Effect of QWL On Oc of Employees-2

‫دمسي درخ‬
THE EFFECT OF QUALITY OF WORK LIFE ON EMPLOYEE’S

COMMITMENT TO THE ORGANIZATION: A CASE STUDY
OF ADDIS ABABA REVENUE BUREAU’S
MERKATO NO. 2 BRANCH OFFICE
By
DEREJE DEMISSIE SHASHO (M. Sc.)
January, 2022
ADDIS ABABA, Ethiopia
RESUMÉ, CV
A: Personal Identification
Name: Dereje Demissie Shasho

Age: 50 Years
Sex: Male
Date of Birth: February 08, 1973
Place of Birth: Ligeba, Lode Hetosa, Arsi Zone, Ethiopia
Marital Status: Bachelor
Health Status: Excellent
Nationality: Ethiopian
Address: Arsi Robe town, Arsi Zone, Ethiopia
Mobile Phone: +251922304635
Email address: esandemissie@gmail.com
B: Educational History
S. N. Level Name of University/school Year of attendance Awards
1 Postgraduate SGS, AAU Sep. 1995-jan. 1999 M.Sc degree
2 Undergraduate Science Faculty, AAU Sep. 1989-Nov.6, 1993 B.Sc degree
3 Grade 12 Asella Comp. Sec. School Sep.1988-June 1989 Certificate
4 Grade 9-11 Huruta Senior Sec. School Sep. 1985-jun. 1988 Not Applicable
C: Work Experience
Employer organization Position Main Responsibilities Duration
Self-employed Consultant and - Undertaking research
Freelance Worker works in collaboration with
the principal investigators
- Supervising the activities
of investigation being
undertaken, July 1, 2007-
Present
- Assisting in designing
database and analyzing
collected data,
- Assisting in writing up of
the research report,
i
- etc
Rehoboth Medical - Instructing students taking Apr. 2006- Jun.
College different ICT course works 2006
related practices
Chilalo University DEAN, Academic - Administrative activities Nov. 2003-Feb.
College Dean and Instructor - Managerial functions 2004
- Instructing courses
- Advising students
Jimma Teachers’ - Lecturer - Instructing courses Sep. 1, 2000- Feb.
College - Advising students 29, 2002
- Supervising laboratory
works
- Conducting action and
applied research works
- Attending educational
seminars and workshops as
well as other conferences
offered by experts
- Invigilating examinations
- Marking examination
papers of distance and
extension program students
- Giving tutorial sessions for
distance students as per the
time table of the college
and/or MOE
Bahir Dar Teachers’ - Lecturer - Instructing courses Dec. 1, 1993 – Sep.
College - Assistant - Advising students 30. 1999
lecturer - Supervising laboratory
- Graduate works
Assistant - Conducting action and
applied research works
- Invigilating examinations
- Facilitating and guiding
laboratory works
- Marking laboratory reports
of students
- Setting equipments,
materials and reagents
enquired for the practical
sessions
- Attending educational
seminars and workshops as
well as other conferences
offered by experts
D: Qualification Areas
Area of experience &
Examples of expertise and qualification
qualification
Sanitation - Basics of the sanitation science principles, guidelines and
recommendations developed and implemented by WHO and UN
ii
member countries
- Assessing sanitation status of communities and prioritizing
promotion and interventional areas
Personal Hygiene - Basics of the personal hygiene principles, guidelines and
member countries
- Assessing personal hygiene status of individuals and food
handlers in urban and rural settings as well as food and drinking
establishments and prioritizing promotion and interventional areas
Public Health - Basics of the public health related principles, guidelines and
member countries
- Assessing personal public health related problems and practices,
attitudes and knowledge of individuals and HHs in urban and
rural settings and prioritizing promotion and interventional areas
Human Retrovirology - HIV culturing, phenotyping, sequencing and related issues
- Molecular biology of HIV-1 isolates, HMA, PCR, NASBA, etc
Immunology - Five differential, coulter counting, PBMC isolation and storage,
FASCan assays, etc
Serology - ELISA, WESTERN- AND Southern blotting, Agglutination and
many others
Microbiology - Almost all laboratory techniques and theoretical principles
E: Computer Related Skills and Knowledge

Area name Skills and Examples of are if relevant
Competenci
es
Microsoft Word Excellent Processing, editing, writing, etc
Microsoft Excel Excellent Creating; entering, exporting, analyzing, etc of data;
producing reports;
Microsoft Access Excellent Creating and designing charts; entering, analyzing and
editing data, etc
Microsoft Publisher Excellent
Microsoft PowerPoint Excellent Creating lecture notes, presentation of research works, etc
Utility software Very good SPSS, IBM SPSS21, Stata Version 8 to Version 12,
Harvard Graphics, Epi-Info version 5 to version 7 and some
others
Programming Good C++, Visual, Visual C+, Visual C++, Java, etc
languages
F: Language Skills
Language type Skills

Reading Writing Speaking Understanding
English Excellent Excellent Very good Excellent
Afaan Oromo Excellent Excellent Excellent Excellent
Amharic Excellent Very good Excellent Excellent
G: Publications
I: Published
iii
[1]. HIV-1 Subtype C Syncytium- and Non-Syncytium-Inducing Phenotypes and Co-Receptor

Usage Among Ethiopian Patients with AIDS. AIDS, 1999; 13(11):1305-1311.
II: Unpublished- I have undertaken and produced some articles listed below only as examples
[1]. Retrospective Evaluation of Ceftriaxone Utilization in Inpatient Wards at Asella Referral and
Teaching Hospital, Central Ethiopia
[2]. Metronidazole Injection Use Evaluation in Inpatient Wards at Asella Referral and Teaching
Hospital, Central Ethiopia
[3]. Assessment of Preference of Pregnant Women for Place of Delivery and Factors Associated
with Institutional Delivery among Ante Natal Care (ANC) Service Attending Women at
Asella Town in Governmental Institutions, Central Ethiopia
[4]. Pregnant Women Preference of Place of Delivery and Factors Associated with Institutional
Delivery among ANC Attending Women at Asella town Governmental Health Facilities
[5]. Magnitude, Factors Associated with Successful Vaginal Birth after Cesarean Section and Its
Outcomes in Bishoftu General Hospital, Ethiopia
[6]. Assessment of the Magnitudes and Correlates of Anemia among Pregnant Women Attending
Antenatal Care Service Clinics in Robe Didea Hospital, Southeastern Ethiopia
[7]. Mechanical Ventilation Weaning Outcomes and Associated Factors among Patients Admitted
to Adult Intensive Care Unit of Governmental Hospitals, Addis Ababa, Ethiopia: Cross-
Sectional Retrospective Study Design
[8]. Assessment of Determinants of Client Satisfaction with Quality of Nursing Care among
Patients Admitted to Adults Ward in Adama Hospital
[9]. Prevalence of Undernutrition and Associated Factors among Family Planning Attendants in
Asella Town Governmental Health Institution, Central Ethiopia
[10]. Prevalence of Protein Energy Malnutrition (PEM) Among Children Six Months to Five Years
of Age in Bilalo Town, Arsi Zone, Ethiopia
[11]. Determinants of Utilization of Integrated Community Case Management Services for
Childhood Illnesses among Mothers in Hetosa Woreda, Arsi Zone
[12]. Prevalence of Undernutrition and Associated Factors among Adult Tuberculosis Patients in
Asella Hospital and Surrounding Health Facilities, Central Ethiopia
[13]. Peoples’ Attitude towards Using Family Planning Methods: The Case Study of Sire Town,
Central Ethiopia
[14]. Knowledge, Attitudes and Practices of Family Planning Methods among Pregnant Mothers
Attending ANC Clinic at Arsi Robe Health Center, South East Ethiopia
[15]. Knowledge, Attitudes and Practices of Mothers towards Prevention and Control of Childhood
Diarrheal Diseases in Gonde Town, Central Ethiopia
[16]. And many others that I could present upon request.
H: Referees
iv
1. Prof. Endashaw Bekele (PhD); AAU, Department of Biology, Tel.: +251947407077.

2. Prof. Yalemtsehay Mekonnen (PhD), AAU, Dept. of Biology, Tel.: +251913244396.
3. Prof. Amare Gessesse (PhD), AAU, Dept. of Biology, Tel.: +251911146855.
4. Dr. Dawit Abate (PhD); AAU, Department of Biology, Tel.: +25111114250.
5. Prof. Beyene Petros (PhD); AAU, Department of Biology, Tel.: +25111114250.
v
ACKNOWLEDGEMENTS
I like thank my family who encouraged me and prayed for me. Last but not least, my due
acknowledgement and thanks go to Ato Mekibinnan Demissie for his assistance and guidance
while I’m writing up this research work report and for the provision of some valuable articles
on the QWL instruments.
vi
TABLE OF CONTENTS
Content Page
RESUMÉ, CV i
ACKNOWLEDGEMENTS vi
TABLE OF CONTENTS vii
ABSTRACT x
LIST OF TABLES xi
LIST OF FIGURES xii
ACRONYMS AND ABBREVIATION xiii
CHAPTER ONE 1
1: INTRODUCTION 1
1.1. Background of the Study 1
1.2. Statement of the Problem 3
1.3. Objective of the study 6
1.3.1. General objective 6
1.3.2. Specific objective 6
1.4 . Significance of the Study 6
1.5. Scope of the study 7
1.6. Organization of the study 8
1.9. Definition of Key Terms 8
CHAPTER TWO 10
2: LITERATURE REVIEW 10
2. Introduction 10
2.1. Theoretical Review 10
2.1.1. Definition and Concept of Quality of Work Life 10
2.1.2. Factors Affecting Quality of Work Life 10
2.1.3. Quality of Work Life Parameters 12
2.1.4. Definition and Concepts of Organizational Commitment 16
2.1.5. Quality of Work Life and Organizational Commitment 18
2.2. Empirical Review 18
2.3. Conceptual Frame Work of the Study 22
CHAPTER THREE 23
vii
3: RESEARCH DESIGN AND METHODOLOGY 23
3.1. Introduction 23
3.2. Research Approach 23
3.3. Research Design 23
3.4. Data Type and Source of Data 24
3.5. Data Gathering Technique and Tools 24
3.6. Sampling Design 24
3.6.1. Target Population 24
3.6.2. Sampling size and sampling technique 25
3.7. Validity and Reliability 26
3.8. Methods of Data Analysis 27
4.8. Ethical Considerations 28
CHAPTER FOUR 29
4: RESULTS AND DISCUSSION 29
4.2. Socio-Demographic Characteristics of the Respondents 29
4.3. Correlations among Explanatory Variables and OC of Employees 31
4.4. Commitments of Employees to the Organization 32
4.4.1. Affective Commitments 32
4.4.2. Continuance Commitments 34
4.4.3. Normative Commitments 36
4.5. Quality Work Life (QWL) Dimensions 38
4.5.1. Adequate Income and Fair Compensation 38
4.5.2. Safe and Healthy Working Conditions 41
4.5.3. Opportunities to Use and Develop Human Capacities 43
4.5.4. Opportunities for Career Growth and Security 45
4.5.5. Constitutionalism at Work Place 49
4.5.6. Overall Quality of Work Life 51
4.6. Effects of QWL on Organizational Commitments of Employees 53
CHAPTER FIVE 64
5: CONCLUSIONS AND RECOMMENDATIONS 64
5.2. Conclusions 64
5.3. Recommendations 66
viii
6. REFERENCES 68
7: APPENDIX 72
Appendix I: OC and QWL Surveying Questionnaire 72
ix
ABSTRACT
The study aimed to assess the effect of quality work life (QWL) on organizational commitment of
employees in Merkato number 2 medium tax payer’s branch office of the Addis Ababa city
government revenue bureau. A facility-based descriptive cross-sectional study design was
employed in Merkato number 2 medium tax payer’s branch office of the Addis Ababa city
government revenue bureau among 216 employees selected using stratified random sampling
techniques. Necessary data was collected using semi-structured questionnaires. Collected data
was analyzed using descriptive and inferential statistical methods of data analyses such as
measures of central tendency and measures of variability, percentages, correlations, single and
multiple regression analyses along with one-way ANOVA. Implementation status of QWL was
very good; organizational commitments of employees were about fifty-two percent. There were
statistically significant relationships between organizational commitments of employees, and
opportunities to use and develop human capacities, safe and healthy working conditions,
opportunities for career growth and security, and adequate income and fair compensation, and
constitutionalism at work place. opportunities to use and develop human capacities, safe and
healthy working conditions, and opportunities for career growth and security significantly and
positively effected on the organizational commitments of employees in the branch office of the
Addis Ababa city but adequate income and fair compensation, and constitutionalism at work
place created significant and negative effects on the organizational commitments of employees
in the branch office. Mean value of overall pooled was 3.0478 and its standard deviation was
0.82673 while that of organizational commitment factor was 3.0582 and its standard deviation
was 0.80162. Adequate income and fair compensation made the impact of 99% on
organizational commitment; it had statistically significant but negative effect on organizational
commitment by 16.90 percent. Safe and healthy working conditions made the impact of 99.30%
on organizational commitment; and it had statistically significant positive effect on
organizational commitment by 52.30 percent. Opportunities to use and develop human
capacities had the impact of 99.30% on organizational commitment; and had statistically
significant positive effect on organizational commitment by 74 percent Opportunities for career
growth and security had the impact of 99.20% on organizational commitment and had
statistically significant positive effect on organizational commitment by 21.90 percent.
Constitutionalism at work place had the impact of 98.80% on organizational commitment; but it
had statistically significant but negative effect on organizational commitment by 31.50 percent.
Among the explanatory variables, opportunities to use and develop human capacities, safe and
healthy working conditions, and opportunities for career growth and security were mostly
contributed to creating organizational commitment among employees of the office addressed in
the study in decreasing orders of magnitudes. It seems appropriate and necessary if the office
has somehow improves the adequacy and fairness of its income and compensation, if the office
has reconsidered how well does it implemented and practiced constitutionalism at work place,
and investigating the effects of QWL consisting of more than five dimensions to further improve
and positively mold its employees organizational commitments.
Keywords: QWL, Organizational Commitments, Addis Ababa City, Revenue Bureau, Merkato,
Ethiopia
x
LIST OF TABLES
Table 3.1: Sample size of the study ...................................................................................... 26
Table 3.2: Dimensions of the items and their reliability per category and overall 27
Table 4.1: Socio-demographic features of the respondents 29
Table 4.2: Descriptive Statistics of the dependent and independent variables 30
Table 4.3: Descriptive Statistics of the dependent and independent variables 32
Table 4.4: Respondent’s agreement status on affective commitments 34
Table 4.5: Respondent’s agreement status on continuance commitments 36
Table 4.6: Respondent’s agreement status on normative commitments 39
Table 4.7: Respondent’s agreement status on adequate income and fair compensation 40
Table 4.8: Respondent’s agreement status on safe and healthy working conditions 43
Table 4.9: Agreement status on opportunities to use and develop human capacities 45
Table 4.10: Agreement status on opportunities for career growth and security 48
Table 4.11: Respondent’s agreement status on constitutionalism at work place 51
Table 4.12: Respondent’s ratings of overall quality of work life 53
Table 4.13: Regression Analysis for factors and organizational commitment 56
Table 4.14: Regression Analysis on effect of factors on OC using one-way ANOVA 57
Table 4.15: Coefficients of the five dimensions of QWL and their constant 57
Table 4.16: Model summary for overall QWL 58
Table 4.17: Fisher’s exact test on effect of overall QWL on OC 58
Table 4.18: Coefficients of overall QWL 59
xi
LIST OF FIGURES
Figure 2.1: Conceptual Framework of the study; .................................................................... 23
Figure 4.1: Results for diagnostic tests underlying multivariable regression 60
xii
ACRONYMS AND ABBREVIATION
AIFC Adequate Income and Fair Compensation
CN Constitutionalism
OC Organizational commitment
OCGS Opportunity for Carrier Growth and Security
OUDHC Opportunity to Use and Develop Human Capacity
SHWC Safe and Healthy Working Condition
SPSS Statistical Package for the Social Sciences
QWL Quality of Work Life
xiii
CHAPTER ONE
1: INTRODUCTION
1.1. Background of the Study
According to Harrison (1985), QWL is defined as the level of material or psychological
contribution provided by the companies for its employees. Based on Cunningham, and
Eberle, (1990.), in organizational behavior, Quality of work life is the current idea which is
defined by elements such as the task, the physical work environment, social environment
within the organization, administrative system and relationship between life on and off the
job. According to Fields and Thacker 1992, QWL has an influence on employee’s
organizational behaviors such as organizational identity, organizational commitment, job
satisfaction and work performance. Employees who have lower quality of work-life lacks
their motivation for work, they do not have a good performance at work, they have low
commitment to their employers as well as for organizations, they do not attend on their job on
time and also change their jobs frequently.
Sirgy et al. (2001) mentioned that organizational commitment can be experienced when a
person feels positive about the organization. Sirgy et al. (2009) identified seven major needs,
each having several dimensions. These are: (a) health and safety needs (protection from ill
health and injury at work and outside of work, and enhancement of good health), (b)
economic and family needs (pay, job security, and other family needs), (c) social needs
(collegiality at work and leisure time off work), (d) esteem needs (recognition and
appreciation of work within the organization and outside the organization), (e) actualization
needs (realization of one's potential within the organization and as a professional), (f)
knowledge needs (learning to enhance job and professional skills), and (g) aesthetic needs
(creativity at work as well as personal creativity and general aesthetics)
There are disparities among organizations in terms how much effectively they work for the
quality of work life of their employees worldwide. For instance, there are some organizations
which work effectively for the quality of work life of their employees; and there are also
many organizations that still don’t work effectively for the quality of work life of their
employees. According to Rose et al., (2006), quality of work life is a recent topic of
organizational behavior, some of the elements that are relevant in defining an individual’s
quality of work life would include the task, the physical work environment, social
environment within the organization, administrative system and relationship between life on
and off the job.
1
Asgari et al. (2011) mentioned that when employees are committed to the organization, they
get their identity inside it and remain loyal to it. Fields and Thacker (1992) reveal that the
quality of work life influence employees’ organizational behaviors such as organizational
identity, organizational commitment, job satisfaction and work performance. But it is also
notable that the above studies did not look at the level of effect of each dimension of QWL
and its corresponding relationship with organization commitment as a whole. So, the purpose
of the research is to fill the gap of the existing problem by considering QWL parameters. To
do so, the researcher will consider important parameters to the effect of quality of work life
such as adequate income and fair compensation, opportunity to career growth and security
and Constitutionalism on organizational commitment.
Normala (2010) explains that in order to improve employee’s job satisfaction and
commitment, it is important to determine the quality of work life of employees in their
working organizations. According to Kotze (2005), QWL aims mainly at achieving two basic
goals; improving the level of productivity and efficiency of the organization as a whole, to
create a more inviting environment for the employees, and promoting the quality of job
experience for the employees
Based on Noushin et al. (2013), the relationship between QWL and organizational
commitment found to be direct and significant co-relation between fair and enough payment
(salary and allowances) and organizational commitment and also significant correlation
between health security and work conditions and Organizational Commitment and balance in
work and other life aspects with organizational commitment. As a result, this study will be
done on the QWL parameters like adequate income and fair compensation, opportunity for
career growth and security and constitutionalism effect on organizational commitment, the
desire to be a member of an organization and not to complain about their organization.
In Ethiopia, there are many governmental, share and private companies who are actively
engaged in providing service for its local and foreign customers. Merkato No 2 Branch Office
is one of the Addis Ababa Revenue Bureau Branch Office, which is delegated to assess and
collect both direct and indirect taxes from Category “A”, “B” and “C” taxpayers performing
different types of business activities in four tax center (Maekel) and Branch Office. The
office was established in December 01, 2004 E.C. with 139 total numbers of employees.
Currently the office has 250 males 219 females in totals 469 employees. These employees are
assets of the office and/or bureau. These human assets have several questions and grievances
which come from the organizational problem in failing to meet employees’ expectations and
in its failure to appropriately handle the complaints and change resistance of employees.
2
Although there were Organizations that work effectively for the quality of work life of their
employees, there were also some organizations which still had some gaps on fulfilling the
quality of work life (QWL) of its employees. These were the reasons why this research aimed
to investigate or assess the effect of quality of work life parameters on organizational
commitments of employees of Addis Ababa Revenue Bureau’s Merkato No. 2 Branch Office,
and also to identify the level of effect of each dimension and its corresponding relationship
with organization commitment.
1.2. Statement of the Problem
Examining the quality of work life of employees and the impact of employee’s commitment
on organization is generally posited that it was an important issue of consideration for
organizations to achieve their desired level of productivity and efficiency as a whole.
However, these thematic issues in Addis Ababa City were not documented so far. Also, the
extent of the impacts of quality of work life on the organization commitment and how much
does employee’s commitment to their organizations to achieve the desired levels of
organizational productivity, performances and profitability were not addressed and properly
documented yet for the specific study settings. Therefore, in the absence of well-articulated
and documented empirical evidences and findings, it was hardly possible to design and
implement strategies that help to create a more interesting environment for the employees and
promote the quality of work life for the employees. Scholars argue that organizations that
work effectively towards improving the quality of work life of their employees able to create
a more interesting environment for the employees and, in turn to able to achieve their desired
levels of productivity and efficiency, profitability and creating good public images of their
organizations (Vance, 2006; Hosseini and Musavi, 2009; Meyer and Allen, 1991; Morrow,
1993; Normala, 2010) as there are direct positive relationships among better organizational
commitment of employees, healthy and good quality of employee’s work life, and improved
organizational productivity, performance and profitability. Similarly, high levels of
employees’ commitment to their organizations also reinforce and strengthen very good
organizational productivity, efficiency and profitability.
Several previous research studies’ findings done to examine the effect of quality of work life
on organizational commitment of employees reveal that there are varying types of
associations between quality of work life of employees and their levels of organizational
commitment throughout the globe. For instance, the study done by Adikoeswanto, Eliyana,
Hamidah, Sariwulan, Buchdadi and Firda (2020) revealed that employee development has a
3
significant effect on organizational commitment, participation has a significant effect on

