"Quality of Work Life and its Impact on the Organizational

Commitment"

A Case Study at Jordanian Phosphate Mines Company (JPMC)

By

Mohammad Adnan Al-Alawneh

Supervisor

Prof. Nader Ahmad Abu Sheikha

This Thesis was Submitted in Partial Fulfillment of the Requirements

for the Master's Degree of MBA

Faculty of Graduate Studies

Zarqa University

December, 2017

II

III

Dedication

In particular, I dedicate this thesis to my father who has great perceptions for

my life, also to my mother who has raised me to be the person I am now. May Allah give

them peace in their life and give them the heaven in the next life, Amen

IV

Dedication

In particular, I dedicate this thesis to my father who has great perceptions for

my life, also to my mother who has raised me to be the person I am now. May Allah

give them peace in their life and give them the heaven in the next life, Amen

V

Acknowledgement

First, I would like to begin with thanking Allah the Almighty, for whom I owe

what I have achieved so far.

I would like to express my heartfelt gratitude towards people I respect

for their assistance, support and encouragement in so many ways during my study.

I begin with my supervisor, Prof Nader Abu Sheikh, who has given me

continuous support and knowledge throughout this journey and acted as my mentor for

the past year of my study.

I also thank my lovely wonderful parents for their patience, compassion and

guidance. I would not have been what I am now without having such an incredible

family support and encouragement to be a better person and fulfill my dreams.

Moreover, I will never forget to thank my true friends who have been there for

helping me along the way till this work was finally done. To those people, I dedicate this

thesis with acknowledgement and pride.

Sincerely Yours

Mohammad Al-Alawneh

VI

Table of Contents

Content Page No.

Authorization II

Committee Decision ……………………………………………..…………… III

Dedication ………………………………….…………………………………. IV

Acknowledgement ……………………………………………………………. V

Table of Contents …………………………………………………………….. VI

List of Tables …………………………………………………………………. IX

Abstract ………………………………………………….................................. XI

Chapter One: General Framework of The Study……………………............... 1

1.1 Introduction ………………………………………………………………. 2

1.2The Study Problem ……………………………………………………..…. 3

1.3 The Study Importance……………………………………………………. 4

1.4 The Study Objectives……………………………………….……………... 5

1.5 The Study Model…………………………………………………………. 5

1.6 The Study Hypotheses ……………………………………………………. 6

1.7 The Study Terms and Definitions ………………………………................ 6

Chapter Two: Theoretical Framework and Previous Studies ……………….. 8

2.1 Introduction………………………………………………………………. 9

2.2 Theoretical Framework …………………………………............................ 9

2.2.1 Quality of work life ……………………………………........................... 9

VII

2.2.1.1. Quality of work life concept………………………………………….. 9

2.2.1.2 Importance of quality of work Life …………………………................ 10

2.2.1.3 Quality of work life indicators ………………………………………... 11

2.2.2 Organizational Commitment ……………………………………………. 19

2.2.2.1 Organizational Commitment Concept ………………………………... 19

2.2.2.2 Importance of Organizational Commitment ………………………….. 21

2.2.2.3 Organizational Commitment indicators ………………………………. 23

2.2.3 The Relationship between independent and dependent variables………. 25

2.3 Previous Studies …………………………………………........................... 26

2.4 Study Contribution to Knowledge…………………………….................... 31

Chapter Three: Methods and Procedures ……………………………………... 33

3.1 Introduction ……………………………………………………………….. 34

3.2 Study Methodology………………………………………………………... 34

3.3 Study Population and Sample …………………………………………….. 34

3.4 Study Tools and Data Collection …………………………………………. 35

3.5 Validity and Reliability ………………………………................................ 38

3.6 Statistical Treatment………… …………………………………………… 39

Chapter Four: Statistical Analysis of Data and Test the Hypotheses ………… 40

4.1 Introduction ……………………………………………………………….. 41

4.2 The Results related to describe the personal and functional characteristics. 41

4.3 The Results related to assessing the (Quality of Work life ) dimensions… 44

4.4 The Results related to assessment of (Organizational Commitment)……... 54

VIII

4.5 The Results related to testing the hypotheses …………………………….. 59

4.5.1 Test Results of the main hypothesis……………………………………. 62

4.5.2 Second Hypothesis Test Results ……………………………................... 69

Chapter Five: Discussion of Results and Recommendations ………………… 72

5.1 Introduction ………………………………................................................. 73

5.2 Previous studies results and conclusion …………………………………... 73

5.3 Discussion of Results ……………………………………………………... 74

5.3.1 Discussion of Results related to (Quality of Work life) ……………….. 74

5.3.2 Discussion of Results related to (Organizational Commitment) ……….. 75

5.3.3 Discussion of Results of Hpothesis of the Study ……………………… 76

5.4 Recommendations ………………………………………………............... 77

References ……………………………………………………………………. 79

Appendixes …………………………………………………………………… 89

Appendix (1) Questionnaire ………………………………………………….. 89

Appendix (2) List of Arbitrators questionnaire ………………………………. 97

Appendix (3) Results of Statistical analysis using SPSS program …................ 98

Appendix (4) Arabic Abstract ……………………………............................... 110

IX

List of Tables

Table (3-1) Sampling …………………………………...…………………..……………. 35

Table (3-2) Likert scale ………………………………………….……………………….. 37

Table (3-3) Agreement levels ……………………………………………………………. 37

Table (3-4) Cronbach Alpha for the variables of the study …………………………….... 38

Table (4-1) Description of the Personal and Functional (Demographics) Characteristics

of the Employees of (JPMC) ……………………………………………………………...

42

Table (4-2) Calculated Mean and Standard Deviations of Paragraphs Job Security

Dimension …………………………………………………………………....................

45

Table (4-3) The arithmetical means and standard deviations calculated for paragraphs

working conditions dimension …………………………………………………..………..

