How Quality of Work Life Drives Organizational Citizenship Behaviour: Mediating Roles of Employee Well-being and Management Practices

Abstract

This article examines the relationship between quality of work life (QWL) and organizational citizenship behaviour (OCB) amongst IT sector employees. It also investigates the mediating roles of employee well-being and management practices with QWL and OCB. The theory of organization is a grand theory that has been used in this study, a and cross-sectional design has been used to test the hypotheses. QWL, employee well-being, management practices and OCB were measured using structural equation modelling (SEM). The findings suggest that QWL significantly influenced OCB, employee well-being and management practices. Employee well-being was found to be a significant predictor of OCB. Management practices had a negative effect on OCB. Employee well-being was a mediator between QWL and OCB and between management practices and OCB. However, management practices did not mediate the relationship between QWL and OCB. This means that if IT companies initiate the QWL at the workplace through management practices then employee well-being will further enhance OCB. This article offers a strong empirical base for future research on the association between QWL, OCB, employee well-being and management practices. This study has strong implications for practitioners dealing with diverse workforce to formulate strategies that promote QWL and hence OCB as an outcome.

Keywords

Quality of work life (QWL)organizational citizenship behaviour (OCB)employee well-being management practices

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