organizational commitment, compensation has a significant effect on organizational
commitment, then supervision has a significant effect on organizational commitment, and
finally the work environment also exerted significant effect on organizational commitment to
employees in the finance section of PT. Again, an independent study indicated that quality of
work life had statistically significant positive influence on organizational commitment with
the standardized coefficients (β) was 0.551; organizational citizenship behavior statistically
significant positive influence on organizational commitment, the standardized coefficients (β)
was 0.652 and relationship between quality of work life and organizational commitment with
organizational citizenship behavior as a moderator variable, the standardized coefficients (β)
was 0.500 (Traiyotee, Taeporamaysamai and Saksamrit, 2019).
Still, the empirical study done previously through cross-sectional survey among 254
employees who were working in the manufacturing firms in Bayan Lepas Free Industrial
Zone, Penang, Malaysia which analyzed collected data using multiple regression analysis
technique revealed that adequate and fair compensation, opportunity for continued growth,
security, social relevance of work life, social integration and work and total life space in the
work organization are negatively related to turnover intention; opportunity for continued
growth, security and social relevance of work life and social integration in the work
organization are found to be positively related affective commitment; opportunity for
continued growth, security and social relevance of work life are positively related to
continuance commitment; adequate and fair compensation, opportunity for continued growth,
security and social relevance of work life and social integration in the work organization are
positively related to normative commitment; and all commitment dimensions are found
negatively related to turnover intention (Yusoff, Rimi and Meng, 2015).
According to the findings of Afşar (2014), the quality of work-life has a positive impact on
affective and normative commitment of the academicians working for both state and
foundation universities whereas it has a negative impact on the continuance commitment.
Furthermore, researchers reported that there are significant positive correlation exists
between economic factor and organization commitment; significant positive correlation exists
between social factor and organization commitment; significant positive correlation exists
between training and development and organization commitment; significant positive
correlation exists between career development and organization commitment; significant
positive correlation exists between work-life balance and organization commitment; and
4
significant positive correlation exists between overall QWL and organization commitment
(Varma, Patil and Ulle, 2018).
Geda (2013) found that there is direct and positive relationship between QWL and OC of
employees. It means that Quality of Work Life is directly proportion to OC. The change in
Quality of Work Life experienced in an organization necessarily changes the OC of
employees. It is clearly observed that adequate and fair compensation, safe and healthy
working condition, immediate opportunity to use and develop human capacities, are
significantly affecting organizational commitment of employees. Work and the total life
space and the social relevance of work life among the five dimensions of Quality of Work
Life have not significant effect on organizational commitments of employees in CBE. Based
on this regression it can be concluded that 98.9% of the change in organizational commitment
is explained by Quality of work life. These are the only study which are conducted in
Ethiopia in the area of Quality of Work Life and Organizational Commitment in the banking
sector.
However, there was no reported empirical study done to assess the effect of quality of work
life on organizational commitment of employees in the case of Addis Ababa Revenue Bureau
Merkato No. 2 Branch Office based on personal communication held with the managers of
the bureau and in the internet-based websites as far as the knowledge of the principal
investigator was concerned. Thus, in order to fill these identified knowledge gaps, this study
aimed to assess the effect of quality of work life on organizational commitment of employees
in the case of Addis Ababa Revenue Bureau’s Merkato No. 2 Branch Office in 2021/22 fiscal
year.
In order to guide the study, the following basic research questions are formulated that were
answered upon successful accomplishment of the study:
 What is the effect of adequate income and fair compensation on organizational
commitment of Addis Ababa Revenue Bureau Merkato No 2 Branch Office’s
employees?
 What is the effect of Safe and healthy working condition on organizational
employees?
 What is the effect of Opportunity to use and develop human capacity on
organizational commitment of Addis Ababa Revenue Bureau Merkato No 2 Branch
Office’s employees?
5
 What is the effect of opportunity to career growth and security on organizational

employees?
 What is the effect of Constitutionalism on organizational commitment of Addis
Ababa Revenue Bureau Merkato No 2 Branch Office’s employees?
1.3. Objective of the study

1.3.1. General objective
The general objective of the study was to determine the effect of quality of work life on
organizational commitment in Addis Ababa Revenue Bureau Merkato No 2 Branch Office
employees.
1.3.2. Specific objective
The specific objectives of the study were:
 To examine the effect of adequate income and fair compensation on organizational
commitment of Addis Ababa Revenue Bureau Merkato No 2 Branch Office
employees.
 To investigate the effect of Safe and healthy working condition on organizational
commitment of Addis Ababa Revenue Bureau Merkato No 2 Branch Office
employees.
 To examine the effect of Opportunity to use and develop human capacity on
Office employees.
 To investigate the effect of Opportunity for career growth and security on
Office employees.
 To examine the effect of Constitutionalism on organizational commitment of Addis
Ababa Revenue Bureau Merkato No 2 Branch Office employees.
1.4 . Significance of the Study

The study would help to provide a number of contributions for the researcher, for the
organization and for other researchers.
The study helpt widen the knowledge in the area of QWL and OC. In addition, it helpt
identify and know the effect of each quality of work life parameters on organization
commitment and to indicate the most relevant areas that might improve the problems.
6
The researcher believed that the study can benefit the case organization, Addis Ababa
Revenue Bureau Merkato No 2 Branch Office, to take the lesson and improve their system on
quality of work life for a better organizational commitment. The findings and
recommendation of the study also helpt widen the academic experience for other researchers
and used as a reference material for the studied organization.
The findings of the study would enrich existing empirical literature on the major issues of the
study. Still, it might have contributed a lot in advancing knowledge on the main issues of this
study.
Moreover, they would contribute a lot towards designing and implementing evidence based
intervention strategies and campaigns that would tackle the adverse effects of the constraints
or the challenges and capitalize on the existing potentials of wheat production on the yields
and productivity of wheat in Sinana and Gasera districts.
Furthermore, it would generate baseline evidence that might have been used by other
researchers who want to make thorough and detailed investigation into the thematic issues of
the study in the future; and this study would be used as baseline data for agricultural
extension agents/workers and other agricultural stakeholders and policy makers who are
interested to minimize or overcome the adverse impacts of wheat production constraints as
well as to properly exploit wheat production potentials/opportunities in order to maximize
and increase the yields and productivity of wheat in the two districts of the study and other
districts having the same agroecological and climatic zones, and agronomic practices in
Ethiopia.
1.5. Scope of the study
Many researchers proposed dimension of QWL, which include a wide range of factors.
According to Loscocco and Roschelle, (1991), conceptualizing components of QWL in a best
manner is difficult. However, large scale of study requires large financial resources, time and
human power. Therefore, this study delimited only to assess the impact of quality of work life
of employees on organizational commitment in Addis Ababa Revenue Bureau’s Merkato No.
2 Branch Office. The study also encompassed only five parameters of quality of work life,
adequate income and fair compensation, safe and healthy working conditions, opportunity for
career growth and security, Opportunity to use and develop human capacity and
constitutionalism on the three models of organizational commitment.
7
1.6. Organization of the study

This research organized in to five chapters. The first chapter deals with introduction of the
study under this chapter there are subsections such as background of the study, statement of
the problem, research question, objective of the study, significance of the study, limitation of
the study, and organization of the study. This chapter helps the reader or other researcher to
catch the specific area of the problem under the study, to know its general and specific
objectives, to know the benefit of research and challenges and measures taken to overcome
those challenges. The second chapter introduces review of related literature in the area. These
include conceptual clarification, review of theoretical literature, review of empirical
literature, and conceptual frame work. It helps to provide the basement for the topic, identify
previous scholars and give credit to other researchers, for justifying research, identify the
relationship of works in context of its contribution to the topic and to other works and to
identify inconstancies; gaps in research, conflicts in previous studies, open questions left
from other research. The third chapter deals with the research design and methodology. This
include Research design, Research approach, Data type and source of data, Data gathering
technique and instruments, sampling design, Data analysis, Validity and reliability and ethical
consideration. It helps to assess the reliability and validity by explaining what and how we
did the research. In the fourth chapter, results of the study, interpretations and discussions are
presented. The fifth chapter deals with the summary, conclusions and recommendations of
the study that are based on the major findings of the study.
1.9. Definition of Key Terms
In this study there are some important terms and phrases which are helpful for better
understanding of the concept the impact of Quality of Work Life on Organizational
Commitment of employees. These terms are mentioned in the objective section of the study
which we are targeting to achieve under the study. These definitions are mentioned as
follows:
Quality of work life: Sirgy (2009) describe QWL as “a construct which deals with the
wellbeing of employees” and defines it as “employee satisfaction with a variety of needs
through resources, activities, and outcomes stemming from participation in the work place”.
Organizational commitment: O’Reilly and Chatman (1989) define OC as “an individual’s
psychological bond to the organization, including a sense of job involvement, loyalty,
and belief in the values of the organization”.
8
Affective commitment: Allen & Meyer, (1990) define AC as “an emotional attachment to
the organization such that the strongly committed individual identifies with, is involved in,
and enjoys membership within the organization”.
Continuance commitment: Meyer & Allen, (1996) states that the strength of continuance
commitment is determined by the perceived costs associated with leaving the organization.
Normative commitment: Messner (2013) described NC as the work behavior of individuals,
guided by a sense of duty, obligation, and loyalty toward the organization.
9
CHAPTER TWO
2: LITERATURE REVIEW
2. Introduction
In this chapter the researcher aimed to presents the definitions and concepts of Quality of work life
and organizational commitment, their relationship, the effect of one on another and review the
empirical studies based on many researchers’ study and finally draw conceptual frame work which
shows the relationship between dependent and independent variable. This is crucial in order to
provide the basement for the topic, identify previous scholars and give credit to other researchers,
for justifying research, Identify the relationship of works in context of its contribution to the topic
and to other works and to Identify inconstancies: gaps in research, conflicts in previous studies,
open questions left from another research.
2.1. Theoretical Review
2.1.1. Definition and Concept of Quality of Work Life
According to Akdere (2006) the criticality of issue of quality of work life in the last decades was
due to high demands of the business environment and family structures. This shows that when the
business environment becomes grow and the employee’s family status changed there is a need to
be focused on how to manage the quality of work life of employees. According to Sandrick,
(2003), for organizations need to attract and retain committed employees it is essential to have a
high quality of work life at the work place. When employees at any position or status feel
dissatisfaction with quality work life, it is difficult to be maintained or recruited in that
organization.
According to Walton (1974) Quality of Work Life is organization’s capacity to meet individuals’
essential needs. There are also eight dimensions of Quality of Work Life that are proposed by
Walton those are, Adequate and fair compensation, Safe and healthy environment, Development of
human capacities, Growth and security, Social Integration in work environment, Constitutionalism,
The total life spaces, Social relevance. The detail of the above dimensions will be reviewed in the
QWL parameters section.
2.1.2. Factors Affecting Quality of Work Life
Although the concept of QWL is semi-centennial but the curiosity in the construct has not
diminished completely. The changing business environment has raised its significance to the
organization and its human resources (Chan, & Wyatt, 2007). Predictors of QWL have been
uncovered by different researchers but it has not been fully explored (Nadler, & Lawler, 1983).
The factors of QWL are varied (Joshi, 2007) and difficult to conceptualize (Seashore, 1975), hence
10
presenting a unique challenge to understand the dimensions of QWL (Kandasamy, & Ancheri,
2009). Three most predominant works in the area of QWL is of Walton (1975), Taylor (1978) and
Levine et al. (1984).
Walton has identified 8 factors contributing to QWL. These include adequate and fair
compensation, safe and healthy working, Opportunity for growth, opportunity to develop human
capacities, Social integration, constitutionalism, Social relevance, and Work and total life space
(Walton, 1975).
Taylor (1978) empirically examined the dimensions underlying QWL for the first time by
employing the factor analysis method. The factors were common to Walton’s model except that
two more dimensions including employer and society, as recommended by Seashore (1975), were
identified separately in the model (Taylor, 1978).
Levine et al (1984) measured QWL from the perspective of White-collar employees in the
insurance company. He identified seven significant predictors; namely the degree to which
superiors treat employees with respect and have confidence in their abilities, variety in daily work
routine, challenge of work, present work leads to future opportunities, self-esteem, extent to which
life outside of work affects life at work, and the extent to which work contributes to society
(Levine, Taylor, & Davis, 1984).
Ghosh (1992) carried out research on QWL at micro-level in India. The dimensions covered all the
work related domains including work environment, job enrichment, participation, compensation,
benefits and welfare measures (Ghosh, 1992).
Sirgy et al. (2001) conducted a need based measure of QWL conceptualizing constructs in terms of
employees satisfaction with two sets of needs; viz., Lower-order need constituting health/safety
needs, economic/family needs, and higher-order needs constituting social needs, esteem needs,
self-actualization needs, knowledge needs, and aesthetic needs (Sirgy, Efraty, Siegel, & Lee,
2001). Martel and Dupuis (2006) concluded that measurement of QWL must involve
organizational, human and social aspects of job (Martel, & Dupuis, 2006).
Yeo and Li (2011) identified eight factors that influence QWL and have implications for career
advancement and HRM. These include organization culture, leadership, communication,
teamwork, job identity, performance, reward, and training and development with implications for
career development and human resource management (Yeo, & Li, 2011).
Yadav and Naim (2017) examined QWL of employees in Indian power sector. He identified seven
dimensions of QWL namely supervisory support, freedom from stress, pay and benefits, Job
satisfaction, collegial relationship, involvement and responsibility at work communication and job
security (Yadav, & Naim, 2017).
11
Moreover, Davis (1975) stated that there are three factors influencing the quality of work life
which includes personal behavioral factors (age, experience, perception, and attitude),
organizational factors (goals & objectives, management, job characteristic) and environmental
factors (economic, social, cultural, administrative, and technological factors).
2.1.3. Quality of Work Life Parameters
The basic idea of Quality of work life is to develop work environments that are comfortable for
people as well as for the effectiveness of the organization. Based on the above-mentioned factors
influencing the quality of work life, Walton has identified 8 factors contributing to QWL. These
include adequate income and fair compensation, safe and healthy working condition, opportunity
for career growth, opportunity to use and develop human capacities, social integration,
constitutionalism, social relevance work and total life space. However, only five of the selected
dimensions of QWL those are more relevant in the context of the specific study settings are
reviewed and discussed hereunder. These parameters are discussed briefly in this section.
Adequate income and fair compensation: It is related to payment of employees and aspects such
as work situations, responsibility and training. Parameters such as share of profits, benefits and
results, relationship between supply and demand and population salary average show if there is
justice in payment. As (Walton, 1974; Fernandes, 1996) states that adequate income and fair
compensation must meet workers’ needs and must also not have significant differences between
the wages of one employee, compared with the same function in other companies. Fernandes
(1996) conducted a subdivision of this parameter in internal and external equity, proportionality
between salaries, justice on compensation and sharing of productivity gains.
According to Detoni (2001) and Timossi et al. (2008), adequate income and fair compensation
were reorganized as wage equilibrium, fair payment, profit sharing and additional benefits. On the
other hand, these authors made a change in the terms used by replacing fair compensation in place
of wages and salary equilibrium to compare the salaries of their colleagues, profit sharing in place
of rewards and extra benefits in place of food, transportation, medical, dentist etc.
Financial benefits that employees receive are very important to drive his or her QWL level (Sinha,
2012). Walton, (1973) found a direct and significant relationship between pay and benefits, and
QWL level. However, many employees feel they are not compensated fairly for their work .Saraji
and Dargahi (2006) pointed out that among the factors that affect the QWL is fair pay. Hosseini et
al., (2010) placed fair and adequate pay, and benefits rights as one of the QWL parameters.
Many other researchers found the rewards and pay are among the drivers of QWL. Koppelman et
al. (2006) found that the pay and reward is significant driver of QWL. Similarly, the findings of
12
Davoodi (1998) and Jozee (1998) found the same results. However, these drivers were not found
an effective driver in studies conducted by some researchers such as the study of Tao et al. (2007)
and Levine et al, (1984).
Safe and healthy working conditions: this dimension covers the physical conditions and working
hours as overtime payment, situations that reduce the risk of accidents and health problems. To
have an adjustment of working conditions, it is necessary to reduce the aspects that can harm the
worker in their tasks, such as visual pollution, noise and odors (WALTON, 1973; Fernan des,
1996). It is related to the healthiness of the work environment (Detoni, 2001; Timossi et al., 2009).
It was organized as reasonable working hours, safe and healthy physical environment and absence
of unhealthiness (Fernandes, 1996). Later, they were classified in weekly working hours,
workload, fatigue, personal and collective protective equipment, healthiness and process
technology (Detoni, 2001). The terms have been changed from weekly working hours to the
amount of worked hours, workload to amount of work, process technology to use of technology,
machinery and equipment at work, healthiness to working conditions, personal and collective
protective equipment to safety equipment and individual protection at work and fatigue being
replaced for tiredness (Timossi et al., 2009).
Opportunity to use and develop human capacities: is an integral part of relevant factors to the
development of capabilities, such as work provides certain autonomy, the use of the worker’s
skills, and the knowledge about the process, to performance the task and have prior planning
(Walton, 1973; Fernandes, 1996). It refers to the representativeness of the task and the importance
that is given to it and the autonomy of performing it (Detoni, 2001; Timossi et al., 2009). It is
described as autonomy, multiple qualities, information on the total work process and relative self-
control (Fernandes, 1996). Then, it was described as autonomy, versatility, performance
evaluation, given responsibility and importance of the task (Detoni, 2001). Later, the terms were
modified from autonomy to opportunities to make decisions, from importance of the task to
importance of work and activity that one exerts, from versatility to opportunity of performing
various tasks, performance evaluation to have knowledge of how good or bad is its performance,
given responsibility for responsibility of the work given to you (Timossi et al., 2009).
Opportunities for Career Growth, and Security: Walton (1973) emphasizes that safety and
security are a driver of QWL. It is widely accepted in societies that workers should not be exposed
to physical conditions or hourly arrangements that are unduly hazardous or detrimental to their
health. Legislation, union action, and employer concern have resulted in continually rising
standards of satisfactory working conditions (Madankar and Nazem, 2012). Saraji and Dargahi
13
(2006) in their study found that safety and security an effective driver of QWL. In the same vein,
Hosseini et al. (2010) found similar results.
Many researchers have found a positive correlation between career development and QWL. Farjad
and Varnous (2013) listed growth opportunities and future development as a driver for QWL.
Saraji and Dargahi (2006) pointed out that training and career advancement opportunities are one
of the drivers of QWL. Sinha (2012) studied the drivers of QWL and she found that career
development is one of the major drivers for QWL in India. Hosseini et al. (2010) pointed out that
career development drives up the level of QWL in Iran.
Other studies by Tao et al. (2007) did not found career development as an effective driver of
QWL. In the same vein, Koppelman et al. (2006) did not mention career development as a driver
of QWL. Furthermore, based on Walton, (1974) and Fernandes, (1996) it is an essential part of
relevant factors to the development of capabilities, such as: work provides certain autonomy, the
use of the worker’s skills, the knowledge about the process to perform the task and have prior
planning. According to Detoni, (2001) and Timossi et al., (2009) it refers to the representativeness
of the task and the importance that is given to it and the authority of performing it. Detoni, (2001)
described it as autonomy, versatility, performance evaluation, given responsibility and importance
of the task. According to Timossi et al., (2009) the terms were modified as in place of autonomy to
opportunities to make decisions, in place of importance of the task to importance of work and
activity that one exerts, from versatility to opportunity of performing various tasks, performance
evaluation to have knowledge of how good or bad is its performance, given responsibility for
responsibility of the work given to.
Job security, or the feeling of it, is also documented as an important aspect of any subjective
assessment of QWL. It may derive from the broader context of the work environment, such as the
sector and type of work/occupation/contract. Managerial action and leadership may also influence
the performance of the organization, which in turn will affect employee perceptions of relative job
security. In relation to job security, sixty‐four percent of employees surveyed in WERS 2004
believed that their job was secure in their current workplace (Department of Trade and Industry,
1999), slightly more than the results from CIPD (2006), where just over 50 percent were satisfied
or very satisfied with their job security. However, one should be aware that the relative importance
that employees attach to job security (and other factors) may vary over time. In the case of job
security, Clark (2005:381) reports its decreasing importance to workers based on his analysis of
British Household Panel Survey (BHPS) data.
14
(Walton, 1973; Fernandes, 1996). It refers to the representativeness of the task and the importance
that is given to it and the autonomy of performing it (Detoni, 2001; Timossi et al., 2009). It is
described as autonomy, multiple qualities, information on the total work process and relative self-
control (Fernandes, 1996). Then, it was described as autonomy, versatility, performance
evaluation, given responsibility and importance of the task (Detoni, 2001). Later, the terms were
modified from autonomy to opportunities to make decisions, from importance of the task to
importance of work and activity that one exerts, from versatility to opportunity of performing
various tasks, performance evaluation to have knowledge of how good or bad is its performance,
given responsibility for responsibility of the work given to you (Timossi et al., 2009).
Opportunity to growth and security: it is related to the opportunity for professional growth, as well
as security and job stability. The associated aspects are: capacity and knowledge development,
ascension opportunity for worker and the possibility to use new knowledge and skills (Walton,
1973; Fernandes, 1996). It indicates the opportunities of the job and its security (Detoni, 2001;
Timossi et al., 2009). It was ranked in possibility of career, personal growth, salary advancement
prospects and job security (Fernandes, 1996). And later, training, studies encouragement,
professional growth and layoffs (Detoni, 2001). Then changed the term training for training and
courses the person does (Timossi et al., 2009).
Constitution in the work place: is the existence of constitutionalism in order to protect workers
from abusive actions. According to Walton (1974) and Fernandes (1996), the following factors are
part of this aspect: privacy, freedom of expression, fairness and equality front the law. Based on
Fernandes (1996), constitution in the work place represents worker protection rights, freedom of
expression, labor rights, fair treatment and personal privacy. And later, Detoni, (2001) is described
it as worker’s rights, freedom of expression, discussion and regulations and respect to the
individuality. Timossi et al. (2009) changes the terms from appreciation of ideas for appreciation
of their ideas and initiatives, workers’ rights to respect workers’ rights, freedom of expression for
opportunities to give their opinions, discussion and regulations for rules and regulations of their
work and respect to individuality for their individual and particular characteristics. Still,
constitutionalism in the organization of work refers to the rights and duties of employees. This
includes privacy, freedom of expression, egalitarian treatment, and rules and routines.
With regards to ‘What rights do the employees have and how can they protect these rights?’, there
existed wide variations in the extent to which the organizational culture respects personal privacy,
tolerates dissent, and adheres to high standards of equity in distributing rewards, and provides for
due process in entire work related matters (Walton, 1974).
15
Constitution in the work organization: is the existence of constitutionalism in order to protect

