Relationship Between Quality of Work Life and Employee Commitment of Unionized Employees of Kenya Commercial Bank Branch Network in Nairobi
Odoyo, Joyce M
MetadataShow full item record
Determining the quality of work life (QWL) of employees is an important consideration for employers interested in improving employees’ job satisfaction and commitment. The objective of this study was to investigate the relationship between quality of work life and employee commitment among unionized employees of Kenya Commercial Bank branch network in Nairobi. Descriptive census survey was used for the study. The entire population of 290 unionized employees were issued with semi-structured questionnaires and a response rate of 61% (177 out of the 290) was attained. Pearson’s product moment correlation technique was used to establish the strength and significance of the relationship between QWL and employee commitment among the unionized employees of KCB branch network in Nairobi. The findings indicate that majority of unionized employees of KCB are satisfied with the QWL within the organization and agreed to portray a sense of commitment. Employees who generally felt that the quality of work life within the organization is good, at the same time agreed that they are committed to their job and to the organization. The research revealed that there is a strong positive linear correlation between QWL and employee commitment among the unionized employees of KCB. The respondents however, cited that for them to experience even a greater QWL, the bank should address issues on remuneration, skill match, job rotation and promotion policies. tv Employees who are generally happy with their work are said to have a high quality of work life and those who are unhappy or unfulfilled by their work are said to have a low quality' of work life and demonstrate lack of commitment. The bank should conduct a skill match to align responsibilities to employee knowledge and skills in order to achieve even higher levels of efficiency and effectiveness in realizing organizational goals. Policies on job rotation and promotion should be revised to promote more openness and transparency within the bank. The bark should also review remuneration to match competition and the rising costs of living in order to boost QWL and enjoy even greater employee commitment.