The relationship between work-family conflict and quality of work life with organizational commitment in employees

Dissertation for receiving a master's degree

in the career counseling field

Abstract:

The purpose of the present study was to investigate the relationship between work-family conflict and quality of work life with the organizational commitment of Gazsozan employees of Najafabad. The method of this research is a descriptive correlation type. The statistical population of this research consisted of 1200 employees of Najafabad Industrial Town in 2013. Among this number, a sample of 300 people was selected using Morgan's Krejci table and stratified random sampling method. The data collection tools were Allen and Mayer's Organizational Commitment Questionnaire (1993), Net Mehir's Work-Family Conflict Questionnaire (1996) and Walton's Work Life Quality Questionnaire (1975). The data analysis of this research was done using spss-21 software at two levels of descriptive statistics using statistical indicators such as frequency, mean and standard deviation, and at the level of inferential statistics appropriate to the level of data measurement and statistical assumptions, Pearson's correlation coefficient method, multivariate regression analysis method and single sample t were used. The results of the analysis of the research findings showed that there is a significant positive relationship between the quality of work life and organizational commitment. There is a negative and significant relationship between work-family conflict and organizational commitment, and there is also a significant positive correlation between organizational commitment and quality of work life components, and the results of multivariate regression analysis showed that the scales of work-family conflict and quality of work life can significantly predict organizational commitment by 16%, and the scales of family-work and work-family conflict can significantly explain the variance of organizational commitment by 10%. And the component subscales of the quality of work life can significantly explain the variance of organizational commitment by 37%. Keywords: work-family conflict, quality of work life, organizational commitment. Generalities of the research. Introduction and statement of the problem. effective performance of organizations; Therefore, we can call today's society an organizational complex. In the meantime, one of the most important means of achieving progress and development are organizations that can carry out their duties efficiently and effectively (Alegh Band, 2018). The existential philosophy of any organization is dependent on its human resources (Mehdizadeh and Hosseini, 2009). Almost all experts have considered human resources as the most essential factor; Therefore, human resources play a central role in the transformation of the organization, and huge organizational transformations originate from the unlimited intellectual capabilities of this factor (Luthans [1], 1998)

One of the effective processes in the organization's efficiency is the commitment and adherence of employees, which can lead to more effort and a stronger desire to maintain the organization (Paglis [2] and Green [3], 2002).

     Organizational commitment [4] includes the relative strength of an individual's identity by being in It is a special organization. This definition includes three concepts, which include a strong belief in accepting the organization's goals, great enthusiasm for significant effort in the organization, and finally the desire to continue being a member of the organization (Tang Chen [5], 2005; Paglis and Green 2002). Mathieu and Zajak [6] (1990) have divided variables related to organizational commitment into three major groups: 1. Precondition variables, 2- variables Correlated, 3-outcome variables. Madani and Zahedi (1384) have categorized the variables affecting organizational commitment into four groups as follows: 1- Personal variables 2- Occupational variables 3- Organizational variables 4- Environmental variables.

What is affected by the dimensions of the quality of work life[7] on employees' performance is the organizational commitment variable. As in foreign and domestic researches such as Ginudo [8] (1981), Linkin [9] (1991), Havelo [10] (1991), Jurtoft [11] (1993), Allen [12] (1996), John Sur [13] (2002), Hamidi (1381), Gohari (1376), Rostagari (1378), Sanobari (1379), Qomizadeh (1379), Jamshidi (1379), Moradian (1382) and Khoshbashi (1383) also showed that the existence of each of the issues mentioned in the quality of work life will improve the performance of employees.

      The term quality of work life, which originates from the concept of open technical-social system that was designed in the 1970s, helps to ensure independence at work, mutual dependence and the desire of people to be involved in work by using the most appropriate relationships between technology and social organizations (Edhikari [14] and Gutman [15], 2010). Although the socio-technical system is considered a contractual concept in practice, in this concept it is assumed that the optimal performance of the system and the correct technical organization are compatible with the job conditions in which the social and psychological needs of the workers are met. A better quality of work life leads to meeting the social and technical requirements of the job in our organizations (Mirkamali and Naranjai Thani [16], 2011).

     Initially, the quality of work life focused on the effects of employment on the general well-being and health of employees, but now its emphasis and focus has changed. Every organization needs to provide a good environment for employees, which includes all financial and non-financial incentives that they can retain their employees for a long time and to achieve the organization's goals (Karr [17], 2010). The quality of work life as a culture creates a high level of mutual commitment between individuals and the organization, in the sense that individuals are committed to the goals of the organization and its development, and the organization is also committed to the needs of individuals and their growth. Work-family conflict refers to an experience in which the demands of work and family interfere with each other and exceed the resources available to a person (Rantaten, Keenon, Fedelt and Pukinen [19], 2008). Work-family conflict occurs when people are in a situation where they have to perform multiple roles that require time, energy, and commitment, and all of them interfere with each other (Janes, Chunko, Rengarjan, and Robert [20], 2007). According to the definition of Greenhouse (1985, cited by Rostgar Khalid, 2015), work-family conflict is a type of inter-role conflict that Those pressures caused by work and family are incompatible from both sides or in some ways. This means that participation in work or family roles becomes difficult.

Work-family conflict is equally important for individuals and organizations. This conflict in organizations reduces productivity, organizational commitment, and job satisfaction, and increases lateness, absenteeism, and withdrawal from work (Cohen and Brewer, 2006; Connolly, 2000).

Work-family conflict comes from three sources: work-family interference based on time, which reflects a state in which job demands prevent employees from spending time on home and family affairs. Work-to-family interference is based on pressure, which is characterized by the fact that occupational stressors have led to the degradation of the individual's energy levels, which disrupts the vitality and energy of the worker, even when he is at home. In this form of conflict, working causes fatigue and apathy. Interference between work and family is based on the characteristic behavior that behaviors that are expected to be performed at the workplace, if they are expressed and established in the individual's family environment, create problems (Etzion [21], 1987; Greenhouse and Deutl [22], 1985).

The necessity and importance of the issue

increase (Stiers and Porter [23], 1992). First, organizational commitment is a new concept and is generally different from job dependence and satisfaction (Greenberg and Baron[24], 2000). Secondly, research has shown that organizational commitment has a positive relationship with consequences such as job satisfaction (Batman and Strasser [25] 1984), attendance (Matheo and Zajac [26], 1990), extrasocial organizational behavior (Erily and Chatman, [27] 1986) and job performance (Meyer, Allen and Smith 1993) and a negative relationship with the desire to leave the job (Moody [28], Porter and Steers, 1982).

    Employees who have commitment and adherence are more disciplined in their work and stay and work longer in the organization. Managers must maintain and cultivate their and employees' commitment and stability to the organization (Wang et al., 2006) and the positive effect of organizational commitment on the performance of organizations has been confirmed in many researches. People who have less commitment are more absent from work (Allen and Mayer, 2002).

Organizational commitment as an attitude and way of thinking, as stated by Koch and Essiers (1998), is able to provide managers with useful information for planning, organizing, retaining and maintaining human resources, absenteeism and lateness, as well as increasing efficiency and performance.