workers from abusive actions. The following factors are part of this aspect: privacy, freedom of
expression, fairness and equality front the law (Walton, 1973; Fernandes, 1996). Also, it is the use
of standards and guidelines that show the rights and duties within the organization (Detoni, 2001;
Timossi et al., 2009). It represents worker protection rights, freedom of expression, labor rights,
fair treatment and personal privacy (Fernandes, 1996). And later, worker’s rights, freedom of
expression, discussion and regulations and respect to the individuality (Detoni, 2001). So,
changing the terms from appreciation of ideas for appreciation of their ideas and initiatives,
workers’ rights to respect workers’ rights, freedom of expression for opportunities to give their
opinions, discussion and regulations for rules and regulations of their work and respect to
individuality for their individual and particular characteristics (Timossi et al., 2009).
2.1.4. Definition and Concepts of Organizational Commitment
Allen and Meyer (1996) define organizational commitment as a psychological condition that
relates the criteria in the employee relationship in the organization and the implications of the
decision to remain in the organization. This means that committed employee will remain in the
organization as compared to the non-committed employee. O’Reilly and Chatman (1989) define
OC as “an individual’s psychological bond to the organization, including a sense of job
involvement, loyalty, and belief in the values of the organization”. On the other side of the
definition, Meyer and Allen (1991) define OC as reflecting three broad themes: Affective,
Continuance, and Normative. Thus, commitment is viewed as reflecting an affective orientation
toward the organization, recognition of the costs associated with leaving the organization, and a
moral obligation to remain with the organization. According to Mowday, Steers, & Porter
(1979:226), organizational commitment (OC), is defined as the relative strength of an individual’s
identification with and involvement in a particular organization.
2.2.4.1. Affective Commitment (AC)
According to Allen & Meyer (1990), AC is defined as an emotional attachment to the organization
such that the strongly committed individual identifies with, is involved in, and enjoys membership
within the organization. AC is determined by an employee’s personal choice to remain committed.
Based on Meyer and Allen (1997), AC is largely influenced by several factors such as job
challenges facing the individual, role clarity provided by the organization, direct clarity of goals
and a degree of manageable difficulty in reaching goals, receptiveness by management for
feedback, peer cohesion, equity of opportunity and compensation, perceived personal importance,
and timely and constructive feedback to the organization via some emotional identification with
the organization. Singh & Gupta, (2015) describe that AC is the most valuable in terms of
16
predicting long-term retention of valuable employee assets. As Luchak & Gellatly (2007), and
Singh & Gupta (2015) state AC has also been the most consistent and strongest predictor of
positive organizational outcomes, such as work effort and performance. Based on Mahal (2012),
Mathieu & Zajac (1990), and Meyer et al. (2002), AC has also been used to judge organizational
citizenship behaviors.
According to Singh & Gupta (2015), AC has been a negative predictor of higher levels of
absenteeism, workplace stress, and turnover. As Meyer & Allen (1984), and Singh & Gupta (2015)
put it, it denotes an emotional attachment to, identification with, and involvement in the
organization and is considered the primary concern for organizations wishing to retain employees
in an economy that is centered on knowledge acquisition and transfer.
The OC model of Meyer and Allen (1997) indicates that AC is largely influenced by several
factors such as job challenges facing the individual, role clarity provided by the organization,
direct clarity of goals and a degree of manageable difficulty in reaching goals, receptiveness by
management for feedback, peer cohesion, equity of opportunity and compensation, perceived
personal importance, and timely and constructive feedback.
2.2.4.2. Continuance Commitment
Meyer and Allen (1991) relates to a cost-benefit analysis of the employee, such as the loss of
economic investments and difficulties in finding a new job. Meyer & Allen, (1984) states that the
strength of continuance commitment is determined by the perceived costs associated with leaving
the organization. If the perception exists that the costs of leaving are too high, then the individual
is likely to remain. Individuals may consider the costs of leaving too high solely because they are
attached to accumulated investments they could lose, such as pension plans, seniority, or
organization-specific skills. Conversely, when given better alternatives, with lower perceived
costs, employees may leave the organization. According to Mahal, (2012) the need felt by
individuals to stay within an organization are profit based, associated with continued services,
while the termination of benefits is a cost associated with leaving.
2.2.4.3. Normative Commitment
Meyer and Allen (1991) reflect an employee’s sense of commitment due to a feeling of obligation.
Messner (2013) described NC as the work behavior of individuals, guided by a sense of duty,
obligation, and loyalty toward the organization. The normative committed employee stays in an
organization because it is perceived by him or her as morally right to do so, regardless of how
much status or satisfaction the organization provides over the years. As Rego (2008) states the
employees with high level of normative commitment feel that they should stay in organization.
17
2.1.5. Quality of Work Life and Organizational Commitment

In their study, Sirgy et al., (2001), Virakul and Huang (2007), Sirgy, Reilly and Efraty (2008),
found that there exist a positive significant relationship between organizational commitment and
quality of work-life in the sense that employees’ feel comfortable and happy when their needs are
met by the organization. According to Efraty, Sirgy and Siegel (2000), Motivation to work, ability
to show good performance at work are characteristics of employees who have good quality of
work-life and generally committed to their work. According to Kotze (2005) humanizing the
workplace and improving productivity & efficiency of the organization can be seen as two major
aims of Quality of Work Life by balancing the need of employees with that of the organization and
also fostering measures to make them work. As Efraty et al. (1990) employees with lower Quality
of Work-Life are people who lack motivation for work, fail to show good performance at work, are
not committed to their employers and organizations, are generally late for work, and also who
frequently change their jobs. According to Sirgy et al. (2001) it is assumed that if a person is
feeling positive about the organization he works for, this positive emotion results in organizational
commitment.
According to Judge et al. (2001); Spector, (1997) Quality of Work Life is positively correlated
with organizational commitment, job involvement, motivation, organizational citizenship behavior,
life satisfaction, mental health and job performance. It is negatively related to turnover,
absenteeism and perceived stress
2.2. Empirical Review
There are disparities among organizations in terms how much effectively they work for the quality
of work life of their employees worldwide. For instance, there are some organizations which work
effectively for the quality of work life of their employees; and there are also many organizations
that still don’t work effectively for the quality of work life of their employees. According to Rose
et al., (2006), quality of work life is a recent topic of organizational behavior, some of the elements
that are relevant in defining an individual’s quality of work life would include the task, the
physical work environment, social environment within the organization, administrative system and
relationship between life on and off the job.
Several previous research studies’ findings done to examine the effect of quality of work life on
employee’s commitment to the organization reveal that there are varying types of associations
between quality of work life of employees and their levels of organizational commitment
throughout the globe. For instance, the study done by Adikoeswanto, Eliyana, Hamidah,
Sariwulan, Buchdadi and Firda (2020) revealed that Employee Development has a significant
18
effect on Organizational Commitment, Participation has a significant effect on Organizational

Commitment, Compensation has a significant effect on Organizational Commitment, then
supervision has a significant effect on Organizational Commitment, and finally the Work
Environment also exerted significant effect on organizational commitment to employees in the
finance section of PT.
Again, an independent study indicated that Quality of work life had statistically significant positive
influence on Organizational commitment with the standardized coefficients (β) was 0.551;
Organizational citizenship behavior statistically significant positive influence on Organizational
commitment, the standardized coefficients (β) was 0.652 and relationship between Quality of work
life and Organizational commitment with Organizational citizenship behavior as a moderator
variable, the standardized coefficients (β) was 0.500 (Traiyotee, Taeporamaysamai and Saksamrit,
2019).
Still, the empirical study done previously through cross-sectional survey among 254 employees
who were working in the manufacturing firms in Bayan Lepas Free Industrial Zone, Penang,
Malaysia which analyzed collected data using multiple regression analysis technique revealed that
adequate and fair compensation, opportunity for continued growth, security, social relevance of
work life, social integration and work and total life space in the work organization are negatively
related to turnover intention; opportunity for continued growth, security and social relevance of
work life and social integration in the work organization are found to be positively related affective
commitment; opportunity for continued growth, security and social relevance of work life are
positively related to continuance commitment; adequate and fair compensation, opportunity for
continued growth, security and social relevance of work life and social integration in the work
organization are positively related to normative commitment; and all commitment dimensions are
found negatively related to turnover intention (Yusoff, Rimi and Meng, 2015).
According to the findings of Afşar (2014), the quality of work-life has a positive impact on
affective and normative commitment of the academicians working for both state and foundation
universities whereas it has a negative impact on the continuance commitment. Furthermore,
researchers reported that there are significant positive correlation exists between economic factor
and organization commitment; significant positive correlation exists between social factor and
organization commitment; significant positive correlation exists between training and development
and organization commitment; significant positive correlation exists between career development
and organization commitment; significant positive correlation exists between work-life balance
and organization commitment; and significant positive correlation exists between overall QWL
and organization commitment (Varma, Patil and Ulle, 2018).
19
Mahdad, Mahdavirad and Golparvar (2011) conducted a study which evaluated the relationship
between dimensions of Quality of Work Life with organizational commitment and its components.
In the study data were analyzed by Pearson correlation coefficient and stepwise regression.
According to this study the researcher finds out the results of analysis, showed that there was a
significant relation between Adequate and fair compensation, Opportunity for continued growth
and security, Human progress capabilities, with three organizational dimensions of affective,
continuance and normative. Also, there was a significant relation between Safe and healthy
working with affective and normative commitment, between Constitutionalism in the work
organization and Social integration in the work with continuance and normative commitment. In
general, the study showed that there was a significant relation between Quality of Work Life, and
organizational commitment and Quality of Work Life dimensions with predictor of organizational
commitment or its components.
Freyedon et al. (2012) had concluded from the survey named “Survey of relationship between
Quality of Work Life and OC in public organization” that there is a meaningful and positive
relationship between staff and the Quality of Work Life with three dimensions of organizational
Commitment. This can be expressed in another way that when Quality of work life in the
organization is better, Organizational commitment will be high too and vice versa.
Hosseini and Musavi (2009) conducted the study on the relationship between Quality of Work Life
with OC and its dimensions in the staff of Isfahan Body training organization. The final outcome
results showed that there is a significant relationship between Quality of Work Life and OC;
however, there is not a significant relationship between dimensions of life quality, fair and enough
payment with affective commitment and normative commitment.
A study by Parvar, (2013) explains that Quality of Work Life is backed by eight conditions of
employment. These eight dimensions can be used to measure Quality of Work Life. The
dimensions include adequate and fair compensation, safe and healthy environment, growth and
security, development of human capabilities, the total life space, constitutionalism, social
integration, and social relevance. These eight conditions will contribute a good Quality of Work
Life and reflects on the organizational commitment (OC) of an employee. As the result in the
study, it shows that Quality of Work Life significantly influences OC. If Quality of Work Life
increases, commitment of the Company personnel will raise. Using methods of increasing Quality
of Work Life will increase employee’s commitment, and doing their job more effective. Similarly,
a study made by Daud (2010) in Malaysia find out that the Quality of Work Life has a positive
relationship on OC.
20
Huang, (2007) shows that different dimensions of Quality of Work Life have an effect on
organizational and career commitment and turnover intentions. He also proves that there is
significant effect compensation and benefits as an element of Quality of Work Life, on career
commitment. As individuals perceived that they have a better Quality of Work Life, they become
more attached to the organization. Similarly, Koonmee et al. (2010), also found that a positive
relation between Quality of Work Life and work commitment.
Lee (2007) found that Quality of Work Life increases job satisfaction, organizational commitment
and esprit de corps and noted that satisfaction of higher- order needs has a greater influence on the
organizational commitment and esprit de corps than lower-order needs (health and safety, and
economic and family related needs).
Nayak and Sahoo (2015) found that employee commitment acts as a significant relationship
between Quality of Work Life and Organizational Commitment. Study concludes by stating
positive policy design and appropriate initiative to improve Quality of Work Life may improve
organizational commitment. Study also emphasized on having better Quality of Work Life can
attract and retain qualified and motivated employees which can possibly lead to enhance quality of
services in health care organization.
Noushin et al. (2013) studied relationship between Quality of Work Life and Organizational
Commitment found that there is direct and significant co-relation between fair and enough
payment (salary and allowances) and Organizational Commitment and also significant correlation
between health security and work conditions and Organizational Commitment and balance in work
and other life aspects with organizational commitment. This study also showed that Salary and
allowance have least effect on Organizational Commitment and on the other hand, health and
security, work conditions are most important factor affecting the commitment of employees.
Mohammadhu, and Atham (2018) in their study concluded that different dimensions of Quality of
Work Life (Adequate income and fair compensation, Safe and healthy working conditions,
Opportunity for career growth and security, Social integration, and Constitutionalism in the work
organization) have an effect on organizational commitment. And there is significant and positive
relationship between Quality of work life and Organizational commitment.
Hadi Farid et al. (2015) find out that there is a high significant relationship between Quality of
Work Life and organizational commitment amongst academician. This study also contributes to
the existing literature and suggests improving human resource development strategies on how the
related ministry and universities could improve their employees’ commitment.
Finally, at national level Geda (2013) found that there is direct and positive relationship between
QWL and OC of employees. It means that Quality of Work Life is directly proportion to OC. The
21
change in Quality of Work Life experienced in an organization necessarily changes the OC of

employees. It is clearly observed that adequate and fair compensation, Safe and healthy working
condition, immediate opportunity to use and develop human capacities, are significantly affecting
organizational commitment of employees. Work and the total life space and the social relevance of
work life among the five dimensions of Quality of Work Life have not significant effect on
organizational commitments of employees in CBE. Based on this regression it can be concluded
that 98.9% of the change in organizational commitment is explained by Quality of work life. This
is the only study which was conducted in Ethiopia in the area of Quality of Work Life and
Organizational Commitment in the banking sector.
2.3. Conceptual Frame Work of the Study
A conceptual framework is used in research to outline possible courses of action or to present a
preferred approach to an idea or thought. Thus, this conceptual frame was developed based on the
literature reviewed about quality of work life and organizational commitment that supported the
conceptualization of objectives and research questions of this study. The conceptual framework
stated that adequate income and fair compensation, safe and healthy working conditions,
opportunity to use and develop human capacity, opportunity for career growth and security, and
constitutionalism with three models of organizational commitment.
Independent Variables: QWL If QWL is satisfactory Dependent Variable: OC
Committed
Dimensions of QWL
 Adequate income and fair
compensation Dimensions of OC of Employees
 Safe and Healthy Working
Conditions  Affective Commitment
 Opportunities to use and  Continuance Commitment
develop human capacities
 Opportunities for career  Normative Commitment
growth and security
 Constitutionalism
When QWL is not satisfactory Non-committed
Figure 2.1: Conceptual Framework of the study