47

Table (4-4) The arithmetical mean s and the standard deviations calculated for reward

system paragraphs dimension …………………………………………………….............

49

Table (4-5) Calculated Mean and Standard Deviations of Job Involvement Dimension

Paragraphs …………………………………………………………………………...........

50

Table (4-6) The arithmetical mean s and standard deviations calculated for paragraphs

development opportunities & job growth dimension ……………………………………

52

Table (4-7) The arithmetical mean s and standard deviations of the quality of work life

dimensions ……………………………………………………………………………….

53

Table (4-8) Calculated Mean and Standard Deviations of Paragraphs Labor Turnover

dimension ……………………………………………………………………………….

55

Table (4-9) The mean and standard deviations calculated for paragraphs organizational

citizenship dimension …………………………………….……………………………….

57

X

Table (4-10) Calculated Mean and Standard Deviations of Organizational Commitment

Dimensions ………………………………………………………………………………

58

Table (4-11) Test results to verify the homogeneity of the data of the study variables … 59

Table (4-12) VIF test results to verify the multiple linear interference problem between

the independent variables ………………………………………………………………...

61

Table (4-13) Results of the KMO test to verify the adequacy of the sampling method and

data adequacy ……………………………………………………………………………..

62

Table (4-14) Summary of the results of the multiple linear regression model related to

the hypothesis of the main study ………………………………….………………………

63

Table (4-15) Results of Multiple Linear Regression Analysis, to Measure the Impact of

Quality of Work Life Dimensions on Organizational Commitment in (JPMC) ………….

64

Table (4-16) Summary of the results of the multiple linear regression model for the first

sub-hypothesis ……………….....…………………………………………………………

66

Table (4-17) Results of the linear regression analysis to measure the impact of the

quality of work life on Labor Turnover as a dimension of the organizational

commitment of (JPMC) ………………………….………………………………………..

67

Table (4-18) Summary of the results of the multiple linear regression model for the

second sub-hypothesis ………………………………………………..…………………...

69

Table (4-19) Results of Multiple Linear Regression Analysis to Measure the Impact of

Quality of Work Life on Organizational Citizenship as a Dimension of Organizational

Commitment in (JPMC) …………………………………………………..………………

70

XI

Quality of Work Life and its Impact on the Organizational Commitment.

A Case Study at Jordanian Phosphate Mines Company (JPMC)

Prepared By

Mohammad Adnan Al-Alawneh

Supervised By

Prof. Nader Ahmad Abu Sheikha

ABSTRACT

- Aim: The study aimed to examine the impact of the quality of work life (QWL) on

the organizational commitment (OC).

- Study problem : The problem of the this study is represented in whether the top

management in (JPMC) provides appropriate work environment conditions, such as

healthy , safe work environment, and reward system which will reflect on

employees in many facets such as Organizational commitment, and Job

Satisfaction.

- Sampling: The study's sample consisted of employees in the Jordanian Phosphate

Mines Company (JPMC), (150) questionnaires have been distributed, and (135)

were valid and analyzed.

- Results : Multiple Linear Regression, and ANOVA were used to analyze ,the

results showed :

1. There is a significant impact of organizational commitment on quality of work life.

2. There is a significant impact of work conditions, reward system and job

involvement on organizational commitment.

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3. Job security, work conditions, the reward system and job involvement have a

significant impact on Labor Turn over as a dimension of OC.

4. Work Conditions, Reward System and Job Involvement impact on organizational

citizenship as a dimension of OC in a significant manner

- Recommendations: Raise the Jordanian Phosphate Mines Company employees’

awareness of the opportunities for job development listed under the dimensions of

the quality of working life since this dimension is ranked last priority in the

employees’ evaluation.

Keywords: Quality of Work Life, Organizational Commitment, Organizational

Citizenship, Work Conditions, Reward System and Job Involvement

1

Chapter One

General Framework of the Study

1.1 Introduction.

1.2 The Study Problems and its questions.

1.3 The Study Importance.

1.4 The Study Objectives.

1.5 The Study Model.

1.6 The Study Hypotheses.

1.7 The Study Terms and Definitions.

2

Chapter One

General Framework of the Study

1.1 Introduction.

Organizations are continuously looking for new ways of doing business in order

to meet the challenges of today’s dynamic business environment. Given the amount of

time and energy, people expend at the workplace, it is important for employees to be

satisfied about their life at work. Time pressure is a serious problem in today’s

workforce, with ever-increasing numbers of workers bearing major responsibilities at

home and meeting higher job expectations and heavier demands at work (Glass and

Finley, 2002; Van der Lippe, 2007).

Human resources play a very important role in success of an organization

and thus, management of human resource assumes importance. Many aspects affect

the management of human resources. One such aspect is Quality of Work Life (QWL)

(Redday and Reddy, 2010). The concept quality of work life (QWL) indicates that an

organization must encourage the process of enhancing the environment of its workplace

throughout several factors to be provided to the employees such as; the feeling of job

security, motivations and opportunities for professional development and career growth

(Almarshad, 2015).

Broadly, the definition of quality of work life involves four major parts: safe work

environment, occupational health care, suitable working time and appropriate salary.

The safe work environment provides the basis for the person to enjoy working.

The work should not pose a health hazard for the person.

Employers and employees are aware of their risks and rights; they

could achieve a lot in their mutually beneficial dialogue. The working time has been

3

established by the state according to legislation. The standard limits on overtime,

rest days, and public holidays etc. The appropriate salary is agreed upon by

the employees and the employers, and fixed by the pay commission.

The government also establishes the rate of low wages (Reddy and Reddy, 2010).

Several factors play a vital role in affecting the kind of organizational

commitment environment. These factors are categorized into: demographic

characteristics education, gender, perceived competence, and age, attitudes; job

satisfaction, and the behavior of organizational citizenship, the marking point of the

job`s characteristics; level, autonomy, skills, position tenure, generated stresses and

challenges, and finally the nature relationships, coordination and cooperation with

colleagues and managers.

