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Quality of Work Life and Job Performance: Empirical Evidence from Station Masters Working at Sri Lanka Railways

Authors:

J. Ramawickrama ,

University of Sri Jayewardenepura, LK
About J.

Faculty of Management Studies and Commerce


Senior Lecturer, Faculty of Management and Finance, University of Ruhuna, Matara

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H. H. D. N. P. Opatha,

University of Sri Jayewardenepura, LK
About H. H. D. N. P.
Senior Professor, Faculty of Management Studies and Commerce
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M. D. Pushpakumari

University of Sri Jayewardenepura, LK
About M. D.
Senior Lecturer, Faculty of Management Studies and Commerce
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Abstract

Quality of work life in an organization is a critical factor for deciding employee related outcomes in modern organizations. The main aim of this study is to investigate the relationship between the dimensions of the quality of work life and job performance dimensions through a survey method using a questionnaire administered to a sample of 280 Station Masters who are employed at Sri Lanka Railways. The construct ‘quality of work life’ was measured by using eight dimensions based on Walton’s model developed in 1975. A three component model including task performance, citizenship performance and counterproductive work dimensions was used for measuring job performance. This study used descriptive statistics, correlation and regression analyses to examine the relationship between the two variables. The result indicates that there is a strong, positive and significant relationship between the two variables and are positive and significant associations among the measurement dimensions of the variables. Further, the quality of work life has a substantial influence on job performance. The paper has of importance as it contributes to the existing body of knowledge originally and the contributions have been specified.
How to Cite: Ramawickrama, J., Opatha, H.H.D.N.P. and Pushpakumari, M.D., 2018. Quality of Work Life and Job Performance: Empirical Evidence from Station Masters Working at Sri Lanka Railways. Sri Lankan Journal of Human Resource Management, 8(1), pp.1–22. DOI: http://doi.org/10.4038/sljhrm.v8i1.5638
Published on 30 Dec 2018.
Peer Reviewed

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