Source: Review of literature and theoretical framework
22
CHAPTER THREE
3: RESEARCH DESIGN AND METHODOLOGY
3.1. Introduction
As the researcher mentioned earlier in chapter one the primary aim of the study is to identify
the Quality of work life dimensions and assess their effect and level of effect on
organizational commitment on Addis Ababa Revenue Bureau Merkato No 2 Branch Office.
In the methodology section the researcher clearly describes: the research design, research
approach, data type and source of data, data gathering technique and instruments, sampling
design, method of data analysis, measurement of variables, validity and reliability and lastly
the ethical consideration. The study will consider all employees of Merkato No 2 Branch
Office of Addis Ababa Revenue Bureau that are working at different positions in all
departments.
3.2. Research Approach
For this study, quantitative research approach was employed. Creswell (1994) explains
quantitative research as the type of research design in which the researcher already have a
knowhow on his study, prepare specific questions, collect and analyses data using statistical
tools and finally conclude the results in a clear manner. Similarly, in the case scenario, the
researcher had knowhow about quality of work life and organizational commitment, there
were also research questions and data was collected and analyzed. In addition, a deductive
approach was adopted because deductive approach uses general principles in order to reach
on specific conclusions. Therefore, using the deductive approach was essential when there
was a number of a theory in the proposed research topic.
3.3. Research Design
A descriptive and an explanatory research design were adopted in this study. Research design
is a set of required methods, procedures and conditions which are essential to facilitate the
collection, analysis and result of data in the study. According to John, (2007) for choosing
research design, it is important to identify objectives that the researchers want to achieve. Yin
(1994) explains that when the focus of the study is on cause-effect relationships the study can
be explanatory explaining which cause produce which effect (casual analysis). The other
research design adopted for this study was cross-sectional survey to assess the effect of the
explanatory variables on dependent variables. The explanatory variables were the five
selected dimensions of quality of work life such as adequate income and fair compensation,
safe and healthy working conditions, opportunity for career growth and security, opportunity
23
to use and develop human capacity, and constitutionalism whereas the dependent variable
was organizational commitment of employees. To investigate the effect of quality of work
life on organizational commitment of employees, multiple regression analysis was conducted
based on the responses of the respondents for the semi-structured survey questionnaires.
3.4. Data Type and Source of Data
With regard to the sources and type of data, the study was based on primary and secondary
data sources. The primary data was collected from the selected respondents through the use
of semi-structured questionnaire. In addition, secondary data sources were gathered from
books, documents, existing research papers, journals, publications and websites.
3.5. Data Gathering Technique and Tools
In order to gather primary data for the study, the questionnaire was distributed to employees
of the organization and administered personally. In the questionnaire, dependent and
independent variable were measured by close-ended questions. In this study each participant
filled the questionnaire. For the questionnaire to be easily understandable by respondents, it
was translated into Amharic language. Moreover, the whole process was carried out by the
researcher; thus reducing the chances of information leakage and ensures increased trust
between researcher and respondents that took part in the survey study. The semi-structured
questionnaire had three parts; the first part contained questions related with socio-
demographic characteristics of the respondents. The second part of the questionnaire dealt
with quality of work life scale items adapted from Walton’s (1974) and Joseph Sirgy (2001).
The third part consisted of items on the organizational commitment scale which were adapted
from Allen Meyer’s organizational commitment questionnaire (1990) and its recent
amendments. Both second and third parts of the questionnaire comprised of question items
which were used to measure both the QWL and OC respectively that were answered on 5-
point Likert scales. That meant that there were five alternative responses ranging from
strongly disagree (or 1) to strongly agree (or 5).
3.6. Sampling Design
3.6.1. Target Population
As Zikumund (2003), define the population as the collection of people, things or events the
researcher wants to conduct specific study on it. As a result, in this study, all of employees of
Addis Ababa Revenue Bureau Merkato No-2 Branch office served as the target population.
24
3.6.2. Sampling size and sampling technique

According to Sekeran (2001) sample is defined as a representative of the whole population
that has a similar character as the entire population. The respondents were selected randomly
from a list of population through stratified random sampling technique. And this study used
Yamane Taro’s (1967) formula for determining the sample size:
𝑁
𝑛=
1 + 𝑁(𝑒)2
Where N=was the population size i.e., 469
n = was the sample size to be calculated
e= was the margin of error i.e., 5% (0.05)
Therefore,
469 469
𝑛= = = 216
1 + 469(0.05)2 2.1725
Applying a 5% margin of error, the sample size of employees for the study were 216 of the
target population. Therefore, the study’s sample size of 216 was fair enough to represent the
target population. Using the above statistical formula, the sample size of each tax center was
calculated proportionately by using the following formula:
𝑛 ∗ 𝑁𝑥
𝑛𝑥 =
𝑁
Where,
n= Total sample size
N= Total number of population
𝑁𝑥 = Total number of population in each tax center
𝑛𝑥 = Total Sample size in each tax center at Merkato No. 2 Branch office.
The study will be conducted on four tax center of Merkato No. 2 Branch office; namely,
Adarash, Yirga Haile, Abdo Berenda, and Liyu tax centers of the Branch office.
Table 3.1: Sample size of the study
No Name of Tax center Total Number Determination Sample size

1 Yirga Haile tax center 28 216*28/469 13
2 Aderash tax center 27 216*27/469 12
3 Abdo Berenda tax center 30 216*30/469 14
4 Liyu tax center 384 216*384/469 177
Total 469 216
25
In the above table, the numbers of employees and corresponding sample sizes per tax centers
were detailed.
3.7. Validity and Reliability
To ascertain the content, face, internal and construction validities of the questionnaire, they
were forwarded to the advisor. The validity of the instruments was approved by the advisor
and the Board. Furthermore, validity of the questionnaire was checked by the advisor and
professional colleagues in the area. However, to verify the reliability of the questionnaire, a
pilot test was carried out on twenty percent of the calculated sample size of the study
Merkato number 2 medium tax payer’s branch office of the Addis Ababa city government
revenue bureau by administering the questionnaire to the population selected for pilot study
testing. The reliabilities of the research instruments were determined using Cronbach’s alpha
value. Items with Cronbach’s alpha value greater than or equal to 0.70 were considered
reliable. Reliability of the items was calculated by using Cronbach Alpha to check the
consistency of the items as according to McMillan and Schumacher (2010), the Cronbach
alpha is generally the most appropriate form of reliability for survey research and other
questionnaires in which there is a range of possible answer for each item (a scaled response
such as in questionnaire used in this study) in line with this some items were modified.
Table 3.2 below illustrates the reliabilities or Cronbach’s alpha values for both parts of the
instruments and their corresponding dimensions. Accordingly, part two items have
Cronbach’s alpha value of 0.927; and the third part items have Cronbach’s alpha value of
0.782. The overall value of Cronbach’s alpha for the items of the instrument was 0.896
(Table 3.2). Therefore, all items used in the study were reliable and valid.
Table 3.2: Dimensions of the items and their reliability per category and overall
SN Questionnaires by Parts and Sections No. of items Alpha values
1 Adequate income and fair compensation 7 0.949
2 Safe and Healthy Working Conditions 11 0.982
3 Opportunities to use and develop human capacities 10 0.964
4 Opportunities for career growth and security 10 0.941
5 Constitutionalism 5 0.919
6 Quality of Work -Life scale 43 0.992
7 Affective Commitment 8 0.877
8 Continuance Commitment 8 0.879
9 Normative Commitment 8 0.905
10 Organizational Commitments 24 0.965
11 Overall 67 0.993
Source: Author Survey Data (2021)
26
3.8. Methods of Data Analysis

According to Cooper and Schindler, (2008), data analysis is a process of converting the raw
data from the questionnaire to manageable size and reporting summaries by using statistical
techniques (descriptive and inferential statistics). Gathered data was checked, edited and
processed; and then entered into SPSS Version 21 for Windows. Descriptive statistics were
used to describe the findings while the inferential statistical methods were utilized to
determine the effects of quality of work life on the organizational commitments of
employees. In order to assess the relationship between dimensions of QWL (explanatory or
independent variable) and Organizational commitment (Dependent variable), the Pearson’s
Correlation test was run besides multiple regression and one-way ANOVA.
In order to assess the relationship between dimensions of QWL (Independent variable) and
organizational commitment (Dependent variable), the Pearson’s Correlation test was run. To
evaluate the levels of significance of the would be existing associations among the variables
of interest specified in the formulated hypotheses, multiple linear regression tests were
conducted to find out which independent variables have more influence on organizational
commitment.
Here five (5) points Likert semantic differential scale was used in assessing HRM practices
and organizational commitments of the employees; where, 1=strongly disagree, 2=disagree,
3=neither agree nor disagree (neutral), 4=agree and 5=strongly agree. Results for strongly
disagree and disagree are recoded as “Disagree”, neither agree nor disagree is recoded as
“Neutral” and agree and strongly agree are recoded as “Agree”.
Finally, the results of linear regression tests were presented in tables, and verbal descriptions.
Results and findings of the study were presented using tables, charts and verbal descriptions
to facilitate easy understandings. Moreover, the findings of the study were compared and
contrasted with the findings of other researchers on the thematic topic of the study; and were
also interpreted and inferred.
Multicollinearity test was carried out to see the correlation between independent variables.
Finally, the results of multivariable regression analysis were presented in tables, figures or
charts and verbal descriptions. All tests were considered statistically significant when the
computed p-values were less than or equal to 0.05.
All the assumptions for normality of continuous variable and multicollinearity of categorical
independent variables were checked by using the appropriate methods. Multicollinearity of
variables was assessed by calculating Variance Inflation Factor (VIF).
27
4.8. Ethical Considerations

As a scientific process, the research has to fulfill basic ethical conducts. Therefore, necessary
ethical clearance was obtained from Ambo University and required letters to whom it
concerned were obtained from all relevant offices in order to execute data collection and
conduct the study. Items of the instruments were worded in such ways that they were free
from all types of biases such gender-, religion- and ethnicity-related biases. Moreover, the
research participants included in this study were appropriately informed about the purpose of
the research and their willingness and consents were secured before the commencement of
distributing questionnaires. The right to privacy of the respondents and the confidentiality of
the identity of each participant were maintained. In all cases, names were kept confidential
thus collective names like “respondents” were used.
28
CHAPTER FOUR
4: RESULTS AND DISCUSSION
4.1. Introduction
This part describes data presentation, analysis and interpretations within the framework of the
specific objectives and research questions of the study. The chapter presents socio-
demographic features of the respondents, patterns of overall organizational commitments of
employees, QWL by dimensions, and the relationships among dimensions of QWL with the
overall organizational commitments of employees under six sections and ten sub-sections as
detailed below.
4.2. Socio-Demographic Characteristics of the Respondents
All of the selected and sampled respondents involved in the study by filling and returning the
questionnaires so that the response rate of the study was 100 percent. The mean age of the
respondents was determined to be 33.03 years [31.63±20.242 years]. Out of the total
participated respondents, 55.1 percent were females and the rest were males. Majority [87%]
of them was singles or bachelors while 37.0 percent were in marital relationships. About 50
percent of the respondents had first degree followed by diploma holders (10.2%) and second
degree holders (8.3%). Majority (57.9%) had work experiences ranging from six to ten years
and followed by those that had one to five years of work experiences (35.2%) (Table 4.1).
Table 4.1: Socio-demographic features of the respondents
S.N Question Item Category Responses in
Freq. Percent Cum. Percent
1 Age [18, 30] years old 76 35.2 35.2
[31, 40] years old 113 52.3 87.5
[41, 50] years old 20 9.3 96.8
[51, 60] years old 7 3.2 100.0
Total 216 100.0
2 Sex Male 97 44.9 44.9
Female 119 55.1 100.0
Total 216 100.0
3 Marital status Married 80 37.0 37.0
Single or bachelor 108 50.0 87.0
Divorced or Divorceé 18 8.3 95.4
Widow or Widower 10 4.6 100.0
Total 216 100.0
4 Educational Diploma 22 10.2 10.2
status First Degree (BA or BSc) 176 81.5 91.7
Second degree and above 18 8.3 100.0
Total 216 100.0
5 Work [1, 5] years 76 35.2 35.2
experiences in [6, 10] years 125 57.9 93.1
completed years [11, 15] years 5 2.3 95.4
29
[16, 20] years 6 2.8 98.1

Greater than or equal to 21 years 4 1.9 100.0
Total 216 100.0
Based on findings on the work experiences of the employees selected and participated in the
study, it is possible to infer that they are moderately likely to have better insights and know-
how about explanatory variables of their organization as 140(64.8%) had have inadequate
work experiences in the organization to be more familiarized with the executed explanatory
variables.
Table 4.2: Descriptive Statistics of the dependent and independent variables
Instruments and Its Dimensions Mean SE of SD Variance Min, Max.
Mean
Adequate income and fair compensation 3.0530 0.04327 0.8398 0.404 1.43 2.57
Safe and Healthy Working Conditions 3.0666 0.03589 0.83711 0.278 1.91 2.09
Opportunities to use & develop human capacities 3.0593 0.02597 0.82168 0.146 1.60 2.40
Opportunities for career growth and security 3.0519 0.06283 0.81443 0.853 1.20 3.70
Constitutionalism 3.0083 0.02377 0.82840 0.122 1.40 2.80
Overall QWL 3.0478 0.03592 0.82671 0.279 1.98 2.24
Affective Commitment 3.0909 0.05420 0.79213 0.635 1.63 3.00
Continuance Commitment 3.0169 0.05401 0.79214 0.630 1.63 3.00
Normative Commitment 3.0724 0.05622 0.82621 0.683 1.63 3.00
Overall Pooled OC 3.0582 0.05468 0.80160 0.646 1.63 3.00
2
According to the mean values and standard deviation values shown in table 4.2 above based
on descriptive analyses of the dimensions of the instruments, the mean value of overall
pooled QWL in Merkato number 2 medium tax payer’s branch office of the Addis Ababa
city government revenue bureau was 3.0478. Its standard deviation was 0.82673. The mean
value of adequate income and fair compensation factor was 3.0530 and its standard deviation
was 0.83981. The mean value of safe and healthy working conditions factor was 3.0666 and
its standard deviation was 0.83718. The mean value opportunities to use and develop human
capacities factor was 3.0593 and its standard deviation was 0.82163. The mean value of
opportunities for career growth and security factor was 3.0519 and its standard deviation was
0.81440. The mean value of constitutionalism factor was 3.0083 and its standard deviation
was 0.82841.
From the analysis, the mean value of organizational commitment factor was 3.0582 and its
standard deviation was 0.80162. The mean and standard deviation values of affective
commitment factor contribute by 3.0909 and 0.79214 respectively. The mean and standard
deviation values of continuance commitment factor contribute by 3.0169 and 0.79211
30
respectively. The mean and standard deviation values of normative commitment factor
contribute by 3.0724 and 0.82620 respectively.
4.3. Correlations among Explanatory Variables and OC of Employees
Correlation analysis is a statistical analysis to measure the strength of a relationship between
the variables. In this study, the researcher uses Pearson Correlation coefficient (r) to
determine the strength and direction of the two continuous variables. Pearson Correlation
coefficient (r) can take values from -1 to +1 and size of the value of the coefficient indicates
the strength of the relationship and (- or +) indicates the direction. If the correlation
coefficient is 0, there is no relationship between the variables.
As clearly observable from Table 4.3 presented below, adequate income and fair
compensation (r = 0.995; p-value = 0.000), safe and healthy working conditions (r = 0.996; p-
value = 0.000), opportunities to use and develop human capacities (r = 0.997; p-value =
0.000), opportunities for career growth and security (r = 0.996; p-value = 0.000),
constitutionalism at work place (r = 0.994; p-value = 0.000), and overall QWL (r = 0.997; p-
value = 0.000) had statistically significant positive correlation with the organizational
commitments. The type of correlations among dimensions of QWL and OC of employees’
dimensions are detailed in the table (Table 4.3).
Table 4.3: Correlations among dimensions of QWL and Organizational Commitments
Factors OC AC CC NC
Pearson Correlation 0.995** 0.994** 0.986** 0.998**
AIFC Sig. (2-tailed) 0.000 0.000 0.000 0.000
N 216 216 216 216
SHWC Sig. (2-tailed) 0.000 0.000 0.000 0.000
N 216 216 216 216
OUDHC Sig. (2-tailed) 0.000 0.000 0.000 0.000
N 216 216 216 216
OCGS Sig. (2-tailed) 0.000 0.000 0.000 0.000
N 216 216 216 216
Constitutionalism Sig. (2-tailed) 0.000 0.000 0.000 0.000
N 216 216 216 216
Overall QWL Sig. (2-tailed) 0.000 0.000 0.000 NA
N 216 216 216 216
**. Correlation is significant at the 0.01 level (2-tailed).
Table 4.3 shows the significant values of QWL factors (adequate income and fair
compensation, safe and healthy working conditions, opportunities to use and develop human
31
capacities, opportunities for career growth and security, and constitutionalism at work place)
and organizational commitment (affective commitment, continuance commitment and
normative commitment). If these are less than 0.01, the researcher can identify a relationship
between the factors and organizational commitment. According to the details in above table,
the significant value is 0.000 for all five factors addressed in the study. Therefore, there are
strong relationships between the five factors and organizational commitment. If the Pearson
correlation value is plus value (p = +0.xxx), there is a positive relationship between the
variables and if its value is negative (p = -0.xxx), there is a negative relationship between the
variables.
Based on the above findings, it is possible to infer that the adequacy of income and fairness
of compensation, the safer and healthier the working conditions, and the higher the presence
of opportunities to use and develop human capacities and opportunities for career growth,
security and the effectiveness of implementation of constitution at the work place, the more
likely that the employees of the office would become committed the office. Except the
magnitude of relationships, these findings are consistent with previously reported findings of
such as Risla, and Ithrees (2018) since their findings showed that adequate and fair
compensation and organizational commitment have a strong positive correlation (r=0.957);
safe and healthy working conditions and organizational commitment have positive correlation
(r=0.312); and opportunity for continued growth and security and organizational commitment
have a strong positive correlation (r=0.554).
4.4. Commitments of Employees to the Organization
4.4.1. Affective Commitments
The data given in the Table 4.4 revealed that there were different items which were used to
measure affective commitments of employees to Merkato number 2 medium tax payer’s
branch office of the Addis Ababa city government revenue bureau. The respondents were
asked to express their levels of agreements and/or disagreements with the assertion which
stated that I would be very happy to spend the rest of my career with Merkato number 2
medium tax payer’s branch office. Their replies showed that 61(28.24%) of them disagreed
with it while 84(38.89%) agreed with it. Again, the respondents were asked to express their
levels of agreements and/or disagreements with the assertion which stated that I enjoy
discussing about Merkato number 2 medium tax payer’s branch office with peoples outside
the organization. Their responses showed that 50(23.15%) disagreed with the assertion which
stated that I enjoy discussing about Merkato number 2 medium tax payer’s branch office
32
with peoples outside the organization while 82(37.96%) agreed with it. Also, they were asked
to express their levels of agreements and/or disagreements with the assertion which stated
that I really feel as if this Merkato number 2 medium tax payer’s branch office’s problems
are my own problem. 71(32.9%) of the participants disagreed with the assertion which stated
that I really feel as if Merkato number 2 medium tax payer’s branch office’s problems are
my own problem while 96(44.4%) agreed with it. Moreover, they were asked to express their
levels of agreements and/or disagreements with the assertion which stated that I thought that I
could easily become as attached to another organization as I am to Merkato number 2
medium tax payer’s branch office. Their responses showed that 67(31.02%) disagreed with
the assertion which stated that I thought that I could easily become as attached to another
organization as I am to Merkato number 2 medium tax payer’s branch office while
86(39.81%) agreed with it. Still, they were asked to express their levels of agreements and/or
disagreements with the assertion which stated that Merkato No.2 medium tax payer branch
office has a great deal of personal meaning for me. 86(39.81%) of the involved respondents
agreed with the assertion which stated that Merkato No.2 medium tax payer branch office has
a great deal of personal meaning for me while 63(29.17%) of them disagreed. Results of the
analyzed data for the other items are presented in Table 4.4.
Table 4.4: Respondent’s agreement status on affective commitments
SN Items Respondent's responses on Likert’s Scales
SD D N A SA
1 I would be very happy to spend the rest of fi 44 17 71 56 28
my career with this organization. Percent 20.4 7.9 32.9 25.9 13.0
2 I enjoy discussing about my organization fi 29 21 84 57 25
with people outside it Percent 13.4 9.7 38.9 26.4 11.6
3 I really feel as if this organization’s fi 0 71 49 92 4
problems are my own problem Percent 0.00 32.9 22.7 42.6 1.9
4 I think that I could easily become as fi 8 59 64 67 18
attached to another organization as I am to Percent 3.7 27.3 29.6 31.0 8.3
this one.
5 I do not feel like part of the family at fi 0 77 49 90 0
my organization. Percent 0.00 35.6 22.7 41.7 0.00
6 I do not feel emotionally attached to this fi 10 59 63 65 19
organization. Percent 4.6 27.3 29.2 30.1 8.8
7 This organization has a great deal of fi 46 17 67 58 28
personal meaning for me Percent 21.3 7.9 31.0 26.9 13.0
8 I do not feel a strong sense of fi 2 74 48 88 4
belonging to my organization. Percent 0.9 34.3 22.2 40.7 1.9
Meyer, et al. (2007) defined affective commitment as a positive attachment between
employees and an organization. It is the strong commitment of an employee to an
organization, which is demonstrated by the employee identifying with the goals of the
33
organization and his/her unwavering desire to remain part and parcel of the organization. It
forms the ‘desire’ component of organizational commitment (Solinger et al., 2008).
Affective commitment can be built through open organizational communication, involving
employees in decision making, especially on issues directly affecting their areas of expertise
and/or welfare, and enabling employees to access organizational information (Dirani &
Kuchinke, 2011). Human resource management practices are instrumental in contributing to
the feeling of comfort and competence among employees thus heightening affective
commitment among the workers (Dirani & Kuchinke, 2011). The challenge of this
commitment component, however, is that the characteristics of affective commitment
components can only be seen but can hardly be defined.
Based on these findings, one could easily confer that the extent of employees that had
affective commitment to Merkato number 2 medium tax payer’s branch office of the Addis
Ababa city government revenue bureau [116(53.70%)] is higher than those who are non-
committed [100(46.30%)] as committed which is reflected since larger employees agreed
with the assertion which stated that I would be very happy to spend the rest of my career with
Merkato number 2 medium tax payer’s branch office as compared to those that disagreed
with it; larger numbers of employees agreed with the assertion which stated that I enjoy
discussing about Merkato number 2 medium tax payer’s branch office with peoples outside
the organization as compared to those that disagreed with it; high proportions of the
participants agreed with the assertion which stated that I really felt as if Merkato number 2
medium tax payer’s branch office’s problems were my own problem; greater number of
employees felt like they were part of the family at their organization as compared to their
counterparts; and higher numbers of employees agreed with the assertion which stated that
Merkato No.2 medium tax payer branch office has a great deal of personal meaning for me.
Therefore, this demonstrates that more than half of the employees have affective commitment
and hence they identify themselves with the goals of the organization and have unwavering
desire to remain part and parcel of the organization.
4.4.2. Continuance Commitments
The data given in the Table 4.5 revealed that there were eight different items used to measure
continuance commitments of employees to Merkato number 2 medium tax payer’s branch
office of the Addis Ababa city government revenue bureau. The respondents were asked to
express their levels of agreements and/or disagreements with the assertion which stated that it
would be very hard for me to leave Merkato number 2 medium tax payer’s branch office
right now even if I want to do so. Their replies showed that 66(30.56%) of them disagreed
34
with it while 75(34.72%) agreed with it. Again, the respondents were asked to express their
levels of agreements and/or disagreements with the assertion which stated that too much of
my life would be disrupted if I decided to leave Merkato number 2 medium tax payer’s
branch office now. Their responses showed that 79(36.60%) disagreed with the assertion
which stated that too much of my life would be disrupted if I decided to leave Merkato
number 2 medium tax payer’s branch office now while 81(37.50%) agreed to it. Also, they
were asked to express their levels of agreements and/or disagreements with the assertion
which stated that staying with Merkato number 2 medium tax payer’s branch office was a
matter of necessity as much as desire for me right now. 87(40.30%) of the participants
disagreed with the assertion which stated that staying with Merkato number 2 medium tax
payer’s branch office was a matter of necessity as much as desire for me right now while
79(36.60%) agreed with it. Moreover, they were asked to express their levels of agreements
and/or disagreements with the assertion which stated that one of the few serious
consequences of leaving Merkato number 2 medium tax payer’s branch office would be the
scarcity of available alternatives. Their responses showed that 70(32.41%) disagreed with the
assertion which stated that one of the few serious consequences of leaving Merkato number 2
medium tax payer’s branch office would be the scarcity of available alternatives while
73(33.80%) agreed with it. Still, they were asked to express their levels of agreements and/or
disagreements with the assertion which stated that one of the major reasons I continued to
work for Merkato No.2 medium tax payer branch office was that leaving would require
considerable personal sacrifice and other organizations might not have matched my wish in
overall. 84(38.89%) of the involved respondents disagreed with the assertion which stated
that one of the major reasons I continued to work for Merkato No.2 medium tax payer branch
office was that leaving would require considerable personal sacrifice and other organizations
might not have matched my wish in overall while 79(36.57%) of them agreed. Results of the
Table 4.5: Respondent’s agreement status on continuance commitments
SD D N A SA
1 I am not afraid of what might happen if I quit fi 46 20 75 51 24
my job without having another one lined up Percent 21.3 9.3 34.7 23.6 11.1
2 It would be very hard for me to leave my fi 34 22 89 49 22
organization right now, even if I want to do so Percent 15.7 10.2 41.2 22.7 10.2
3 Too much in my life would be disrupted if I fi 0 79 56 79 2
decided to leave me organization now Percent 0.00 36.6 25.9 36.6 0.9
4 It wouldn’t be too costly for me to leave my fi 6 64 55 69 22
organization now Percent 2.8 29.6 25.5 31.9 10.2
35
5 Right now, staying with my organization is a fi 0 87 50 79 0