As a result, 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 (Kotze, 2005). Therefore this research is attempt to study the impact of the

quality of work life (QWL) on the organizational commitment (OC) the Jordanian

Phosphate Mines Company (JPMC) as a case study.

1.2 The Study Problem and its Questions.

The Quality of Work Life of an organization assessed by opinions of employees

on statements regarding quality of work life [QWL] aspects; mainly to discuss and

study if the top management in (JPMC) provides appropriate work environment

conditions" healthy and safe work environment, reward system etc" that may have an

impact on the employees in many facets such as Organizational commitment, and Job

Satisfaction. Therefore, the Problem of this study formulated in the following main

4

question: "What are the factors of quality of work life "QWL" that may have an

impact on organizational commitment "OC" in Jordanian Phosphate Mines

Company (JPMC)"?

This main question can reformulated the following sub-questions:

1. What are the perceptions of Jordanian Phosphate Mines Company (JPMC)

employee toward organizational commitment in the field of work life?

2. What is the impact of quality of work life "QWL" factors (Job Security, Work

Conditions, Development Opportunities & job growth, Job Involvement .Reward

System. on the organizational commitment "OC" (Organizational Citizenship,

Labor Turnover) in Jordanian Phosphate Mines Company (JPMC)?

1.3 The Study Importance.

The importance of the study stems from the fact that it is related to the study of

many authors in the field of quality of work life "QWL" and organizational commitment

"OC" and encourages authors to take into consideration the degree of impact of QWL

on the OC. Also this study take its importance from that; it may provide a theoretical

framework and field linking between factors in the field of study as this may be a

scientific addition worthy of attention, especially if it is confirmed the reference to the

scarcity of such studies, according to the researcher's writings in the field of study ,

finally this study may be the first study that link between all these factors especially

linking a new variables (Organizational Citizenship , Labor Turnover) that may have a

positive impact .

5

1.4 The Study Objectives.

This study in mainly aimed to find out the impact of the Quality of Work Life on

the Organizational Commitment at Jordanian phosphate mines company. According to

the above, the other objectives mentioned as following:

1. Measure the level of Quality of Work Life at the Jordanian Phosphate Mines

Company.

2. Measure the level of Organizational Commitment.

3. Explain the Relationship between the Quality of Work Life and Organizational

Commitment.

4. Study how to enhance the Working environment at Jordanian Phosphate Mines

Company.

1.5 The Study Model.

Figure (1): The Study Model

Done by Author according to (Reddy and Reddy, 2010) (Kubendran, et al., 2013)

(Chooran and Azadehdel, 2015) (Sinha, 2012).

Job Security

Work Conditions

Development Opportunities

& job growth

Quality of work life

Job Involvement

Reward System

Organizational Commitment

Organizational Citizenship

Labor Turnover

6

1.6 The Study Hypotheses

-The main hypothesis:

H0: There is no statistically significant impact at the significant level (α< 0.05), for the

quality of work life in terms of dimensions (job security, work conditions, reward

system, job involvement, and development opportunities & job growth) on the

organizational commitment at Jordanian Phosphate Mines Company.

-The Sub- hypotheses:

H01: There is no statistically significant impact at the significant level (α < 0.05), for the

quality of work life dimensions in terms of (job security, work conditions, reward

system, job involvement, and development opportunities & job growth) on the

organizational citizenship as a dimension of the organizational commitment at

Jordanian Phosphate Mines Company.

H02: There is no statistically significant impact at the significant level (α <0.05), for the

quality of work life dimensions in terms of (job security, work conditions, Reward

system, job involvement, and development opportunities & job growth) on the

Labor Turnover as a dimension of the organizational commitment at Jordanian

Phosphate Mines Company.

1.7 The Study Terms and Definitions.

1. Quality of Work life (QWL) is the conductive environment created at a work

place, considered as one of the main factors for better performance and productivity

( Kubendran, et al., 2013 ).

2. Job Security: is the most controversial issue in contemporary work environment.

Job security, the central aspect of QWL represents strength of the organizations to

provide permanent and stable employment regardless of the changes in work

7

environment. Organization of Economic Cooperation and Development (OECD,

1996).

3. Work Conditions: academic title, salary, years in organization, years in current

position, type of employment, manner of work and overtime (Afsar, 2014).

4. Development Opportunities & job growth

5. Job Involvement: a fundamental function in deciding employees’ competence and

shaping their organizational outcomes (DeCarufel and Schaan ,1990).

6. Reward System: reward systems may be financial or non – financial in nature.

Financial rewards mean increase in salary or special performance bonus. Non –

financial rewards support responsibility, opportunities for growth and progress

along a career ladder etc (Teryima, et al., 2016).

7. Organizational Commitment: employees in large organizations live their lives

dominated by the company life and their commitment. A man of organization not

only works for the organization, but he also commits himself to the organization,

and feels as if he belongs to it (Afsar, 2014).

8. Organizational Citizenship: one of the most essential sociological dimensions of

firms. A staff will increase the quality in an organization through selfless behavior

and fair courtesy, and temperamental optimism (Barot et al., 2014).

9. Labor Turnovers: A multi-stage process that comprises of psychological, cognitive

and behavioral components (Galleta, et al., 2016).

8

Chapter Two

Theoretical Framework and Pervious Studies

2.1 Introduction.

2.2 Theoretical Framework.

2.3 Previous Studies.

2.4 Study Contribution to Knowledge.

9

Chapter Two

Theoretical Framework and Pervious Studies

2.1 Introduction.

This chapter includes two main parts: the first part is a theoretical Framework of

the historical development of the quality of work life, organizational commitment, and

definitions of the quality of some work life dimensions.

