The relationship between quality of work life and human resource productivity in knowledge workers
Introduction: Health care systems depend critically on the size, skill, and commitment of the health workforce. Therefore, researchers have a close observation on the subjects which leads to an increase in the productivity of human resources. This study aims at determining the relationship between the quality of work life and the productivity of knowledge workers of the central field of Shiraz University of Medical Sciences, in order to determine the factors effective in the quality of their working life.
Keywords: Quality of work life, Human resource productivity, Knowledge workers
Introduction
Health care systems depend critically on the size, skills, and commitment of the health workforce (1).Although human resources can face organizations with lots of expenditure, they have a great influence on the organizationsrsquo; performance (2).
The demand for health care services is affected by a variety of factors such as the aging population and technological improvements. The progress of health care services can be measured in different ways; for instance, investing in input factors, such as capital and labor, or increasing the productivity regarding one or more inputs, such as the labor productivity. Therefore, the indicators of health care services are considerably important (3).
Pfeffer (1994, 1998) suggests that success, in todayrsquo;s dynamic and complex markets, depends more on innovation, speed, and adaptability, which is certainly related to human resources, rather than economy, technology, patents, and access to capital (4).
Of course, the structure of the economy continues to change; once companies were dependent on the productivity of a manual workforce while, nowadays, they increasingly depend on the productivity of the knowledgeworkers. Today, knowledge workers account for more than two-thirds of the workforce of the world and, thus, should be the focus of the strategic plans to improve the productivity (5).
The term knowledge worker, which is sometimes known as white-collar worker is relatively a new term. Drucker first used this term for the employees who worked with intangible resources. Later on, the researchers defined the knowledge employees as those who used knowledge to produce products or services (5).
Knowledge workers are inherently cognitive rather than physical. Some examples of knowledge workersrsquo; outputs include analysis, evaluations, instructions, programs, plans, assurances, reasoning or arguments, decisions, and action plans (6). A lot of such duties can be found on the medical staff.
Some researchers consider the promotion of the quality of work life (QWL) as a method for improving the productivity of human resources. Enhancing the quality of work life increases the quality of life as a whole. The quality of work life includes the kind of planning, strategies and environment which all affect the employeesrsquo; satisfaction (7).
According to Fernandes (1996), the conception of quality of work life includes not only protecting the workers and estimating their basic needs, but also considering their social responsibilities as well as spiritual aspects (8).
High quality of work life also defines the characteristics of the work and the working environment which affects the employeesrsquo; work lives. QWL has been well recognized as a multi-dimensional construct (9).Walton proposed the conceptual categories of QWL in 1974. He enclosed eight factors in which the employeesrsquo; perceptions towards their work organizations could determine their QWL: adequate and fair compensation, safe and healthy environment, development of human capacities, growth and security, social integration, constitutionalism, the total life space, and social relevance. Despite the growing complexity of working life in the course of time, Waltonrsquo;s (1975) conceptual categories have still remained a useful analytical tool (10).
A high quality of work life is vital for organizations to absorb the best staff and help keep them (10). The philosophy of QWL aims to empower the leaders and the employees to improve their subjective QWL-dimensions, such as work and job satisfaction, and to improve health as well as performance (11).
Improving the quality of work life promotes the sufficient use of the existing workforce skills and increases the employeesrsquo; involvement. Most importantly, it encourages the enhancement of the internal skills in order to create a more professional, motivated, and efficient working environment (12).
Quality of work life programs can result in life satisfaction, happiness, and subjective well-being. The core role of the QWL movement is to fulfill the employeesrsquo; needs
through the organization development. Therefore, QWL is associated with the employeesrsquo; productivity, job satisfaction, organizational commitment, and low turnover rates (13, 14). Hence, companies need to find out the factors which influence the employeesrsquo; satisfaction and to ensure about their quality of work life (15).
Productivity is also one of the measures for monitoring the organizationsrsquo; outcomes as well as personnel efficiency. Productivity means goods and services produced in a specified period of time in relation to the resources utilized. Cohen et al. (1995) believe that productivity is more than a narrow economic measure, since it also measures how well a group performs its required responsibilities to satisfy its customers. So, productivity suggests effectiveness and efficiency of the employees (16).
Regarding the above-mentioned points, the present study aims to evaluate the productivity as well as the working life quality of the central field in Shiraz University of Medical Sciences, and to study the relationship between these variables.
Methods
A cross sectional design was used in this study.
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