matter of necessity as much as desire Percent 0.00 40.3 23.1 36.6 0.00
6 I feel that I have very few options to consider fi 9 61 59 66 21
leaving this organization Percent 4.2 28.2 27.3 30.6 9.7
7 One of the few serious consequences of fi 49 21 73 49 24
leaving this organization would be the scarcity
Percent 22.7 9.7 33.8 22.7 11.1
of available alternatives
8 One of the major reasons I continue to work fi 3 81 53 77 2
for this organization is that leaving would
require considerable personal sacrifice and
Percent 1.4 37.5 24.5 35.6 0.9
other organization may not match my wish in
overall
Continuance commitment is a feeling of commitment among employees to their organization
after considering the possible cost of walking away from the firm (Duffy, et al., 2012). It is
the ‘need’ dimension among employees in an organizational setting. It is brewed when an
employee remains loyal and committed to the firm due to the high cost of losing the
organizational membership (Ahmad and Oranye, 2010). The cost of organizational
membership in this case may include the loss of such human resource benefits as employee
training and development, as well as the rewards systems in the organization (Meyer et al.,
2007). The ‘side bets’ that the employee may suffer by leaving the organization are the forces
that develop employee commitment to the organization. However, the ‘side bets’ do not come
all at once, but merge with the age and working period of an employee. Two factors act as the
foundation of continuance commitment. The factors are lack of alternative employment for
the employee and the amount of investment ploughed into the organization by the employee.
However, leaving the organization unaware of the cost of exit does not amount to
continuance performance (Dressler, 1999). In this case, it is clearly evident that there is a
substantial relationship between human resource practices and the level of commitment
exhibited by employees who will feel disadvantaged if they were to leave the organization for
any reason (Anton, 2009).
Based on the above findings, it is possible to suggest that numbers of employees that have
continuance commitment to Merkato No.2 medium tax payer branch office [107(49.54%)]
are less than those that lack continuance commitment to the organization [109(50.46%)]
which implies that nearly above half of the employees have the desire to leave Merkato No.2
medium tax payer branch office except lack of better employment alternatives.
4.4.3. Normative Commitments
The data given in the Table 4.6 revealed that there were eight different items used to measure
normative commitments of employees to Merkato number 2 medium tax payer’s branch
office of the Addis Ababa city government revenue bureau. The respondents were asked to
36
express their levels of agreements and/or disagreements with the assertion which stated that I
thought that people moved from company to company too often these days. Their replies
showed that 81(37.50%) of them agreed with it while 61(28.24%) disagreed with it. Again,
the respondents were asked to express their levels of agreements and/or disagreements with
the assertion which stated that one of the major reasons I continued to work for Merkato
number 2 medium tax payer’s branch office was because I believed that loyalty was
important. Their responses showed that 69(31.94%) disagreed with the assertion which stated
that one of the major reasons I continued to work for Merkato number 2 medium tax payer’s
branch office was because I believed that loyalty was important while 79(36.57%) agreed to
it. Similarly, responses of 80(37.04%) of employees indicated that they believed that a person
must always be loyal to his or her organization. Also, they were asked to express their levels
of agreements and/or disagreements with the assertion which stated that if I got another offer
for a better job somewhere else, I would not feel it was right to leave Merkato number 2
medium tax payer’s branch office. 76(35.20%) of the participants disagreed with the
assertion which stated that if I got another offer for a better job somewhere else, I would not
feel it was right to leave Merkato number 2 medium tax payer’s branch office while
83(38.40%) agreed with it. Moreover, they were asked to express their levels of agreements
and/or disagreements with the assertion which stated that things were better these days when
people stayed with one organization throughout most of their careers. Their responses showed
that 61(28.24%) disagreed with the assertion which stated that things were better these days
when people stayed with one organization throughout most of their careers while 88(40.74%)
agreed with it. Still, they were asked to express their levels of agreements and/or
disagreements with the assertion which stated that I do not thought that wanting to be a
‘company man’ or ‘company woman’ was sensible any more. 86(39.81%) of the involved
respondents agreed with the assertion which stated that I do not think that wanting to be a
‘company man’ or ‘company woman’ was sensible any more while 79(36.60%) of them
disagreed. Results of the analyzed data for the other items are presented in Table 4.6.
Table 4.6: Respondent’s agreement status on normative commitments
SD D N A SA
1 These days, I think that people move from fi 47 14 74 54 27
company to company too often Percent 21.8 6.5 34.3 25.0 12.5
2 I do not believe that a person must always fi 24 25 87 56 24
be loyal to his or her organization Percent 11.1 11.6 40.3 25.9 11.1
3 Jumping from organization to organization fi 0 75 47 90 4
does not seem at all unethical to me Percent 0.00 34.7 21.8 41.7 1.9
4 One of the major reasons I continue to fi 7 62 68 63 16
37
work for this organization is because I Percent 3.2 28.7 31.5 29.2 7.4
5 believe
If I gotthat loyaltyoffer
another is important
for a better job fi 0 76 57 83 0
elsewhere, I would not feel it was right to Percent 0.00 35.2 26.4 38.4 0.00
leave my organization
6 I was taught to believe in the value of fi 7 62 67 63 17
remaining loyal to one organization Percent 3.2 28.7 31.0 29.2 7.9
7 Things were better in the days when fi 47 14 67 61 27
people stayed with one organization Percent 21.8 6.5 31.0 28.2 12.5
8 throughout
I do not most
thinkofthat
their wanting
careers to be a fi 0 79 51 81 5
‘company man’ or ‘company woman’ is Percent 0.00 36.6 23.6 37.5 2.3
sensible any more
This form of commitment is formed when the employee feels the urge to work for the
organization for ethical reasons. In this case, the idea of leaving the organization is not in the
picture (Meyer and Smith, 2000). Previous researches have converged in defining normative
commitment among employees as feeling of an ethical obligation to stick with the
organization (Mowday et al., 2013). The research points out to a possible link between the
process of socialization prior to and after gaining entry into the firm and the treatment during
the employee’s tenure in the organization. Such human resource practices contribute largely
to enhancing normative commitment among the employees (Kanter, 1968). An organization
may invest a huge amount on the training of its employees. As a result, the employees will
feel morally obliged to return the favor by aiming at achieving the goals of the organization
(Imran and Ahmed, 2012). This form of commitment brings forward the ‘ought to’
component of employees’ urge to work tirelessly towards achieving the objectives and
standards of the organization. From these discussions, there is a substantial argument as to the
relationship between the human resource practices mentioned and the three components of
commitment as researched by Allen and Meyer (1990).
Based on the findings of the study, one could easily confer that majorities of employees
exhibit better normative commitment [114(52.78%)] than those that demonstrate lower
normative commitment [102(47.22%)] to Merkato number 2 medium tax payer’s branch
office. In summary, majority [112(51.90%)] of the respondents were identified as committed
to their office as compared to non-committed ones [104(48.15%)].
4.5. Quality Work Life (QWL) Dimensions
4.5.1. Adequate Income and Fair Compensation
The data given in the Table 4.7 revealed that there were different adequate income and fair
compensation related factors in Merkato number 2 medium tax payer’s branch office of the
Addis Ababa city government revenue bureau. The respondents were asked to express their
levels of agreements and/or disagreements to the goodness of the wage policies adopted by
38
revenue bureau. 153(70.83%) of the respondents agreed to the goodness of the wage policies
adopted by Merkato number 2 medium tax payer’s branch office while 44(20.37%) were
neutral with it. Again, the respondents were asked to express their levels of agreements
and/or disagreements to the statement that asserts that I felt that I were given an adequate and
fair compensation for the work I did by Merkato number 2 medium tax payer’s branch
office. 123(56.94%) of the respondents disagreed with I felt that I were given an adequate
and fair compensation for the work I did while 63(29.17%) were neutral with it. Moreover,
the respondents were asked to express their levels of agreements and/or disagreements to the
assertions which stated that my earnings were fair when compared to the others doing the
same type of work in other companies. 46(21.30%) of the respondents agreed with the
statement which expresses that their earnings were fair when compared to the others doing
the same type of work in other companies while 137(63.43%) of them were neutral and
33(15.28%) disagreed with it. Furthermore, the respondents were asked to express their levels
of agreements and/or disagreements to the assertions which stated that extra allowance was
paid overtime (OT) by the office/bureau. 127(58.80%) of the respondents agreed with extra
allowance payment overtime (OT) by Merkato number 2 medium tax payer’s branch office
while 59(27.31%) of the respondents were neutral and 30(13.89%) disagreed with it. Detailed
analyses results for the other items are presented in Table 4.7.
Table 4.7: Respondent’s agreement status on adequate income and fair compensation
Respondent's responses on Likert’s Scales
SN Items
SD D N A SA
fi 0 19 44 132 21
The wage policies adopted by my
1
office/bureau are good Percent 0.00 8.8 20.4 61.1 9.7
I feel that I’m given an adequate and fi 27 96 63 30 0

2 fair compensation for the work I do by
the office/bureau Percent 12.5 44.4 29.2 13.9 0.00
fi 0 63 85 52 16
The office/bureau pays salary by
3
considering responsibilities at work Percent 0.00 29.2 39.4 24.1 7.4
My earnings are fair when compared to fi 0 33 137 41 5

4 the others doing the same type of work
in other office/bureau Percent 0.00 15.3 63.4 19.0 2.3
Income and compensation paid by the fi 63 42 2 109 0
5 office/bureau fulfill basic and social
Percent 29.2 19.4 .9 50.5 0.00
needs
fi 0 30 59 122 5
Extra allowance is paid overtime (OT)
6
by the office/bureau Percent 0.00 13.9 27.3 56.5 2.3
7 Pay scale is revised periodically by the fi 39 63 10 104 0
39
office/bureau Percent 18.1 29.2 4.6 48.1 0.00
fi 18 49 57 84 7
8 Weighted AIFC
Percent 8.53 22.88 26.46 39.02 3.11
Adequate income and fair compensation is related to payment of employees and aspects such
as work situations, responsibility and training. Parameters such as share of profits, benefits
and results, relationship between supply and demand and population salary average show if
there is justice in payment. As (Walton, 1974; Fernandes, 1996) states that adequate income
and fair compensation must meet workers’ needs and must also not have significant
differences between the wages of one employee, compared with the same function in other
companies. Fernandes (1996) conducted a subdivision of this parameter in internal and
external equity, proportionality between salaries, justice on compensation and sharing of
productivity gains. According to Detoni (2001) and Timossi et al. (2008), adequate income
and fair compensation were reorganized as wage equilibrium, fair payment, profit sharing and
additional benefits. On the other hand, these authors made a change in the terms used by
replacing fair compensation in place of wages and salary equilibrium to compare the salaries
of their colleagues, profit sharing in place of rewards and extra benefits in place of food,
transportation, medical, dentist etc.
Financial benefits that employees receive are very important to drive his or her QWL level
(Sinha, 2012). Walton, (1973) found a direct and significant relationship between pay and
benefits, and QWL level. However, many employees feel they are not compensated fairly for
their work .Saraji and Dargahi (2006) pointed out that among the factors that affect the QWL
is fair pay. Hosseini et al., (2010) placed fair and adequate pay, and benefits rights as one of
the QWL parameters. Many other researchers found the rewards and pay are among the
drivers of QWL. Koppelman et al. (2006) found that the pay and reward is significant driver
of QWL. Similarly, the findings of Davoodi (1998) and Jozee (1998) found the same results.
However, these drivers were not found an effective driver in studies conducted by some
researchers such as the study of Tao et al. (2007) and Levine et al, (1984).
Based on these findings, one could easily confer that the office seemed to pay adequate
income and fair compensations for significant proportion of the employees since there were
greater number of employees [91(42.13%)] that agreed to the weighted income adequacy and
fairness of compensation than those that disagreed with it [67(31.02%)] among the
participated respondents of Merkato number 2 medium tax payer’s branch office.
40
4.5.2. Safe and Healthy Working Conditions

The data given in the Table 4.8 revealed that there were various conditions related to safe and
healthiness of the working environments for employees of the office in Merkato number 2
medium tax payer’s branch office of the Addis Ababa city government revenue bureau. The
respondents were asked to express their levels of agreements and/or disagreements to the
assertion which expressed that the office provided safe and healthy working environment in
Merkato number 2 medium tax payer’s branch office; and their replies showed that
39(18.06%) disagreed with it while 111(51.39%) agreed with it. Again, the respondents were
asked to express their levels of agreements and/or disagreements to the statement that stated
that I felt that my job allowed me to realize my full potential in Merkato number 2 medium
tax payer’s branch office. Their responses showed that 102(47.2280%) disagreed with the
statement that expressed that I felt that my job allowed me to realize my full potential in
Merkato number 2 medium tax payer’s branch office while 30(13.90%) agreed to it. Also,
they were asked to express their levels of agreements and/or disagreements with the statement
which asserted that my job was not too stressful in Merkato number 2 medium tax payer’s
branch office. 46(21.30%) of the participants agreed with the statement which asserted that
my job was not too stressful in Merkato number 2 medium tax payer’s branch office while
33(15.30%) disagreed with it; but 137(63.40%) were neutral with it. Moreover, they were
asked to express their levels of agreements and/or disagreements with the statement which
asserted that my job required me to make challenging decisions affecting my department in
Merkato number 2 medium tax payer’s branch office. Their responses showed that
737(33.80%) disagreed with the statement which asserted that my job required me to make
challenging decisions affecting my department while 86(39.81%) agreed with it. Still, they
were asked to express their levels of agreements and/or disagreements with the statement
which asserted that the bureau/office offered its employees’ health benefits that included the
use of fitness facilities and programs in Merkato No.2 medium tax payer branch office.
102(47.2280%) of the involved respondents disagreed with the statement which asserted that
the bureau/office offered its employees’ health benefits that included the use of fitness
facilities and programs in Merkato No.2 medium tax payer branch office while 68(31.50%)
of them disagreed with it. Furthermore, they were interrogated to express their levels of
agreements and/or disagreements with the statement which asserted that I felt that my
working hours were in accordance with the rules in Merkato No.2 medium tax payer branch
office. 108(50%) of the involved respondents disagreed with the statement which asserted
that I felt that my working hours were in accordance with the rules in Merkato No.2 medium
41
tax payer branch office while 19(8.80%) of them agreed with it. Results of analyzed data for
the other items are presented in Table 4.8.
Table 4.8: Respondent’s agreement status on safe and healthy working conditions
SN Items
SD D N A SA
fi 6 33 66 106 5
The office provide safe and healthy
1
working environment Percent 2.8 15.3 30.6 49.1 2.3
fi 63 39 84 30 0
I feel the bureau/office provides
2
security guarantees at work Percent 29.2 18.1 38.9 13.9 0.00
fi 0 39 69 88 20
I feel that my job allows me to realize
3
my full potential Percent 0.00 18.1 31.9 40.7 9.3
fi 0 89 81 46 0
4 My place of work is safe and sanitary
Percent 0.00 41.2 37.5 21.3 0.00
fi 0 33 137 41 5
5 My job is not too stressful
Percent 0.00 15.3 63.4 19.0 2.3
fi 0 73 57 81 5
My job helps me stay both physically
6
and mentally fit Percent 0.00 33.8 26.4 37.5 2.3
fi 0 39 84 76 17
My job requires me to make challenging
7
decisions affecting my department Percent 0.00 18.1 38.9 35.2 7.9
fi 30 53 29 104 0
The bureau/office offers a good health
8
benefits package Percent 13.9 24.5 13.4 48.1 0.00
The bureau/office offers its employees’ fi 63 39 46 68 0