The second part is a review of several related studies that examined the relationship

between organizational commitment and one or more of the quality of work life

dimensions.

2.2 Theoretical Framework.

2.2.1 Quality of work life.

2.2.1.1 Quality of work life concept.

The emergence of the concept quality of work life (QWL) dates back to 1972

during an International Labor Relations Conference. In addition, The United Auto

Workers highlighted the importance of this concept; furthermore, General Motors

initiated A QWL Program for works reforms (Gayathiri and Ramakrishnan, 2013).

Quality of work life is a necessary environment in work places to maintain

improvements and developments of performance as well as productivity .So, the

concept of quality of work life is a global concept that includes work ethics, various

sides of working conditions, employees, satisfaction, and efficiency in production.

The Quality of work life is a set of values either tangible or intangible which acquired

by employees during their work life in an organization. Therefore, Sajjad and Abbasi,

10

(2014) define QWL as employees` reaction toward their jobs especially its personal

results in satisfying demands and mental health. Therefore, Davis (1975) considered

satisfaction with wages, hours and working conditions as basic elements of good QWL.

In addition, they are a safe work environment that offers equal employment

opportunities for advancement. Mirvis and Lawler (1984) said that QWL is a suitable

working environment that increases and maintains employees` satisfaction by supplying

them with rewards, incentives, job security and safety and career development

opportunities.

Also, it can be defined as interpretation of all conditions and employees`

satisfaction that is very essential for maintaining employees` productivity. Beside that,

their perception of this satisfaction and conditions not only attitudes, employee's

opinions, and expectations about their job are very important for QWL. (Sirgy, et al.,

2001).

Robbins (1989) defined QWL as a mutual process between an organization and

employees in which the organization responds to its employees` needs in developing

procedures to allow sharing between employees in many decisions that form their lives

at work. Also, the (QWL) is a worker's response to work especially, its personal

consequences in satisfying employees` needs and their physical health.

Additionally, QWL is defined as the range to which employees of an

organization are capable to match important personal demands through their

experiences in the organization (Richard, et al., 1997).

2.2.1.2 The importance of Quality of Work Life.

The existence of good leadership among organizations is considered insufficient

because it also needs to create a leading entrepreneurial environment in order to obtain

11

its goals. Therefore, the quality of working life is an important issue. So, many

researchers have found their relevance and impact of organizations that are constantly

seeking to develop employees` commitment that is always seeking to develop

employees` commitment.

QWL is very important for smooth running of any organization, Also, it support

the attracting and retaining efficient and impact employees for good job profiles, which

can support employees, and organizations success. As a result, the work life balance

will ensure that all employees in work in are the highest levels, and they are free from

stress (Beloor, et al., 2017). Accordingly, QWL is vital for an organization to engage

and to preserve talented as well as skilled personnel, in order to remain in a competitive

environment formed by emerging forces of globalization, privatization, advanced

knowledge, and technological revolution (Almarshad, 2015).

Finally the main goals of the QWL program according to (Reddy and Reddy, 2010) are:

1. Improving employees` satisfaction.

2. Improving physical and psychological health of employees which creates

positive feelings.

3. Promoting employees` productivity

4. Reinforcing workplace learning.

5. Improving management of the ongoing change and transition

6. Establishing the image of the company as best in recruitment, retention,

and in general motivation of employees.

2.2.1.3 Quality of work life indicators:

The quality of work life has four domains, which are work meaning fullness,

social work, organizational equilibrium, work challenges and richness (Walton, 1980).

12

Nadler and Lawler (1983) claimed that the types of QWL activities can be listed as

participative problem solving, work restructuring, innovative reward system, and

improving work environment. Also, Bhanugopan and Fish (2008) suggested some

indicators of QWL such as : lack of job stress, lack of job burnout, lack of turnover,

intention and job satisfaction.

Moreover, they included some measures like: job satisfaction, teams, job

security, and job growth. Other measures of QWL are suggested by (Gayathiri and

Ramakrishnan, 2013), which increased worker involvement, participation and power,

employees` skills development, autonomy for action and decision making at worker

level. At the same time, these measures reduced status distinctions in many levels in the

hierarchy.

Casio (1998) indicated that the quality of work life contains two types; mental

and objective aspects of works life .The objective aspects include circumstances and

procedures related to promoting policies , participatory supervision , and safe working

conditions. On the other hand, the mental aspects spotted supervision, communication,

etc. Sirgy, et al. ( 2001) divided the quality of work life into main categories power and

higher order needs. In one hand, the lower –order QWL includes health/safety needs

and economic family needs. The other level, the higher order, includes social needs and

esteem needs.

Finally, Almarshad (2015) claimed that there are some personal features such

as: gender, age, and marital status, which can lead to significant differences in the

quality of work life and organizational commitment.

13

2.2.1.3.1 Job Security.

The job security in an organization can stimulate the perceived organizational

support of employees, and thus can develop the level of organizational commitment

(Yousef, 1998). Organization change such as downsizing, rightsizing and outsourcing

have adversely affected employees' loyalty, morality, motivation and perceived job

security. Organization of Economic Cooperation and Development (OECD, 1996).

Therefore, Job security is defined as employees` attitudes towards job level,

stability and permanence (Sverke, et al., 2002). In addition, it is considered a

psychosocial motivator, sentinel index of employment conditions and the way work is

organized. Also, it is considered as an extrinsic job advantage that asserted the quality

of job (Dieckhoff, 2011).

A dramatic change of workforce in contemporary work environment has

revealed a significant amount of organization change (Walton, 1980). In addition,

employment security of QWL is determined by the degree to which the employees have

good feelings that is full of security about their jobs. Employees consider employment

security as a crucial access towards accepting their current position organization, which

takes them to a better level of contribution. Employment security represents the actual

capacity of the organizations to supply permanent and secure job options to its

employees, irrespective of the various changes happening continuously in the work

environment (Ahmad, 2013).

