang et al. (2007), and Koonmee et al. (2010) found that

relationship between QWL and OC. Furthermore, Huang et al. (2007) indicates that

different dimensions of Quality of work life result indistinctive effects on

organizational and career commitment as it has been seen in this study.

58

5.3 Recommendation

This study provides valuable implications for the banks that have growing interest in

ensuring Quality of work life for attracting and retaining quality of human resources.

In general profit maker and service provider, governmental private organizations rely

on their employees in order to compete well and gain competitive advantage. In

present days improving quality service delivery is growing need to organizations in

Ethiopia. To be able to attain the intended objectives effectively, officials in the

sectors should engage in a practical means of retaining well experienced and well

educated employees whose proficiency is critical to service delivery. Thus, based on

the findings and the conclusions made before the following recommendations are

provided:

Firstly, CBE should become more conscious in ensuring adequate and fairness

in compensation, as compensation can strongly influence the employee

satisfaction which in turn enhances the commitment of employees in

organization.

The bank should emphasize on developing human capacities by focusing on

training programs, skill development programs, and by providing authority

and power to the employees. Besides, skill development program not only

ensure increased employee productivity but also it can have impact on

employee job satisfaction and organizational commitment as it can increase

the chance of job promotion and performance based incentives.

The bank will be able to increase its QWL among the employees by providing

more flexibility in the work assignments, working hour, and balancing the

work loads.

59

 Appropriated strategies should be adopted to ensure whether the employees

achieve personal identity and self-esteem in the climate of work place.

Job insecurity was found to give rise to stress as well as higher levels of intra-

personal conflict concerning work and personal life. Therefore, the bank

should pay special attention to the employees feelings of security about their

future employment like feeling secure knowing that one is not likely to get

laid off(Sirgy et al., 2001).

As to Walton (1974), wide variations exist in the extent to which

organizational culture respects to high standards of equity in distributing

rewards, and provides for due process in entire work related matters. So,

utilizing approaches that guarantee employees rights are necessary.

In general, transforming the work place pro-actively using a condition of well-

designed QWL initiatives for the employees will yield competitive advantage as it

will increase employee job satisfaction and commitment to organization. This in turn

will motivate the employees to perform in superior way, leading the organization and

their stakeholders to better future by yielding the expected outcome. Furthermore

appropriated strategies should be adopted with a view to ensuring the sustainability of

the economic contribution of the CBE, while maintaining a committed work force.

60

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73

 ADDIS ABABA UNIVERSITY

COLLEGE OF BUSINESS AND ECONOMICS

DEPARTMENT OF MANAGEMENT

MBA PROGRAM

Dear Sir/Madam

This questionnaire is intended to be used as primary data for masters thesis of my

MBA in management at Addis Ababa University on Quality of Work Life and

Organizational Commitment of employees in Commercial Bank of Ethiopia. As a

member of your organization, your participation in this study will be valuable and

greatly appreciated. Information gathered will be treated with utmost confidentiality

and will not be used for any other purpose.

INSTRUCTIONS: The questionnaires contain statements about Quality of work

life and Organizational Commitment. Please read each statement carefully and decide

if you ever felt this way about your profession and work environment. Please aware

that there is no right or wrong answers. You have to give your own opinion about

each item. Please circle your response to each statement according to the following

five-point scale in terms of your own agreement and disagreement of the statement.

Example: If you strongly agree with any of the statements given in the

questionnaire, you should circle on #5 and if you strongly disagree with any

statements please circle on #1. For the statement, where you cannot make a decision,

circle on three and rate others categories accordingly.

74

 Section one: Demographic Information

1. Sex A, Male B, Female

2. Age A, 19-28 B, 29-39 C, 40-55 D, 56 and above

3. Levels of Education A, Diploma B, Degree C, Masters Degree

D, PHD and above

4. Marital Status A, Married B, Single C, Divorced D, Widowed

5. Number of years of service at the present organization

A, Less than 1 year B, 1-3 C, 4-6 D, 7-10 E, 11 and

above

Section 2: Questions pertaining to Quality of work life

5= Strongly Agree 4= Agree 3= Neutral 2= Disagree 1= Strongly

Disagree

Adequate and fair compensation

1 Being paid according to individual capabilities, 1 2 3 4 5

knowledge, and experience.

2 Extra benefit 1 2 3 4 5

3 The facility of contributory provident fund. 1 2 3 4 5

Safe and healthy working condition

4 Existence of workload 1 2 3 4 5

The safety of worker is a high priority with 1 2 3 4 5

5 management where I work.

75

 The safety and health conditions where I work 1 2 3 4 5

6 are good.

Conditions on my job allow me to be about as 1 2 3 4 5

7 productive as I could be.

Immediate opportunity of use and develop human capacities

8 Provision of self-improvement for employees. 1 2 3 4 5

9 Employees participation in technical planning. 1 2 3 4 5

10 Fair attitude of supervisor and equitable 1 2 3 4 5

treatment.