9 health benefits that include the use of
fitness facilities and programs Percent 29.2 18.1 21.3 31.5 0.00
I feel that the physical condition of the fi 0 30 93 89 4

10 environment in which I work is good
and adequate Percent 0.00 13.9 43.1 41.2 1.9
fi 0 19 89 91 17
I feel that my working hours are in
11
accordance with the rules Percent 0.00 8.8 41.2 42.1 7.9
fi 15 44 76 75 7
12 Weighted SHWC
Percent 6.82 20.45 35.14 34.51 3.07
To have an adjustment of working conditions, it is necessary to reduce the aspects that can
harm the worker in their tasks, such as visual pollution, noise and odors (WALTON, 1973;
Fernan des, 1996). It is related to the healthiness of the work environment (Detoni, 2001;
Timossi et al., 2009). It was organized as reasonable working hours, safe and healthy
physical environment and absence of unhealthiness (Fernandes, 1996). Later, they were
classified in weekly working hours, workload, fatigue, personal and collective protective
equipment, healthiness and process technology (Detoni, 2001). The terms have been changed
42
from weekly working hours to the amount of worked hours, workload to amount of work,
process technology to use of technology, machinery and equipment at work, healthiness to
working conditions, personal and collective protective equipment to safety equipment and
individual protection at work and fatigue being replaced for tiredness (Timossi et al., 2009).
Based on the findings of the study, one could easily suggest that on the average the office
provided safer and healthier working conditions for the employees due to the fact that the
weighted average of the dimension is greater than to the average of the scales used.
4.5.3. Opportunities to Use and Develop Human Capacities
The data given in the Table 4.9 revealed that there were many issues related to the
opportunities to use and develop human capacities in Merkato number 2 medium tax payer’s
branch office. Accordingly, the respondents were asked to express their levels of agreements
and/or disagreements with the assertions which stated that there was a good opportunity for
them to get an education in order to increase their knowledge and ability to do their jobs in
revenue bureau. 93(43.06%) of the selected and participated respondents agreed with the
assertions which stated that there was a good opportunity for them to get an education in
order to increase their knowledge and ability to do their jobs in Merkato number 2 medium
tax payer’s branch office of the Addis Ababa city government revenue bureau while
39(18.06%) disagreed with it. Also, the respondents were asked to express their levels of
agreements and/or disagreements with the assertions which stated that there was an
assessment activity for me in order to found out how my ability improved in Merkato number
2 medium tax payer’s branch office of the Addis Ababa city government revenue bureau.
104(48.11%) respondents agreed with the assertions which stated that there was an
assessment activity for me in order to found out how my ability improved in Merkato number
2 medium tax payer’s branch office of the Addis Ababa city government revenue bureau
while 89(41.20%) disagreed with it. Moreover, the respondents were asked to express their
levels of agreements and/or disagreements with the assertions which stated that I felt that I
were always learning new things that helped do my job better in Merkato number 2 medium
tax payer’s branch office of the Addis Ababa city government revenue bureau. 108(50%)
respondents disagreed with the assertions which stated that I felt that I were always learning
new things that helped do my job better in Merkato number 2 medium tax payer’s branch
office of the Addis Ababa city government revenue bureau while 104(48.11%) agreed to it.
Still, respondents were asked to express their levels of agreements and/or disagreements with
the assertions which stated that the bureau/office helped its employees to realize their
43
potential in Merkato number 2 medium tax payer’s branch office of the Addis Ababa city
government revenue bureau. 111(51.39%) respondents agreed with the assertions which
stated that the bureau/office helped its employees to realize their potential in Merkato number
2 medium tax payer’s branch office of the Addis Ababa city government revenue bureau
while 63(29.17%) disagreed with it. Furthermore, respondents were asked to express their
levels of agreements and/or disagreements with the assertions which stated that the
bureau/office had an educational program that continuously exposed employees to new
standards/technologies to improve their job performance in Merkato number 2 medium tax
payer’s branch office of the Addis Ababa city government revenue bureau towards the
changing needs of jobs of employees. 130(60.19%) respondents disagreed with the assertions
which stated that the bureau/office had an educational program that continuously exposed
employees to new standards/technologies to improve their job performance in Merkato
number 2 medium tax payer’s branch office of the Addis Ababa city government revenue
bureau towards the changing needs of jobs of employees while 46(21.30%) agreed with it and
40(18.19%) of the respondents were neutral with it. Results of analyzed data for the other
items are presented in Table 4.9.
Table 4.9: Agreement status on opportunities to use and develop human capacities
SN Items
SD D N A SA
There is a good opportunity for me to fi 7 32 84 73 20
1 get an education in order to increase my
knowledge and ability to do my job Percent 3.2 14.8 38.9 33.8 9.3
There is a good opportunity for me to fi 0 30 93 88 5

2
occupy a higher position in the future Percent 0.00 13.9 43.1 40.7 2.3
There is an assessment activity for me fi 0 89 23 104 0
3 in order to find out how my ability
Percent 0.00 41.2 10.6 48.1 0.00
improves
I feel that I’m always learning new fi 39 69 4 100 4
4
things that help do my job better Percent 18.1 31.9 1.9 46.3 1.9
fi 0 73 97 41 5
My job helps me develop my creativity
5
outside of work Percent 0.00 33.8 44.9 19.0 2.3
fi 39 24 42 111 0
The bureau/office helps its employees
6
to realize their potential Percent 18.1 11.1 19.4 51.4 0.00
fi 0 39 63 109 5
The bureau/office helps its employees
7
learn the need job skills Percent 0.00 18.1 29.2 50.5 2.3
The bureau/office tries hard to educate fi 0 19 142 55 0
8 its employees to become better
Percent 0.00 8.8 65.7 25.5 0.00
professionals
9 I feel that my boss cares about helping fi 0 19 89 91 17
44
me enhance my professional skills Percent 0.00 8.8 41.2 42.1 7.9

The bureau/office has an educational
program that continuously exposes fi 108 22 40 46 0
10 employees to new
standards/technologies to improve their 50.0 10.2 18.5 21.3 0.00
job performance Percent
fi 19 42 68 82 6
11 Weighted OTUDHC
Percent 8.94 19.26 31.34 37.87 2.59
Opportunity to use and develop human capacities is an integral part of relevant factors to the
(Walton, 1973; Fernandes, 1996). It refers to the representativeness of the task and the
importance that is given to it and the autonomy of performing it (Detoni, 2001; Timossi et al.,
2009). It is described as autonomy, multiple qualities, information on the total work process
and relative self-control (Fernandes, 1996). Then, it was described as autonomy, versatility,
performance evaluation, given responsibility and importance of the task (Detoni, 2001).
Later, the terms were modified from autonomy to opportunities to make decisions, from
importance of the task to importance of work and activity that one exerts, from versatility to
opportunity of performing various tasks, performance evaluation to have knowledge of how
good or bad is its performance, given responsibility for responsibility of the work given to
you (Timossi et al., 2009).
Based on the findings of the study, it is possible to infer that the office furnished medium and
higher opportunities to develop and use human capacities as the number of respondents
agreed with the weighted average of the scales of the dimension [88(40.74%)] is greater than
the number of employees that disagreed with the average value of the scale [61(28.24%)].
4.5.4. Opportunities for Career Growth and Security
The data given in the Table 4.10 revealed that there were different items sat and employed to
assess whether there were opportunities for career growth and security in Merkato number 2
medium tax payer’s branch office of the Addis Ababa city government revenue bureau. Thus
the respondents were asked to express their levels of agreements and/or disagreements with
the questions which inquired them whether the promotions were handled fairly by the
office/bureau in Merkato number 2 medium tax payer’s branch office of the Addis Ababa
city government revenue bureau. 143(66.20%) of them agreed with the questions which
inquired them whether the promotions were handled fairly by the office/bureau in Merkato
45
bureau while 54(25%) disagreed with it. Again, respondents were asked to express their
levels of agreements and/or disagreements with the statement which stated that the
office/bureau provided the social security benefits like EPF/Medical Reimbursements and so
on in Merkato number 2 medium tax payer’s branch office of the Addis Ababa city
government revenue bureau which aimed at improving employee’s performance and
strengthening their job skills. 115(53.24%) of them disagreed with the statement which stated
that the office/bureau provided the social security benefits like EPF/Medical Reimbursements
and so on in Merkato number 2 medium tax payer’s branch office of the Addis Ababa city
government revenue bureau while 55(25.46%) of them agreed with it. Still, respondents were
asked to express their levels of agreements and/or disagreements with the assertions which
stated that safety measures adopted by the office/bureau were good in Merkato number 2
medium tax payer’s branch office of the Addis Ababa city government revenue bureau.
54(25%) respondents disagreed with the assertions which stated that safety measures adopted
by the office/bureau were good in Merkato number 2 medium tax payer’s branch office of
the Addis Ababa city government revenue bureau while 143(66.20%) agreed with it.
Moreover, they were asked to express their levels of agreements and/or disagreements with
the statement which stated that the office/bureau offered sufficient opportunities to develop
the abilities of its employees in Merkato number 2 medium tax payer’s branch office of the
Addis Ababa city government revenue bureau. 54(25%) of them disagreed with the statement
which stated that the office/bureau offered sufficient opportunities to develop the abilities of
its employees in Merkato number 2 medium tax payer’s branch office of the Addis Ababa
city government revenue while 143(66.20%) of them agreed with it. Furthermore,
respondents were asked to express their levels of agreements and/or disagreements with the
assertions which stated that the office/bureau ensured matchability of training and
development goals of employees with their scopes for further learning at all departments in
revenue bureau towards the changing needs of jobs of employees. 54(25%) respondents
disagreed with the assertions which stated that the office/bureau ensured matchability of
training and development goals of employees with their scopes for further learning at all
departments in Merkato number 2 medium tax payer’s branch office of the Addis Ababa city
government revenue bureau towards the changing needs of jobs of employees while
143(66.20%) agreed with it. Results for analyzed data for the other items are presented in
Table 4.10.
46
Table 4.10: Agreement status on opportunities for career growth and security
SN Items
SD D N A SA
fi 0 30 43 113 30
Promotions are handled fairly by the
1
office/bureau Percent 0.00 13.9 19.9 52.3 13.9
The office/bureau provides the social fi 39 173 4 0 0

2 security benefits like EPF/Medical
Reimbursements and so on Percent 18.1 80.1 1.9 0.00 0.00
fi 105 18 25 68 0
Safety measures adopted by the
3
office/bureau are good Percent 48.6 8.3 11.6 31.5 0.00
fi 102 28 40 46 0
4 I feel quite secured about my job
Percent 47.2 13.0 18.5 21.3 0.00
fi 0 33 50 128 5
The office/bureau handles career growth
5 0.00 15.3 23.1 59.3 2.3
of employees properly Percent
The office/bureau offers sufficient fi 19 20 50 122 5
6 opportunities to develop the abilities of
its employees Percent 8.8 9.3 23.1 56.5 2.3
The office/bureau provides feedback fi 19 20 34 123 20

7 and take corrective actions to ensure
self-improvement of its employees Percent 8.8 9.3 15.7 56.9 9.3
The office/bureau motivates its fi 89 19 4 74 30

8 employees to achieve higher targets and
challenging jobs Percent 41.2 8.8 1.9 34.3 13.9
Employees take part in decision making fi 0 7 56 148 5

9 and in total work process affecting their
security and career growth Percent 0.00 3.2 25.9 68.5 2.3
The office/bureau ensures matchability

fi 0 0 39 160 17
of training and development goals of
10
employees with their scopes for further
learning at all departments Percent 0.00 0.00 18.1 74.1 7.9
fi 37 35 35 98 11
11 Weighted OCGS
Percent 17.27 16.11 15.97 45.46 5.19
Walton (1973) emphasizes that safety and security are a driver of QWL. It is widely accepted
in societies that workers should not be exposed to physical conditions or hourly arrangements
that are unduly hazardous or detrimental to their health. Legislation, union action, and
employer concern have resulted in continually rising standards of satisfactory working
conditions (Madankar and Nazem, 2012). Saraji and Dargahi (2006) in their study found that
safety and security an effective driver of QWL. In the same vein, Hosseini et al. (2010) found
similar results.
Many researchers have found a positive correlation between career development and QWL.
Farjad and Varnous (2013) listed growth opportunities and future development as a driver for
47
QWL. Saraji and Dargahi (2006) pointed out that training and career advancement
opportunities are one of the drivers of QWL. Sinha (2012) studied the drivers of QWL and
she found that career development is one of the major drivers for QWL in India. Hosseini et
al. (2010) pointed out that career development drives up the level of QWL in Iran.
Other studies by Tao et al. (2007) did not found career development as an effective driver of
QWL. In the same vein, Koppelman et al. (2006) did not mention career development as a
driver of QWL. Furthermore, based on Walton, (1974) and Fernandes, (1996) it is an
essential part of relevant factors to the development of capabilities, such as: work provides
certain autonomy, the use of the worker’s skills, the knowledge about the process to perform
the task and have prior planning. According to Detoni, (2001) and Timossi et al., (2009) it
refers to the representativeness of the task and the importance that is given to it and the
authority of performing it. Detoni, (2001) described it as autonomy, versatility, performance
evaluation, given responsibility and importance of the task. According to Timossi et al.,
(2009) the terms were modified as in place of autonomy to opportunities to make decisions,
in place of importance of the task to importance of work and activity that one exerts, from
versatility to opportunity of performing various tasks, performance evaluation to have
knowledge of how good or bad is its performance, given responsibility for responsibility of
the work given to.
Job security, or the feeling of it, is also documented as an important aspect of any subjective
assessment of QWL. It may derive from the broader context of the work environment, such
as the sector and type of work/occupation/contract. Managerial action and leadership may
also influence the performance of the organization, which in turn will affect employee
perceptions of relative job security. In relation to job security, sixty‐four percent of
employees surveyed in WERS 2004 believed that their job was secure in their current
workplace (Department of Trade and Industry, 1999), slightly more than the results from
CIPD (2006), where just over 50 percent were satisfied or very satisfied with their job
security. However, one should be aware that the relative importance that employees attach to
job security (and other factors) may vary over time. In the case of job security, Clark
(2005:381) reports its decreasing importance to workers based on his analysis of British
Household Panel Survey (BHPS) data.
(Walton, 1973; Fernandes, 1996). It refers to the representativeness of the task and the
48
importance that is given to it and the autonomy of performing it (Detoni, 2001; Timossi et al.,
2009). It is described as autonomy, multiple qualities, information on the total work process
and relative self-control (Fernandes, 1996). Then, it was described as autonomy, versatility,
performance evaluation, given responsibility and importance of the task (Detoni, 2001).
Later, the terms were modified from autonomy to opportunities to make decisions, from
importance of the task to importance of work and activity that one exerts, from versatility to
opportunity of performing various tasks, performance evaluation to have knowledge of how
good or bad is its performance, given responsibility for responsibility of the work given to
you (Timossi et al., 2009).
Opportunity to growth and security: it is related to the opportunity for professional growth, as
well as security and job stability. The associated aspects are: capacity and knowledge
development, ascension opportunity for worker and the possibility to use new knowledge and
skills (Walton, 1973; Fernandes, 1996). It indicates the opportunities of the job and its
security (Detoni, 2001; Timossi et al., 2009). It was ranked in possibility of career, personal
growth, salary advancement prospects and job security (Fernandes, 1996). And later, training,
studies encouragement, professional growth and layoffs (Detoni, 2001). Then changed the
term training for training and courses the person does (Timossi et al., 2009).
As the weighted average of this dimension of the QWL is higher than the average value of
the scales [135(62.50%)], it is possible infer that the office provides very high opportunities
for its employees career growth and security.
4.5.5. Constitutionalism at Work Place
The data given in the Table 4.11 revealed that there were varying experiences in relation to
the implementations of constitutionalism at work place in Merkato number 2 medium tax
payer’s branch office of the Addis Ababa city government revenue bureau. For the same
ends, the respondents were asked to express their levels of agreements and/or disagreements
with the questions which described that to all employees were treated in the same way as
others irrespective of the sex, race, religion or social class in Merkato number 2 medium tax
payer’s branch office of the Addis Ababa city government revenue bureau. 108(50%) of
them agreed with the questions which described that to all employees were treated in the
same way as others irrespective of the sex, race, religion or social class in Merkato number 2
medium tax payer’s branch office of the Addis Ababa city government revenue bureau while
102(47.22%) of them disagreed with it. Again, respondents were asked to express their levels
of agreements and/or disagreements with the questions which described that the office/bureau
had its own ethics and values in Merkato number 2 medium tax payer’s branch office of the
49
Addis Ababa city government revenue bureau. 170(78.70%) of them disagreed with the
questions which described that the office/bureau has its own ethics and values in Merkato
bureau while 29(13.43%) of them were neutral with it. Furthermore, respondents were asked
to express their levels of agreements and/or disagreements with the assertions which stated
that I felt free to express or offer my comments and suggestions on my performance and
working conditions in the bureau/office in Merkato number 2 medium tax payer’s branch
office of the Addis Ababa city government revenue bureau. 130(60.19%) respondents
disagreed with the assertions which stated that I felt free to express or offer my comments
and suggestions on my performance and working conditions in the bureau/office in Merkato
bureau while 56(25.26%) were neutral with it but 30(13.89%) agreed with it. Results for
Table 4.11: Respondent’s agreement status on constitutionalism at work place
SN Items
SD D N A SA
fi 0 19 54 113 30
The office/bureau is governed by the
1
rule of law Percent 0.00 8.8 25.0 52.3 13.9
All employees are treated in the same fi 0 102 6 103 5