Additionally, Probst (2003) predicted that once a person perceives job security,

he is more willing to become an active participant who lead to a higher QWL. A study

by Cuyper and Witte (2010) offered that job insecurity will leads to various attitudes

14

and wellbeing between permanent and non-permanent employees. Thus, the job security

stressed the perceived level of stability and continuity of any job.

2.2.1.3.2 Work Conditions.

The quality of work life has its original roots gradually within the special

context of working conditions of industrialized societies towards the end of 1950’s.

Also, such conditions as job dissatisfaction, work alienation, depraved work

environment and conditions, and wage inequality, which are the outputs of the

struggling between employees and their employers. As well as global crises and

political, social and economic changes require enterprises to form new and innovative

strategies (Afsar, 2014).

Jobs with difficult working conditions may perform only those employees who

meet specific requirements in terms of age, sex, qualifications, health, physical and

mental conditions and psycho-physiological and psychological capabilities. Difficult

working conditions influence employees’ performances.

Therefore, it is necessary to take measures to eliminate uncomfortable working

conditions or, if not possible, to take appropriate safety measures. Safety at work is

carried out to ensure working conditions without danger to life or health or to avoid

accidents, injuries, occupational diseases and, at least, to mitigate their consequences

(Taylor, et al., 1979).

Moreover, workers’ physical and mental health is affected by working

conditions (Park, 2009). Due to industrial development, working conditions have

become more perplexing and complicated. Therefore, it is to measure and estimate the

impact s of each working condition on workers’ health as society continues to maintain

progress and to make change (Lee, et al., 2014).

15

Other studies, which stressed the authentic impact of working conditions on

health, have an emphaszed on the occurrence of specific illness such as musculoskeletal

illness, occupational cancers and sleep disorders (Daraiseh, et al., 2003) (Karlqvist, et

al., 2002) (Stevens, et al., 2011).

Schwartz, (2006), Kouvonen, et al. (2005) talked about dangerous working

conditions and the impact of job stress on life customs like smoking and drinking.

Although a few studies stated the influence of psychological, occupational variables on

well-being in certain occupations like teaching (Lee, 2011). There is a shortage of

research on the influence of comprehensive working conditions on well-being. Thus, the

present study searches out how the working conditions related to employed workers’

well-being. Data were collected from the second wave of the Korean working

conditions questionnaire (Lee, et al., 2014).

As the focus of this review, is helplessness in psychological health, we have

reviewed studies that assign evidence of psychological distress through certain mental

health problems such as depression, anxiety, stress, and burnout as well as overall

measures of psychological distress and mood obstacles such as anger and hostility

(Shea, et al., 2011).

2.2.1.3.3 Development Opportunities & Job Growth.

QWL factors working towards the progress of organizations most valuable

assets (employees) for obtaining competitive feature in markets such as career

development and growth. As a part of an employee`s development program the main

aim of career planning is to support employees` emotions like their employers, and also

help people manage many aspects of their lives and deal with the fact that there is an

obvious promotion track. Employers can no longer promise job security, but they can

16

support the maintaining members` skills that are needed to remain viable in the job

market (Moses, 1999).

Workers` staying in an organization depends on how they see their future in this

organization. Workers will stay in the organization when they feel that work designs,

which are provided by an organization, are useful for both work and careers (Kraemer,

2000). The existences of clear career advancement, within their working lives, are also

profoundly affecting a worker surviving in an organization. First, the activities

conducted by an organization can affect the career development, in a condition that they

are carried out jointly between organizations and workers (Cascio, 2003). Second, the

employees` satisfaction on the career development strongly influenced by level of

workers’ need. So, a good organization should offer a pattern of career development to

fulfilling these workers purpose (Mathis and Jackson, 2003).

In reality, a high-quality work life was perceived to be one in which there was

real chances to develop close personal relationships, and obtain career goals in the

absence of excessive job stress. As a result, the range that when firms have realizing

attitude toward employees who combine work and family roles (family responsive

culture) will be more available and employees, are not likely to worry about career

opportunities through reducing their working hours due to family duties (Thompson, et

al., 1999).

The employees` satisfaction with the career progress was highly affected by

level of workers’ needs. An organization should provide a pattern of career

development to obtain workers` goals (Mathis and Jakson, 2003). Pattern of career

development, offered by an organization, aims at matching the employees` needs, not

necessarily perceived as such by the workers (Robbins, 1991).

17

Finally, career growth and progress can help employees to expand their

knowledge, skills and abilities. As a result, employees can apply the competencies that

they have obtained into new situations. The opportunity to get new skills and

experiences can extended by employees` motivation and job satisfaction by help

workers in overcoming job stress effectively. By providing chances for growth and

development, organizations can improve the quality of their employees’ work

experience, and recognize the advantages of developing workers to their full potential

(Casico, 2003).

2.2.1.3.4 Job Involvement.

This reflects the degree of an individuals` identification with or ego involvement

in an organization. The concern that focuses on individuals` life leads to great

involvement in an organization. Therefore, the individuals expend more time and

great effort towards the job.

People with high job involvement are better motivated and more productive. The

research stated that variety, achievement and challenge help in improving job

involvement (Reddy and Reddy, 2010).

Furthermore, Job involvement performs a fundamental function in deciding employees’

competence and shaping their organizational outcomes.

Many studies revealed that job involvement positively affects organizational

commitment (Mowday, et al., 1982). Other studies showed that job involvement has

important and positive corrections with organizational commitment and labor turn over

intentions (McElroy, et al., 1999).

The emergence of job involvement among the employees of an organization

outcomes leads to positive results for the organization, including organizational

18

citizenship behavior, job satisfaction, and safety performance. Thus, employees do not

want to leave the organization. Consequently, identify factors influencing rising of job

involvement is essential in the meantime (Keshtkaran, et al., 2013).