Work and the total life space

11 Sufficient time to spend with family. 1 2 3 4 5

12 Flexible leave policy. 1 2 3 4 5

13 Flexible working hours. 1 2 3 4 5

14 Effect of energy and time spent on the job on 1 2 3 4 5

workers life.

The social relevance of work life

15 Social responsibility of the organization. 1 2 3 4 5

16 Contribution towards the improvement of the 1 2 3 4 5

culture of the society.

17 Nature of pricing services by the organization 1 2 3 4 5

from social point of view.

18 Matching of work life and social life. 1 2 3 4 5

76

5= Strongly Agree 4= Agree 3= Neutral 2= Disagree 1= Strongly Disagree

Section 3: Items related to organizational commitment of employees

Affective Organizational Commitment Scale

1 I would very happy to spend the rest of my 1 2 3 4 5

career with this organization.

2 I enjoy discussing my organization with 1 2 3 4 5

people outside it.

3 I really feel as if this organizations problems 1 2 3 4 5

are my own.

4 I think that I could easily become as attached 1 2 3 4 5

to another organization as I am to this one.

5 I do not feel like part of the family in my 1 2 3 4 5

organization.

6 I do not feel emotionally attached to this 1 2 3 4 5

organization.

7 This organization has a great deal of personal 1 2 3 4 5

meaning for me.

8 I do not feel a strong sense of belonging to my 1 2 3 4 5

organization.

77

 Continuance Organizational Commitment Scale

9 I am not afraid of what might happen if I quit 1 2 3 4 5

my job without having another one lined up.

10 It would not be too costly for me to leave my 1 2 3 4 5

organization now.

11 Right now, staying with my organization is a 1 2 3 4 5

matter of necessity as much as desire.

12 I feel I have too few options to consider 1 2 3 4 5

leaving this organization.

13 One of the few serious consequences of 1 2 3 4 5

leaving this organization would be the scarcity

of available alternatives.

14 One of the major reasons I continue to work 1 2 3 4 5

for this organization is that leaving would

require considerable sacrifice. Another

organization may not match the overall

benefits I have here.

Normative Organizational Commitment Scale

15 I think that people these days move from 1 2 3 4 5

company to company too often.

16 I do not believe that a person must always be 1 2 3 4 5

loyal to his or her organization.

78

17 Jumping from organization to organization 1 2 3 4 5

does not seem at all unethical to me.

18 One of the major reasons I continue to work 1 2 3 4 5

for this organization is that I believe that

loyalty is important and therefore feel a sense

of moral obligation to remain.

19 If I got another offer for a better job 1 2 3 4 5

elsewhere, I would not feel it was right to

leave my organization.

20 I was taught to believe in the value of 1 2 3 4 5

remaining loyal to one organization.

Thank you for completing this questionnaire!!!!!!!!

79

 Table13:parameter Estimate of regression output

Parameter Estimates

95%Confidence

Interval

Lower Upper

Estimate Std. Error Wald df Sig. Bound Bound

[OC] 42.706 12.373 11.913 1 .001 18.455 66.956

[OC] 49.394 12.290 16.153 1 .000 25.307 73.481

[OC] 50.478 12.267 16.934 1 .000 26.436 74.520

[OC] 51.674 12.237 17.832 1 .000 27.690 75.658

[OC] 56.733 12.252 21.442 1 .000 32.720 80.746

Compensation 95.175 26.357 13.039 1 .000 43.517 146.834

Compensation 95.063 26.158 13.208 1 .000 43.795 146.331

Compensation 94.983 26.344 13.000 1 .000 43.350 146.615

Compensation 95.315 26.379 13.056 1 .000 43.613 147.016

Compensation 95.632 26.517 13.006 1 .000 43.660 147.605

safe and health -178.689 25.271 50.000 1 .000 -228.218 -129.160

safe and health 20.071 9.155 4.806 1 .028 2.127 38.015

safe and health -64.916 15.759 16.968 1 .000 -95.803 -34.028

safe and health -104.514 23.398 19.953 1 .000 -150.373 -58.656

safe and health -104.606 23.524 19.773 1 .000 -150.713 -58.499

80

o human capacity 105.685 21.404 24.380 1 .000 63.734 147.636

c human capacity 105.378 21.288 24.503 1 .000 63.654 147.102

a
human capacity 104.174 21.207 24.130 1 .000 62.609 145.738
t
human capacity 38.954 10.393 14.049 1 .000 18.584 59.324
i
human capacity 0a . . 0 . . .
o
Total life space 4.949 6.567 .568 1 .451 -7.921 17.820
n
Total life space 6.769 7.634 .786 1 .375 -8.192 21.730

Total life space 0a . . 0 . . .

Total life space 11.532 8.659 1.774 1 .183 -5.438 28.503

Total life space 0a . . 0 . . .

Social relevance 0a . . 0 . . .

social relevance 0a . . 0 . . .

social relevance 2.225 3.438 .419 1 .518 -4.513 8.962

social relevance 2.225 4.281 .270 1 .603 -6.167 10.616

social relevance -6.120 6.004 1.039 1 .308 -17.888 5.649

Link function: Logit.

81