2 way as others irrespective of the sex,
race, religion or social class Percent 0.00 47.2 2.8 47.7 2.3
fi 39 131 29 17 0
The office/bureau has its own ethics
3
and values Percent 18.1 60.6 13.4 7.9 0.00
I feel free to express or offer my 89 41 56 30 0
fi
comments and suggestions on my
4
performance and working conditions 41.2 19.0 25.9 13.9 0.00
Percent
in the bureau/office
fi 0 30 108 78 0
All employees receive equitable
5
treatment Percent 0.00 13.9 50.0 36.1 0.00
fi 26 65 51 68 7
6 Weighted Constitutionalism
Percent 11.85 29.91 23.43 31.57 3.24
Constitution in the work place deals with the issues of the existence of constitutionalism in
order to protect workers from abusive actions. According to Walton (1974) and Fernandes
(1996), the following factors are part of this aspect: privacy, freedom of expression, fairness
and equality front the law. Based on Fernandes (1996), constitution in the work place
represents worker protection rights, freedom of expression, labor rights, fair treatment and
personal privacy. And later, Detoni, (2001) is described it as worker’s rights, freedom of
50
expression, discussion and regulations and respect to the individuality. Timossi et al. (2009)
changes the terms from appreciation of ideas for appreciation of their ideas and initiatives,
workers’ rights to respect workers’ rights, freedom of expression for opportunities to give
their opinions, discussion and regulations for rules and regulations of their work and respect
to individuality for their individual and particular characteristics. Still, constitutionalism in
the organization of work refers to the rights and duties of employees. This includes privacy,
freedom of expression, egalitarian treatment, and rules and routines.
With regards to ‘What rights do the employees have and how can they protect these rights?’,
there existed wide variations in the extent to which the organizational culture respects
personal privacy, tolerates dissent, and adheres to high standards of equity in distributing
rewards, and provides for due process in entire work related matters (Walton, 1974).
Constitution in the work organization: is the existence of constitutionalism in order to protect
workers from abusive actions. The following factors are part of this aspect: privacy, freedom
of expression, fairness and equality front the law (Walton, 1973; Fernandes, 1996). Also, it is
the use of standards and guidelines that show the rights and duties within the organization
(Detoni, 2001; Timossi et al., 2009). It represents worker protection rights, freedom of
expression, labor rights, fair treatment and personal privacy (Fernandes, 1996). And later,
worker’s rights, freedom of expression, discussion and regulations and respect to the
individuality (Detoni, 2001). So, changing the terms from appreciation of ideas for
appreciation of their ideas and initiatives, workers’ rights to respect workers’ rights, freedom
of expression for opportunities to give their opinions, discussion and regulations for rules and
regulations of their work and respect to individuality for their individual and particular
characteristics (Timossi et al., 2009).
Based on the findings of the study, the implemented practice of providing constitutional
rights at work place by the office for its employees is moderate as the weighted average of
this dimension of the QWL [126(58.33%)] that agreed and/or neutral is significantly greater
than those that disagreed with it [91(42.13%)].
4.5.6. Overall Quality of Work Life
Normalized Likert scale for average values of the overall five dimensions of QWL are
presented in Table 4.12. As easily observable from the table, 109(50.46%) and 68(31.48%)
employees rated pooled and weighted opportunities for career growth and security of
revenue bureau as average and high, respectively. Similarly, 109(50.46%) and 68(31.48%)
employees rated pooled and weighted safe and healthy working conditions of Merkato
51
bureau as average and high, respectively. Furthermore, 131(60.65%) and 46(21.30%)
employees rated pooled and weighted constitutionalism at work place in Merkato number 2
medium tax payer’s branch office of the Addis Ababa city government revenue bureau as
average and high, respectively. These findings imply that the office implemented fairly above
average level opportunities to use and develop human capacities, safer and healthier working
conditions, and constitutionalism at work place that encourage its employees to become
committed to the office. However, 85(39.35%) employees rated pooled and weighted
adequate income and fair compensation as average while 68(31.48%) rated it as high in
revenue bureau. Similarly, 83(38.43%) and 68(31.48%) employees rated pooled and
weighted opportunities to use and develop human capacities of Merkato number 2 medium
tax payer’s branch office of the Addis Ababa city government revenue bureau as average and
high respectively. Hence, the provision of adequate and fair compensation, and provision of
safer and healthier working conditions in the office is moderately good. In summary,
109(50.46%) and 68(31.48%) employees rated pooled and ranked overall weighted QWL of
revenue bureau as average and high respectively (Table 4.12).
Table 4.12: Respondent’s ratings of overall quality of work life
SN QWL dimensions Indicators Response in
fi Percent
I Ranked pooled adequate income and fair Low 63 29.17
Average 85 39.35
compensation High 68 31.48
II Ranked pooled safe and healthy working Low 39 18.06
Average 109 50.46
conditions High 68 31.48
III Ranked pooled opportunities to use and Low 83 38.43
Average 65 30.09
develop human capacities High 68 31.48
IV Ranked pooled opportunities for career Low 39 18.06
Average 109 50.46
growth and security High 68 31.48
V Ranked pooled constitutionalism Low 39 18.06
Average 131 60.65
High 46 21.30
VI Overall weighted QWL Low 39 18.06
Average 109 50.46
High 68 31.48
52
In their study, Sirgy et al., (2001), Virakul and Huang (2007), Sirgy, Reilly and Efraty
(2008), found that there exist a positive significant relationship between organizational
commitment and quality of work-life in the sense that employees’ feel comfortable and happy
when their needs are met by the organization. According to Efraty, Sirgy and Siegel (2000),
Motivation to work, ability to show good performance at work is characteristics of employees
who have good quality of work-life and generally committed to their work. According to
Kotze (2005) humanizing the workplace and improving productivity & efficiency of the
organization can be seen as two major aims of Quality of Work Life by balancing the need of
employees with that of the organization and also fostering measures to make them work. As
Efraty et al. (1990) employees with lower Quality of Work-Life are people who lack
motivation for work, fail to show good performance at work, are not committed to their
employers and organizations, are generally late for work, and also who frequently change
their jobs. According to Sirgy et al. (2001) it is assumed that if a person is feeling positive
about the organization he works for, this positive emotion results in organizational
commitment.
According to Judge et al. (2001) and Spector (1997), quality of work life is positively
correlated with organizational commitment, job involvement, motivation, organizational
citizenship behavior, life satisfaction, mental health and job performance. It is negatively
related to turnover, absenteeism and perceived stress.
4.6. Effects of QWL on Organizational Commitments of Employees
The regression analysis was used to identify the effect of explanatory variables (QWL) on the
dependent variable (OC). Simple regression analysis was used to analysis how far the
adequate income and fair compensation, safe and healthy working conditions, opportunities
to use and develop human capacities, opportunities for career growth and security, and
constitutionalism at work place, and overall weighted QWL have an impact on organizational
commitment.
The following were the major hypotheses addressed and tested in this study. These were:
Testing the effect of adequate income and fair compensation on organizational
commitment
H0: Impact of adequate income and fair compensation is not significantly positive on
organizational commitment in Merkato number 2 medium tax payer’s branch office of the
Addis Ababa city.
53
H1: Impact of adequate income and fair compensation is significantly positive impact on
Addis Ababa city.
Testing the effect of safe and healthy working conditions on organizational commitment
H0: Safe and healthy working conditions is not impacted on organizational commitment
significantly and positively in Merkato number 2 medium tax payer’s branch office of the
Addis Ababa city.
H2: Safe and healthy working conditions is impacted on organizational commitment
significantly and positively in Merkato number 2 medium tax payer’s branch office of the
Addis Ababa city.
Testing the effect of opportunities to use and develop human capacities on organizational
commitment
H0: Implementation of opportunities to use and develop human capacities is not significantly
and positively impacted on organizational commitment in Merkato number 2 medium tax
payer’s branch office of the Addis Ababa city.
H3: Implementation of opportunities to use and develop human capacities is significantly and
positively impacted on organizational commitment in Merkato number 2 medium tax payer’s
branch office of the Addis Ababa city.
Testing the effect of opportunities for career growth and security on organizational
commitment
H0: Implementation of opportunities for career growth and security is not significantly and
H4: Implementation of opportunities for career growth and security is significantly and
Testing the effect of constitutionalism on organizational commitment
H0: Implementation of constitutionalism at work place is not significantly and positively
impacted on organizational commitment in Merkato number 2 medium tax payer’s branch
office of the Addis Ababa city.
H5: Implementation of constitutionalism at work place is significantly and positively
impacted on organizational commitment in Merkato number 2 medium tax payer’s branch
office of the Addis Ababa city.
54
Table 4.13: Regression Analysis for factors and organizational commitment

Model Summaryf Durbin-
Watson
Change Statistics
SE of Sig. F
Model R R Square Adj. R2 Estimate R2Change F Change df1 df2 Change
1 0.995a 0.990 0.990 0.07868 0.990 22101.882 1 214 0.000 1.771
2 0.996a 0.993 0.993 0.06781 0.993 29831.079 1 214 0.000 1.779
3 0.997a 0.993 0.993 0.06533 0.993 32156.152 1 214 0.000 1.837
4 0.996a 0.992 0.992 0.06989 0.992 28068.275 1 214 0.000 1.894
5 0.994a 0.988 0.988 0.08640 0.988 18292.370 1 214 0.000 1.987
a. Predictors: (Constant), Average of AIFC
b. Predictors: (Constant), Safe and healthy working conditions
c. Predictors: (Constant), OUDHC
d. Predictors: (Constant), OCGS
e. Predictors: (Constant), Constitutionalism
f. Dependent Variable: OC (Organizational Commitment of employees)
The above table shows that adjusted R square value for adequate income and fair
compensation is 0.990 which means adequate income and fair compensation make the impact
of 99% on organizational commitment. So that adequate income and fair compensation has
statistically significant but negative effect on organizational commitment by 16.90% (B= -
0.169, P = 0.000). Therefore, null hyporesearch work (H0) is accepted as its effect is negative
even though its effect is significant.
Again, the Adjusted R2 value for safe and healthy working conditions is 0.993 which means
safe and healthy working conditions makes the impact of 99.30% on organizational
commitment. So that safe and healthy working conditions has statistically significant positive
effect on organizational commitment by 52.30% (B= 0.523, P = 0.000). Therefore, null
hyporesearch work (H0) is rejected; and alternative hyporesearch work (Ha) is accepted.
The above table shows that Adjusted R2 value for opportunities to use and develop human
capacities is 0.993 which means opportunities to use and develop human capacities have the
impact of 99.30% on organizational commitment. So opportunities to use and develop human
capacities have statistically significant positive effect on organizational commitment by 74%
(B= 0.740, P = 0.000). Therefore, null hyporesearch work (H0) is rejected; and alternative
hyporesearch work (Ha) is accepted.
Similarly, the Adjusted R2 value for opportunities for career growth and security is 0.992
which means opportunities for career growth and security has the impact of 99.20% on
organizational commitment. So that opportunities for career growth and security has
statistically significant positive effect on organizational commitment by 21.90% (B= 0.219, P
55
= 0.000). Therefore, null hyporesearch work (H0) is rejected; and alternative hyporesearch
work (Ha) is accepted.
Moreover, the Adjusted R2 value for constitutionalism at work place is 0.988 which means
constitutionalism at work place has the impact of 98.80% on organizational commitment. So
that constitutionalism at work place has statistically significant but negative effect on
organizational commitment by 31.50% (B= -0.315, P = 0.000). Therefore, null hyporesearch
work (H0) is accepted as its effect is negative even though its effect is significant.
Furthermore, it illustrates that the explanatory variables have high effect on organizational
commitment. And among them opportunities to use and develop human capacities, safe and
healthy working conditions, and opportunities for career growth and security were mostly
contributed to creating organizational commitment among employees of the office addressed
in the study in decreasing orders of magnitudes.
Still, from the ANOVA table presented below for regression analysis, it is possible to infer
that the five dimensions of QWL have statistically significant effect on organizational
commitments of employees of the office (F5,210 = 7022.642; p-value = 0.000) (Table 4.14).
Table 4.14: Regression Analysis on effect of factors on OC using one-way ANOVA
ANOVAa
Model Sum of Squares df Mean Square F Sig.
Regression 137.338 5 27.468 7022.642 0.000f
1 Residual .821 210 0.004
Total 138.159 215
a. Predictors: (Constant), AIFC, SHWC, OUDHC, OCGS, and Constitutionalism
Table 4.15: Coefficients of the five dimensions of QWL and their constant
Coefficientsa
Unstand. Coefs Stand. Coefs 95.0% CI for B Collinearity
Model B SE Beta t Sig. LB UB Toler. VIF
1 (Constant) 0.070 0.021 3.273 0.001 0.028 0.112
AIFC -0.162 0.107 -0.169 -1.516 0.131 -0.372 0.049 0.002 440.474
SHWC 0.501 0.119 0.523 4.208 0.000 0.266 0.735 0.002 545.550
OUDHC 0.722 0.192 0.740 3.760 0.000 0.343 1.100 0.001 1366.906
OCGS 0.215 0.200 0.219 1.078 0.282 -0.178 0.609 0.001 1453.144
Constitutionalism -0.305 0.104 -0.315 -2.939 0.004 -0.510 -0.100 0.002 406.904
a. Dependent Variable: OC (Organizational Commitment of employees)
OC Y   0.070  0.162  AIFC   0.501  SHWC  +0.722  OUDHC   0.215 OCGS  -0.305 Constit.
Based on the above model, opportunities to use and develop human capacities, safe and
healthy working conditions, and opportunities for career growth and security contributed
positively towards organizational commitment of employees of the office while adequate
56
income and fair compensation, and constitutionalism at work place contributed negatively
towards organizational commitment of the employees in Merkato number 2 medium tax
payer’s branch office (Table 4.15).
Testing the effect of overall QWL on organizational commitment
H06: Implementation of sound overall QWL is not significantly and positively impacted on
Addis Ababa city.
Ha6: Implementation of sound overall QWL is significantly and positively impacted on
Addis Ababa city.
Table 4.16: Model summary for overall QWL
Model Summaryb
Change Statistics
SE Sig. F
Model R R2 Adj. R2 Estimate R2Change F Change df1 df2 Change
1 0.997a 0.993 0.993 0.06616 0.993 31347.324 1 214 0.000
a. Predictors: (Constant), Overall QWL
b. Dependent Variable: OC (Organizational Commitment of employees)
The adjusted R2 value for overall QWL is 0.993 which means overall QWL in the office has
the impact of 99.30% on organizational commitment. So that overall QWL in the office has
statistically significant positive impact on organizational commitment by 99.70% (B= 0.997,
P = 0.000). Therefore, null hyporesearch work (H0) is rejected; so that an alternative
hyporesearch work (H6) is accepted.
Still, from the ANOVA table presented below for regression analysis, it is possible to infer
that the overall QWL have statistically significant effect on organizational commitments of
employees of the office (F1,214 = 31347.324; p-value = 0.000) (Table 4.15).
Table 4.17: Fisher’s exact test on effect of overall QWL on OC
ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 137.223 1 137.223 31347.324 0.000b
Residual .937 214 0.004
Total 138.159 215
a. Dependent Variable: OC
b. Predictors: (Constant), Overall QWL
57
Table 4.18: Coefficients of overall QWL

Coefficientsa
Unstand. Coefs Stand. Coefs 95.0% CI for B Collin. Statistics
Model B SE Beta t Sig. LB UB Toler. VIF
1 (Constant) 0.113 0.017 6.557 0.000 0.079 0.147
QWL 0.966 0.005 0.997 177.0 0.000 0.956 0.977 1.000 1.000
a. Dependent Variable: OC (Organizational Commitment of
52employees)
The constant value is 0.113 for QWL and the coefficient was 0.966. Accordingly, the model
fit exists. Thus, Y= a+bx
OC Y   0.113  0.966  QWL 
Where, Y = Organizational Commitments (OC), QWL = Quality of Work Life of employees

As per the above table, it represents the 0.977 standardized coefficient value; it means that
when QWL (adequate income and fair compensation, safe and healthy working conditions,
opportunities to use and develop human capacities, opportunities for career growth and
security, and constitutionalism at work place) increased by 1, factors (adequate income and
fair compensation, safe and healthy working conditions, opportunities to use and develop
human capacities, opportunities for career growth and security, and constitutionalism at work
place) make 0.977 impact on organizational commitment of employees.
For a regression model to fit, whether the underlying assumptions have been met or not were
checked, and to test whether the model does generalize, cross-validating it was looked at.
Based on these tests and diagnostics, the following assumptions were met.
All predictor variables were quantitative and the outcome variable must be quantitative,
continuous and unbounded; the predictors had non-zero variation in value (i.e. they do not
have variances of 0); there was no perfect multicollinearity as there was no strong correlation
between two or more predictors in a regression model; the predictors were not correlated with
‘external variables’; homoscedasticity assumption was met as at each level of the predictor
variable(s), the variance of the residual terms were constant; the residuals were independent;
the residuals in the model were random or normally distributed variables with a mean of 0; all
of the values of the outcome variable were independent (in other words, each value of the
outcome variable comes from a separate entity); and the mean values of the outcome variable
for each increment of the predictor(s) lie along a straight line (Figures 4.1).
Again to determine the accuracy of a model across different samples which are known as
cross-validation was assessed. The results of the assessment revealed that the model can be
58
generalized as it was capable of accurately predicting the same outcome variable from the
same set of predictors using Stein’s formula which is shown below (Stevens, 2002):
 n  1  n  2  n  1  
adjusted R 2  1 -    1 - R 
2
 
 n  k  1  n  k  2  n 
Where,
R2 = is the unadjusted value,
n = is the number of participants, and k = is the number of predictors in the model
Figure 4.1: Results for diagnostic tests underlying multivariable regression