2.2.1.3.5 Reward System.

Many researchers highlighted QWL in the light of relations between reaction,

organizational environment, and individual needs and wants. Thus, they emphasized

that personal wants are satisfied when rewards from an organization such as

compensation, promotion, recognition and development meet their expectations, which

will lead to an excellent QWL (Hackman and Oldhams, 1980).

Reward systems are a fundamental function of human resources management

that deal with the assessment of job values, the design and management of payments,

performance management, employees’ benefits and pensions including the management

of rewards procedures. Furthermore, reward systems take into account organizational

goals, values and strategies (Armstrong and Murlis, 1998).

Reward is something that an organization gives to employees in response to

their contribution or performance, so the employees become more motivated for future

positive behavior. Reward systems are a human resource management function that

deals with every type of reward individuals, which receive in exchange for performing

organizational tasks (Sims, 2002).

An organization’s reward system can have an impact on the performance of

employees and their desire to remain employed in the same organization. Rewards are

very important for job satisfaction because it fulfills the basic needs, as well as it helps

to attain the higher level of goals. Earnings is the way by which worker get to know that

19

how much they are gaining by dedicating their time, effort and skills in a job (Sims,

2002).

Moreover, the employees of an institution satisfied strongly by QWL approach

in a reward system. Also, it can be used to minimize the mistrust between an employee

and an employer (Ahmad, 2013).Therefore, Hackman and Oldhams (1980) Emphasized

that employees satisfy the personal needs when they rewarded from the company such

as compensation, promotion, recognition and development meet their expectations,

which will lead to a perfect QWL.

Therefore, reward systems may be financial or non – financial in nature.

Financial rewards mean increase in salary or special performance bonus. Non –

financial rewards support responsibility, opportunities for growth and progress along a

career ladder etc. Thus, QWL approach can be used to reduce both industrial

disagreement and mistrust between labor and management (Teryima, et al., 2016).

2.2.2 Organizational Commitment.

2.2.2.1 Organizational Commitment Concept.

Historically, before the industrial revolution, work was done first Regulatory

environments Thus the organizational commitment (OC) considers to be as an essential

aspect of individuals' autonomy and ownership. Therefore, the Industrial Revolution

imparted people together in factories, and unions where they were able to learn from

each other and thus become committed organizations in where they were out of over

control.

Organizational commitment is one of the basic concepts describing the

relationship between an employee and an organization. Along with such concepts as

work commitment and job satisfaction, it has been one of the leading research subjects

20

for over 30 years. The researchers’ great interest in the construction of organizational

commitment is a result of its role in individuals’ functioning in the place of work. For

example, there are numerous arguments that strongly committed employees work more

and have better results than those with lower level of commitment (Meyer and Allen,

1997)

Some considered the idea of organizational commitment as an old notion due to

a lot of changes and fluctuations in the 21st century, such as globalization, technological

development and other reasons, and an outdated term.

Additionally, Meyer and Allen (1997) conducted research on commitment in the early

1980s. At the beginning, their interest stimulated by practical considerations.

Organizational commitment is the employees’ state of being committed to help

the achievement of an organization’s goals, and involves the employees’ levels of

identification, involvement, and loyalty (Caught and Shadur, 2000).

O’Reilly and Chatman (1986) defined the organizational commitment as the

degree of an employee’s psychological correlation towards the organization as well as

compliance and internalization of organizational vision and that organization’s features.

Ketchand and Strawser (2001) proposed that satisfying employees develop high

affective commitment for their firm. Mathis and Jackson (2003) defined employee

commitment as the extent to which employees stay with organizations and considers

about organizational objectives seriously. Luthans (2010) explored organizational

commitment as the desire to be a member of an organization and not to complain about

their organization. Organizational commitment is clear as the measure of authority of

employee empathy by the objectives and morale of organization and remains involved

21

in it, organization commitment as well be an improved indicator for employees who

wish to stay at work or want to change (McNeese-Smith, 1996).

Meyer and Nancy Allen (1997) stressed three main shapes of organizational

commitment: affective or moral commitment occurs when individuals fully embrace the

goals an organization visions. They become emotionally involved with the organization

and become more responsible for the organizations level of success. These individuals

usually indicate high levels of performance, positive work attitudes, and a desire to

remain with the organization.

Therefore, continuance or calculative commitment activates when members base

their relationship with the organization on what they are receiving in return for their

efforts and what would be lost if they were to leave (i.e., pay, benefits, associations).

These members put their best effort only when the rewards match their expectations,

and normative commitment takes place when members remain with an organization

based on expected standards of behavior or social norms. These members value

obedience, cautiousness, and formality .The research suggests that they tend to display

the same perspectives and behaviors as those who have an actual commitment (Meyer

and Allen ,1997).

In some firms, they have workers who have more organizational commitment

than others. Some researchers have discovered that some behaviors and events have a

basic role in an organizational environment that has a top level of organizational

commitment.

2.2.2.2 Importance of Organizational Commitment.

From the point of view of an organization, the answer to the question what

benefits are connected with having “committed” workforce is essential. Therefore, the

22

researchers’ main aim is to prove that strong commitment brings desired (from the point

of view of the organization) effects such as: low staff absenteeism and fluctuation, high

productivity as well as determination of dispositional and situational attributions

contributing to strong commitment development (Meyer, et al., 2002).

Employee engagement and employee-organizational commitments are important

organizational requirements as organizations face globalization and regaining from the

global recession. Engagements at work, employees and organizational commitment

have been areas of interest among many researchers, and they have received large

recognitions among scholars and studies (Albdour and Altarawneh, 2014).

Thus, the success of any organization can be predicted by its success in raising and

keeping employees' commitment. High levels of commitment share positive attitudes

and behaviors in organizations (Chughtai and Zafar, 2006).

Practitioners Thompson and Heron (2005 have recognized the importance of

commitment for knowledge creation .However; theoretical and empirical bases for this

relationship are not yet developed. Lack of clarity is predominant and suggestions

predominate in the literature. First, organizations need to gain their employees’

commitment and retain them. High turnover of knowledge workers means loss of both

tangible and intangible knowledge, and potential competitive advantages (Kinnear and

Sutherland, 2000).

The organizational commitment minimizes unwanted behaviors such as being

late, non-attendance or quitting while improving the products or services at the same

time (Mowday, et al., 1982). Hence, Organizational commitment has three main

properties: A strong acceptance and belief of the organization’s goals and values, a

strong purpose to remain with the organization, willingness to exert an additional

23

significant attempts to ensure the success of the organization, and a strong intention or

desire to remain with the organization (Mowday, et al., 1982).

Finally, Meyer, et al. (2002), Chughtai and Zafar (2006), and Cooper-Hakim and

Viswesvaran (2005) claimed that the organizational commitment develops performance

and productivity, organizational citizenship behaviors, job satisfaction and motivation

and minimizes labor turnover and absenteeism.

2.2.2.3 Organizational Commitment Indicators:

2.2.2.3.1 Organizational Citizenship.

This concept -the organizational citizenship-is considered as one of the most

essential sociological dimension of firms. A staff will increase the quality in an

organization through selfless behavior and fair courtesy, and temperamental optimism

(Barot, et al., 2014).

Organ (1988) asserted the concept of organizational citizenship behaviors

(OCB) as an individual behavior that is discretionary and implicitly identified by the

totally encourage the effective functioning of the organization and the formal reward

system. Organ considered the defining of organizational citizenship behavior as

behaviors which are not formally rewarded, is equally too vast, as few behaviors really

guarantee a formal reward.

Morrison and Robinson (1997) claimed that organizational citizenship behavior

refers to employees` behavior that has an important role in encouraging the

organizational effectiveness, and that is not clearly identified by the reward system of

the organization. Research findings indicated that there is an obvious link between

organizational commitment and organizational citizenship behavior.

24

Ertürk, et al. (2004) stated that to enhance organizational imp activeness,

efficiency, and profitability, organizational citizenship behavior will be one of the

emerging management notions. In addition, Turnispeed and Rassuli (2005) think that

organizational citizenship behavior performs an extra role and behaviors such as

working in a team with other employees, approaching workplace earlier and leaving

late, serving other employees, using organizational possessions with care, and

disseminating positively in an organization.

2.2.2.3.2 Labor Turnover.

Takase (2010) and Galleta, et al. (2016) defined Labor Turnovers as a multi-

stage process that comprises of psychological, cognitive and behavioral components.

The cognitive process of leaving the organization starts with very important stage,

which is evaluation of an individual’s present situation to lead to an intention to

desertion, and then the actual act of Labor Turnover occurs.

De Croon (2004) defines employees` labor turnover as an employee’s voluntary

withdrawal from the organization. In addition, labor turnover of skilled and professional

staff can afford basic costs for organizations. Recruiting and training of new employees

costs the organization a lot of money. High staff labor turnover can negatively affect an

organization’s capacity to meet patient needs and provide a high quality service (Gray,

1980).

One of the most important predictors of their real labor turnovers is Employees’

behavioral intention (Parasuraman, 1982). Labor Turnover intention may lead us to

know about low QWL. Thus, a better understanding of the labor turnover intention and

its relation to the perceived the quality of work life and commitment is highly needed,

and it is indicated that career commitment guides the impact of career related practices

and foreseeing labor turnover intention. Therefore, when members are committed to

25

their organization they will not think to leave the company, and the degree of their

commitment will be stronger. This creates a stronger career desire may become more

linked to the organization (Chang, 1999).

Moreover, increasing the labor turnover rate in accounting firms’ worldwide has

been well known. Therefore, a practical goal of behavioral research of employees for

accounting firms is to present better insights into the factors that lead to employees`

labor turn over intention. An earlier research on labor turnover in the accounting

literature has identified organizational commitment as a harmonious indicator of a

member`s intention to leave the job, and its improved work life balance, which

minimizes intention of labor turnover of accountants (Huang, et al., 2007).

2.2.3 The relationship between independent and dependents variables.

Many studies concluded that committed employees’ remains with the

organization for longer periods than those with less committed, and with a stronger

desire to attend work, and with positively attitude about their employment. Steers

(1977) explained that commitment has significantly related to employee turnover. When

organizations seek to foster a philosophy of commitment, then the likelihood of an

employee searching for employment elsewhere is low. Owens (2006) found the same

those employees had a higher level of commitment also had a higher level of “turnover

cognitions”. A higher score in “turnover cognitions” indicated that an employee had a

more favorable attitude and was less likely to consider turnover representing an inverse

relationship of commitment and turnover. The aforementioned studies are representative

of much of the research available relating to commitment and turnover. Commitment

has a significant and positive impact on job performance and on workforce retention.

The underlying belief is that more committed employees will perform better at their job

(Walton, 1985). Lowe, et al. (2003) conducted a study to explore the relationship

26

between work-life experiences and personal life of employees. In their study, they

observed that workers are likely to perceive their workplace in a positive way if certain

conditions exist in the workplace. The conditions identified by them include having

reasonable demands, high intrinsic and extrinsic rewards, good social support, influence

over workplace decisions, and available resources to do the job.

2.3 Previous Studies.

1. Normala (2010): " Investigating the Relationship between Quality of Work

Life and Organizational Commitment amongst Employees in Malaysian

Firms"

The researcher found that the quality of work life (QWL) of employees is an

important consideration for employers interested in improving employees’ job

satisfaction and commitment. Thus, the aim of the study was to search out the

relationship between quality of work life and organizational commitment among a

sample of employees in Malaysia. Seven QWL variables were examined, namely

growth and progress, participation, physical environment, supervision, pay and benefits

and social relevance were examined to decide their relationship with organizational

commitment. Thus, the findings revealed that there was a relationship between QWL

and organizational commitment and provide insights on how Malaysian firms could

improve upon their employees’ commitment.