Source: Own Survey Data (2021)
There are disparities among organizations in terms how much effectively they work for the
quality of work life of their employees worldwide. For instance, there are some organizations
which work effectively for the quality of work life of their employees; and there are also
many organizations that still don’t work effectively for the quality of work life of their
59
employees. According to Rose et al., (2006), quality of work life is a recent topic of
organizational behavior, some of the elements that are relevant in defining an individual’s
quality of work life would include the task, the physical work environment, social
environment within the organization, administrative system and relationship between life on
and off the job.
Several previous research studies’ findings done to examine the effect of quality of work life
on employee’s commitment to the organization reveal that there are varying types of
associations between quality of work life of employees and their levels of organizational
commitment throughout the globe. For instance, the study done by Adikoeswanto, Eliyana,
Hamidah, Sariwulan, Buchdadi and Firda (2020) revealed that Employee Development has a
significant effect on Organizational Commitment, Participation has a significant effect on
Organizational Commitment, Compensation has a significant effect on Organizational
Commitment, then supervision has a significant effect on Organizational Commitment, and
finally the Work Environment also exerted significant effect on organizational commitment
to employees in the finance section of PT. Again, an independent study indicated that Quality
of work life had statistically significant positive influence on Organizational commitment
with the standardized coefficients (β) was 0.551; Organizational citizenship behavior
statistically significant positive influence on Organizational commitment, the standardized
coefficients (β) was 0.652 and relationship between Quality of work life and Organizational
commitment with Organizational citizenship behavior as a moderator variable, the
standardized coefficients (β) was 0.500 (Traiyotee, Taeporamaysamai and Saksamrit, 2019).
Still, the empirical study done previously through cross-sectional survey among 254
employees who were working in the manufacturing firms in Bayan Lepas Free Industrial
Zone, Penang, Malaysia which analyzed collected data using multiple regression analysis
technique revealed that adequate and fair compensation, opportunity for continued growth,
security, social relevance of work life, social integration and work and total life space in the
work organization are negatively related to turnover intention; opportunity for continued
growth, security and social relevance of work life and social integration in the work
organization are found to be positively related affective commitment; opportunity for
continued growth, security and social relevance of work life are positively related to
continuance commitment; adequate and fair compensation, opportunity for continued growth,
security and social relevance of work life and social integration in the work organization are
positively related to normative commitment; and all commitment dimensions are found
negatively related to turnover intention (Yusoff, Rimi and Meng, 2015). According to the
60
findings of Afşar (2014), the quality of work-life has a positive impact on affective and
normative commitment of the academicians working for both state and foundation
universities whereas it has a negative impact on the continuance commitment. Furthermore,
researchers reported that there are significant positive correlation exists between economic
factor and organization commitment; significant positive correlation exists between social
factor and organization commitment; significant positive correlation exists between training
and development and organization commitment; significant positive correlation exists
between career development and organization commitment; significant positive correlation
exists between work-life balance and organization commitment; and significant positive
correlation exists between overall QWL and organization commitment (Varma, Patil and
Ulle, 2018).
Mahdad, Mahdavirad and Golparvar (2011) conducted a study which evaluated the
relationship between dimensions of Quality of Work Life with organizational commitment
and its components. In the study data were analyzed by Pearson correlation coefficient and
stepwise regression. According to this study the researcher finds out the results of analysis,
showed that there was a significant relation between Adequate and fair compensation,
Opportunity for continued growth and security, Human progress capabilities, with three
organizational dimensions of affective, continuance and normative. Also, there was a
significant relation between Safe and healthy working with affective and normative
commitment, between Constitutionalism in the work organization and Social integration in
the work with continuance and normative commitment. In general, the study showed that
there was a significant relation between Quality of Work Life, and organizational
commitment and Quality of Work Life dimensions with predictor of organizational
commitment or its components.
Freyedon et al. (2012) had concluded from the survey named “Survey of relationship
between Quality of Work Life and OC in public organization” that there is a meaningful and
positive relationship between staff and the Quality of Work Life with three dimensions of
organizational Commitment. This can be expressed in another way that when Quality of work
life in the organization is better, Organizational commitment will be high too and vice versa.
Hosseini and Musavi (2009) conducted the study on the relationship between Quality of
Work Life with OC and its dimensions in the staff of Isfahan Body training organization. The
final outcome results showed that there is a significant relationship between Quality of Work
Life and OC; however, there is not a significant relationship between dimensions of life
quality, fair and enough payment with affective commitment and normative commitment.
61
A study by Parvar, (2013) explains that Quality of Work Life is backed by eight conditions of
employment. These eight dimensions can be used to measure Quality of Work Life. The
dimensions include adequate and fair compensation, safe and healthy environment, growth
and security, development of human capabilities, the total life space, constitutionalism, social
integration, and social relevance. These eight conditions will contribute a good Quality of
Work Life and reflects on the organizational commitment (OC) of an employee. As the result
in the study, it shows that Quality of Work Life significantly influences OC. If Quality of
Work Life increases, commitment of the Company personnel will raise. Using methods of
increasing Quality of Work Life will increase employee’s commitment, and doing their job
more effective. Similarly, a study made by Daud (2010) in Malaysia find out that the Quality
of Work Life has a positive relationship on OC. Huang, (2007) shows that different
dimensions of Quality of Work Life have an effect on organizational and career commitment
and turnover intentions. He also proves that there is significant effect compensation and
benefits as an element of Quality of Work Life, on career commitment. As individuals
perceived that they have a better Quality of Work Life, they become more attached to the
organization. Similarly, Koonmee et al. (2010), also found that a positive relation between
Quality of Work Life and work commitment.
Lee (2007) found that Quality of Work Life increases job satisfaction, organizational
commitment and esprit de corps and noted that satisfaction of higher- order needs has a
greater influence on the organizational commitment and esprit de corps than lower-order
needs (health and safety, and economic and family related needs).
Nayak and Sahoo (2015) found that employee commitment acts as a significant relationship
between Quality of Work Life and Organizational Commitment. Study concludes by stating
positive policy design and appropriate initiative to improve Quality of Work Life may
improve organizational commitment. Study also emphasized on having better Quality of
Work Life can attract and retain qualified and motivated employees which can possibly lead
to enhance quality of services in health care organization. Noushin et al. (2013) studied
relationship between Quality of Work Life and Organizational Commitment found that there
is direct and significant co-relation between fair and enough payment (salary and allowances)
and Organizational Commitment and also significant correlation between health security and
work conditions and Organizational Commitment and balance in work and other life aspects
with organizational commitment. This study also showed that Salary and allowance have
least effect on Organizational Commitment and on the other hand, health and security, work
conditions are most important factor affecting the commitment of employees.
62
Mohammadhu, and Atham (2018) in their study concluded that different dimensions of
Quality of Work Life (Adequate income and fair compensation, Safe and healthy working
conditions, Opportunity for career growth and security, Social integration, and
Constitutionalism in the work organization) have an effect on organizational commitment.
And there is significant and positive relationship between Quality of work life and
Organizational commitment. Hadi Farid et al. (2015) find out that there is a high significant
relationship between Quality of Work Life and organizational commitment amongst
academician. This study also contributes to the existing literature and suggests improving
human resource development strategies on how the related ministry and universities could
improve their employees’ commitment.
Finally, at national level Geda (2013) found that there is direct and positive relationship
between QWL and OC of employees. It means that Quality of Work Life is directly
proportion to OC. The change in Quality of Work Life experienced in an organization
necessarily changes the OC of employees. It is clearly observed that adequate and fair
compensation, Safe and healthy working condition, immediate opportunity to use and
develop human capacities, are significantly affecting organizational commitment of
employees. Work and the total life space and the social relevance of work life among the five
dimensions of Quality of Work Life have not significant effect on organizational
commitments of employees in CBE. Based on this regression it can be concluded that 98.9%
of the change in organizational commitment is explained by Quality of work life. This is the
only study which was conducted in Ethiopia in the area of Quality of Work Life and
Organizational Commitment in the banking sector.
63
CHAPTER FIVE
5: CONCLUSIONS AND RECOMMENDATIONS
5.1. Introduction
This chapter forwarded conclusions based on the major findings of the study. Finally,
appropriate and relevant recommendations and suggestions were forwarded based on the
findings of the study.
5.2. Conclusions
The findings of the study revealed that implementation status of QWL in Merkato number 2
medium tax payer’s branch office of the Addis Ababa city government revenue bureau was
very good; organizational commitments of employees was about fifty-two percent; there was
statistically significant relationships between organizational commitments of employees, and
opportunities to use and develop human capacities, safe and healthy working conditions,
opportunities for career growth and security, and adequate income and fair compensation, and
constitutionalism at work place. opportunities to use and develop human capacities, safe and
healthy working conditions, and opportunities for career growth and security significantly
and positively effected on the organizational commitments of employees in the branch office
of the Addis Ababa city whereas, adequate income and fair compensation, and
constitutionalism at work place created significant and negative effects on the organizational
commitments of employees in the branch office.
Mean value of overall pooled was 3.0478 and its standard deviation was 0.82673. Mean value
of organizational commitment factor was 3.0582 and its standard deviation was 0.80162.
Adequate income and fair compensation, safe and healthy working conditions, opportunities
to use and develop human capacities, opportunities for career growth and security,
constitutionalism at work place, and overall QWL had statistically significant positive
correlation with the organizational commitments. The adequacy of income and fairness of
compensation, the safer and healthier the working conditions, and the higher the presence of
opportunities to use and develop human capacities and opportunities for career growth,
security and the effectiveness of implementation of constitution at the work place, the more
likely that the employees of the office would become committed the office.
The employees are moderately more likely to have better insights and know-how about
explanatory variables of their organization. Employees that had affective commitment to the
office was higher than those who were non-committed as committed. Numbers of employees
that had continuance commitment to the branch office were less than those that lack
64
continuance commitment to the organization. Majorities of employees exhibit better

normative commitment than those that demonstrate lower normative commitment to the
branch office. In summary, majority of the respondents were identified as committed to their
office as compared to non-committed ones.
The office seemed to pay adequate income and fair compensations for significant proportion
of the employees since there were greater number of employees that agreed to the weighted
income adequacy and fairness of compensation than those that disagreed with it among the
participated respondents of the branch office. The office provided safer and healthier working
conditions for the employees due to the fact that the weighted average of the dimension is
greater than to the average of the scales used. The office furnished medium and higher
opportunities to develop and use human capacities as the number of respondents agreed with
the weighted average of the scales of the dimension was greater than the number of
employees that disagreed with the average value of the scale. It provided very high
opportunities for its employee’s career growth and security; and implemented practice of
providing constitutional rights at work place by the office for its employees is moderate as the
weighted average of this dimension of the QWL that agreed and/or neutral is significantly
greater than those that disagreed with it. It also implemented moderate and/or higher practices
of providing adequate income and fair compensation, opportunities to use and develop human
capacities, opportunities for career growth and security, and constitutionalism at work place
that encourage its employees to become committed to the office. However, the provision of
safer and healthier working conditions in the office is questionable. In summary, majority of
the employees ranked overall QWL in the branch office of the Addis Ababa city government
revenue bureau as average.
Adequate income and fair compensation made the impact of 99% on organizational
commitment; it had statistically significant but negative effect on organizational commitment
by 16.90%. Safe and healthy working conditions made the impact of 99.30% on
organizational commitment; and it had statistically significant positive effect on
organizational commitment by 52.30%. Opportunities to use and develop human capacities
had the impact of 99.30% on organizational commitment; and had statistically significant
positive effect on organizational commitment by 74%. Opportunities for career growth and
security had the impact of 99.20% on organizational commitment and had statistically
significant positive effect on organizational commitment by 21.90%. Constitutionalism at
work place had the impact of 98.80% on organizational commitment; but it had statistically
significant but negative effect on organizational commitment by 31.50%.
65
The five dimensions of QWL had statistically significant effect on organizational

commitments of employees of the office. Opportunities to use and develop human capacities,
safe and healthy working conditions, and opportunities for career growth and security
contributed positively towards organizational commitment of employees of the office while
adequate income and fair compensation, and constitutionalism at work place contributed
negatively towards organizational commitment of the employees in Merkato number 2
medium tax payer’s branch office.
Among the explanatory variables, opportunities to use and develop human capacities, safe
and healthy working conditions, and opportunities for career growth and security were mostly
contributed to creating organizational commitment among employees of the office addressed
in the study in decreasing orders of magnitudes.
When QWL (adequate income and fair compensation, safe and healthy working conditions,
opportunities to use and develop human capacities, opportunities for career growth and
security, and constitutionalism at work place) increased by 1, factors (adequate income and
fair compensation, safe and healthy working conditions, opportunities to use and develop
human capacities, opportunities for career growth and security, and constitutionalism at work
place) made 0.977 impact on organizational commitment of employees. The overall QWL in
the office had the impact of 99.30% on organizational commitment; and had statistically
significant positive impact on organizational commitment by 99.70%. The overall QWL had
statistically significant association with the OC of employees of the office.
5.3. Recommendations
Based on the major findings of the study, the following recommendations are suggested.
These are:
1. It seems appropriate and necessary if the office has somehow improves the adequacy
and fairness of its income and compensation in such ways that it positively and
significantly contribute towards organizational commitments of its employees,
2. It seems appropriate and necessary if the office has reconsidered how well does it
implemented and practiced constitutionalism at work place so that it contribute
significantly and positively towards molding the employees have better organizational
commitments,
3. The continuance commitment of the office found to be low; and hence it is necessary
if the office develop effective and efficient interventional strategies that contribute
much towards higher improvement and increment of continuance commitment of
66
employees to the office so that it could decrease the potential of expected higher
attrition rate, and
4. Finally, investigating the effects of QWL consisting of more than five dimensions like
those described in the literature review on the organizational commitment of
employees assumed and thought to add further insights into the thematic issues of the
study.
67
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71
7: APPENDIX
Appendix I: OC and QWL Surveying Questionnaire
Part I: Personal Details
Directions: Below various statements related to your socio-demographic characteristics and
personal details. Please choose the appropriate alternative that best describe you by circling
the option that best describe you and/or your choice.
1. Age Group: 1) 18– 30 Years 2) 31- 40 Years 3) 41-50 Years 4) 51-60 Years
2. Gender: 1) Male 2) Female
3. Marital status: 1) Married 2) Single 3) Divorced 4) Widow/Widower
4. Educational status: 1) Primary 2 ) Secondary 3) Diploma 4) BA/BSC Degree+
5. Work Experience in the Branch Office: 1) 1 – 5 years 2) 6-10 years 3) 11-15 years
4) 16-20 years 5) 21 years and above
Part II: Instruments for Quality of Work Life and Organizational commitment
Directions: A number of statements related to employee’s quality of work life are listed
below. Please, express how far these practices prevailing in your organization by indicating
your level of agreement/disagreement on five-points Likert Scale by circling the numbered
scales corresponding to the items you have been dealing with.
1 = Strongly Disagree; 2 = Disagree; 3 = Neutral; 4 = Agree; 5 = Strongly Agree
NO Description of Quality of Work -Life scale Likert’s Scales
1 Adequate income and fair compensation x x x x x
1.1 The wage policies adopted by my office/bureau are good 1 2 3 4 5
1.2 I feel that I’m given an adequate and fair compensation for the 1 2 3 4 5
work I do by the office/bureau
1.3 The office/bureau pays salary by considering responsibilities at 1 2 3 4 5
work
1.4 My earnings are fair when compared to the others doing the 1 2 3 4 5
same type of work in other office/bureau
1.5 Income and compensation paid by the office/bureau fulfill basic 1 2 3 4 5
and social needs
1.6 Extra allowance is paid overtime (OT) by the office/bureau 1 2 3 4 5
1.7 Pay scale is revised periodically by the office/bureau 1 2 3 4 5
2 Safe and Healthy Working Conditions x x x x x
2.1 The office provide safe and healthy working environment 1 2 3 4 5
2.2 I feel the bureau/office provides security guarantees at work 1 2 3 4 5
2.3 I feel that my job allows me to realize my full potential. 1 2 3 4 5
2.4 My place of work is safe and sanitary. 1 2 3 4 5
2.5 My job is not too stressful. 1 2 3 4 5
72
2.6 My job helps me stay both physically and mentally fit. 1 2 3 4 5
2.7 My job requires me to make challenging decisions affecting my 1 2 3 4 5
department.
2.8 The bureau/office offers a good health benefits package. 1 2 3 4 5
2.9 The bureau/office offers its employees’ health benefits that 1 2 3 4 5
include the use of fitness facilities and programs.
2.10 I feel that the physical condition of the environment in which I 1 2 3 4 5
work is good and adequate.
2.11 I feel that my working hours are in accordance with the rules. 1 2 3 4 5
3 Opportunities to use and develop human capacities x x x x x
3.1 There is a good opportunity for me to get an education in order 1 2 3 4 5
to increase my knowledge and ability to do my job.
3.2 There is a good opportunity for me to occupy a higher position 1 2 3 4 5
in the future.
3.3 There is an assessment activity for me in order to find out how 1 2 3 4 5
my ability improves.
3.4 I feel that I’m always learning new things that help do my job 1 2 3 4 5
better.
3.5 My job helps me develop my creativity outside of work. 1 2 3 4 5
3.6 The bureau/office helps its employees to realize their potential. 1 2 3 4 5
3.7 The bureau/office helps its employees learn the need job skills. 1 2 3 4 5
3.8 The bureau/office tries hard to educate its employees to become 1 2 3 4 5
better professionals.
3.9 I feel that my boss cares about helping me enhance my 1 2 3 4 5
professional skills.
3.10 The bureau/office has an educational program that continuously 1 2 3 4 5
exposes employees to new standards/technologies to improve
their job performance.
4 Opportunities for career growth and security x x x x x
4.1 Promotions are handled fairly by the office/bureau 1 2 3 4 5
4.2 The office/bureau provides the social security benefits like 1 2 3 4 5
EPF/Medical Reimbursements and so on
4.3 Safety measures adopted by the office/bureau are good 1 2 3 4 5
4.4 I feel quite secured about my job 1 2 3 4 5
4.5 The office/bureau handles career growth of employees properly 1 2 3 4 5
4.6 The office/bureau offers sufficient opportunities to develop the 1 2 3 4 5
abilities of its employees
4.7 The office/bureau provides feedback and take corrective actions 1 2 3 4 5
to ensure self-improvement of its employees
4.8 The office/bureau motivates its employees to achieve higher 1 2 3 4 5
targets and challenging jobs
4.9 Employees take part in decision making and in total work 1 2 3 4 5
process affecting their security and career growth
73
4.10 The office/bureau ensures matchability of training and 1 2 3 4 5
development goals of employees with their scopes for further
learning at all departments
5 Constitutionalism x x x x x
5.1 The office/bureau is governed by the rule of law 1 2 3 4 5
5.2 All employees are treated in the same way as others irrespective 1 2 3 4 5
of the sex, race, religion or social class
5.3 The office/bureau has its own ethics and values 1 2 3 4 5
5.4 I feel free to express or offer my comments and suggestions on 1 2 3 4 5
my performance and working conditions in the bureau/office
5.5 All employees receive equitable treatment 1 2 3 4 5
Part II: Organizational Commitment of Employees Scale

Directions: A number of statements related to employee’s commitment to the organization
are listed below. Please, express how far these practices prevailing in your organization by
indicating your level of agreement/disagreement on five-points Likert Scale by circling the
numbered scales corresponding to the items you have been dealing with.
Key: 1= Strongly Disagree; 2 = Disagree; 3 = Neutral; 4 = Agree; 5 = Strongly Agree
SN Commitments to the Organizations Likert’s Scales

I Affective Commitment x x x x x
1 I would be very happy to spend the rest of my career with this
organization. 1 2 3 4 5
2 I enjoy discussing about my organization with people outside it 1 2 3 4 5
3 I really feel as if this organization’s problems are my own
problem 1 2 3 4 5
4 I think that I could easily become as attached to another
organization as I am to this one. 1 2 3 4 5
5 I do not feel like part of the family at my organization. 1 2 3 4 5
6 I do not feel “emotionally attached‟ to this organization. 1 2 3 4 5
7 This organization has a great deal of personal meaning for me 1 2 3 4 5
8 I do not feel a strong‟ sense of belonging to my organization. 1 2 3 4 5
II Continuance Commitment x x x x x
1 I am not afraid of what might happen if I quit my job without
having another one lined up 1 2 3 4 5
2 It would be very hard for me to leave my organization right
now, even if I want to do so 1 2 3 4 5
3 Too much in my life would be disrupted if I decided to leave me
organization now 1 2 3 4 5
4 It wouldn’t be too costly for me to leave my organization now 1 2 3 4 5
74
5 Right now, staying with my organization is a matter of necessity
1 2 3 4 5
as much as desire
6 I feel that I have very few options to consider leaving this
organization 1 2 3 4 5
7 One of the few serious consequences of leaving this
organization would be the scarcity of available alternatives 1 2 3 4 5
8 One of the major reasons I continue to work for this
organization is that leaving would require considerable personal
1 2 3 4 5
sacrifice and other organization may not match my wish in
overall
III Normative Commitment x x x x x
1 These days, I think that people move from organization to
organization too often 1 2 3 4 5
2 I do not believe that a person must always be loyal to his or her
3 Jumping from organization to organization does not seem at all
unethical to me 1 2 3 4 5
4 One of the major reasons I continue to work for this
1 2 3 4 5
organization is because I believe that loyalty is important
5 If I got another offer for a better job elsewhere, I would not feel
1 2 3 4 5
it was right to leave my organization
6 I was taught to believe in the value of remaining loyal to one
7 Things were better in the days when people stayed with one
organization throughout most of their careers 1 2 3 4 5
8 I do not think that wanting to be a ' organization man' or '
organization woman' is sensible any more 1 2 3 4 5
Thank you for your valuable input and kind cooperation.
THE END!!!
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‫دمسي درخ‬

THE EFFECT OF QUALITY OF WORK LIFE ON EMPLOYEE’S

Name: Dereje Demissie Shasho

E: Computer Related Skills and Knowledge

Language type Skills

[1]. HIV-1 Subtype C Syncytium- and Non-Syncytium-Inducing Phenotypes and Co-Receptor

1. Prof. Endashaw Bekele (PhD); AAU, Department of Biology, Tel.: +251947407077.

significant effect on organizational commitment, participation has a significant effect on

 What is the effect of opportunity to career growth and security on organizational

1.3. Objective of the study

1.4 . Significance of the Study

1.6. Organization of the study

Constitution in the work organization: is the existence of constitutionalism in order to protect

2.1.5. Quality of Work Life and Organizational Commitment

effect on Organizational Commitment, Participation has a significant effect on Organizational

change in Quality of Work Life experienced in an organization necessarily changes the OC of

Independent Variables: QWL If QWL is satisfactory Dependent Variable: OC

Figure 2.1: Conceptual Framework of the study

3.6.2. Sampling size and sampling technique

No Name of Tax center Total Number Determination Sample size

3.8. Methods of Data Analysis

4.8. Ethical Considerations

[16, 20] years 6 2.8 98.1

5 Right now, staying with my organization is a fi 0 87 50 79 0

I feel that I’m given an adequate and fi 27 96 63 30 0

My earnings are fair when compared to fi 0 33 137 41 5

office/bureau Percent 18.1 29.2 4.6 48.1 0.00

4.5.2. Safe and Healthy Working Conditions

The bureau/office offers its employees’ fi 63 39 46 68 0

I feel that the physical condition of the fi 0 30 93 89 4

There is a good opportunity for me to fi 0 30 93 88 5

me enhance my professional skills Percent 0.00 8.8 41.2 42.1 7.9

The office/bureau provides the social fi 39 173 4 0 0

The office/bureau provides feedback fi 19 20 34 123 20

The office/bureau motivates its fi 89 19 4 74 30

Employees take part in decision making fi 0 7 56 148 5

The office/bureau ensures matchability

All employees are treated in the same fi 0 102 6 103 5

Table 4.13: Regression Analysis for factors and organizational commitment

Table 4.18: Coefficients of overall QWL

Where, Y = Organizational Commitments (OC), QWL = Quality of Work Life of employees

Figure 4.1: Results for diagnostic tests underlying multivariable regression

continuance commitment to the organization. Majorities of employees exhibit better

The five dimensions of QWL had statistically significant effect on organizational

Part II: Organizational Commitment of Employees Scale

SN Commitments to the Organizations Likert’s Scales

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