2. Slack, et al. (2010) :" Impact s of Commitment to Corporate Vision on

Employee Satisfaction with their Organization: An Empirical Study in the

United States"

They claimed that the organizational commitment to integrate vision and

employees` satisfaction were examined by using two impact questionnaires of 900

27

employees of a robotics high-tech organization. Following development of a corporative

vision statement and communication to employees, a questionnaire was administered to

explore employees` perceived organizational commitment to the vision and employees`

organization satisfaction. Subjects’ responses to corporate vision items were factor

analyzed and stated three factors: employees` commitment, departmental management

commitment and vision outcomes. Hypotheses examined and the research asserted the

relationship between employees` questionnaire responses to corporate vision,

department management commitment to vision and employees` organization

satisfaction. The highest correlations to organizational satisfaction pertained to the

vision outcomes factor (four significant items).

3. Zaitouni, et al. (2011): "The Impact of Human Resource Management Practices

on Organizational Commitment in the Banking Sector in Kuwait".

They conducted a studying the banking sector in Kuwait to investigate the role

of Human Resource Management (HRM) practices on the affective, continuance, and

normative organizational commitment among employees. Both Exploratory Factor

Analysis (EFA) and hierarchical regression analyses were used to draw the relationship

between these variables. The results showed that fifty percent of the variables confirmed

previous studies and the remaining fifty percent did not support these studies due to

factors such as culture and values. The results have a great implication for both the

banking industry in Kuwait and international business.

4. Sinha (2012) :" Factors Affecting Quality of Work Life: Empirical Evidence

From Indian Organizations"

They formed by this study the three emerging factors of quality of working life

experiences in organizations, which are relationship-sustenance orientation, futuristic

and professional orientation and self-deterministic and systemic orientation. The

28

findings revealed that these factors have substantial impacts on satisfying the wants of

the employees, and how at middle managerial level different aspects are valued and

employed for developing a unique and inimitable quality of working life within their

socio-technical systems for eliciting favorable job-related responses.

5. Permarupan, et al. (2013) : "The Impact of Organizational Climate on

Employee’s Work Passion and Organizational Commitment"

They conducted a study in public and private universities in Malaysia to examine the

organizational climate and employees` work passion and organizational commitment

within academician. The study showed that there is a causal link of good organizational

climate, employees work passion and commitment in an organization. A conceptual

model of organizational climate and employees` work passion and organizational

commitment present an explanation of the linkage between these variables. The

researcher used a cross-sectional design by distributing an organizational climate

questionnaire to a 500 sample of academicians from public and private Malaysian

universities. This study aimed to highlight employees` needs and expectations from the

employers in the light of the organizational climate and commitment. Thus, by

explaining the empirical findings of the organizational climate, these findings will be

able to emerge as an improvised model to enhance employee’s work passion as well as

organizational commitment.

6. Afsar (2014) : "Impact of the Quality of Work-life on Organizational

Commitment: A Comparative Study on Academicians Working for State and

Foundation Universities in Turkey"

The researcher tested the impact of the quality of work life in organizational

commitment to reveal which of the following factors has an obvious impact on

organizational commitment of the quality of work life such as: academic title, salary,

29

years in organization, years in current positions, types of employment, work

arrangement types (full time, part time, etc.), overtime, perceived organizational

protectiveness, and demographic characteristics such as age, gender and marital status.

The findings of the study revealed that the quality of work life has a positive impact on

affective and normative commitment of the academicians working for both state and

private universities, whereas it has a negative impact on the continuance commitment.

The results for an examination of all the variables on organizational commitment

for both types of university showed that the highest impact affective, normative and

continued commitment of the academicians working for state universities is achieved by

the quality of work life, while the highest impact on affective and normative

commitment of the academicians working for private universities is achieved by the

quality of work life, yet years in organization have the highest impact on the continued

commitment for them.

7. Shurbagi (2014) : "The Relationship between Transformational Leadership

and Organizational Commitment in National Oil Corporation of Libya"

227 employees of National Oil Corporation of Libya have been selected to

answer the instrument to investigate the relationship between transformational

leadership and organizational commitment. In addition, the quantitative questionnaire

method was applied. The empirical findings revealed that the leaders of National Oil

Corporation of Libya follow transformational leadership style to manage their

organization, while the relationship between transformational leadership and

organizational commitment was positive significant relationship and the dominant

organizational commitment was effective commitment in NOC of Libya.

30

8. Almarshad (2015) "a study on perception of quality of work life and job

satisfaction-evidence from Saudi Arabia "

The researcher conducted a study in public and private sectors in Saudi Arabia

to examine the relationship between employees' perceptions of quality of work life

(QWL), and organizational commitment. The relationships were compared across the

two sectors. The sample consists of 353 employees from different organizations, using

path analysis method. The findings indicated that job involvement is the strongest

predictor of organizational commitment in the private sector. In addition, the results

stressed the significant differences in the perceptions of employees about QWL in the

public and private sectors. Employees of public sector showed more commitment

toward their organizations. The relationship between the quality of work life and

organizational commitment is partially mediated by sense job involvement. Findings

highlighted that there are significant differences related to gender and age, so

organizational commitment of younger female employees is higher than the

commitment among their male counterparts towards the organization. On the other

hand, elder male employees show higher organizational commitment than elder

females.

9. Farid, et al. (2015) : " Relationship between Quality of Work life and

Organizational Commitment among lecturers in a Malaysian public Research

University"

They conducted amongst academic staff in a public research university in Klang

Valley in Malaysia, to investigate the level and the relationship between quality of

work life and organizational commitment. This study designed based on quantitative

methods. The obtained results via correlation and linear regression showed that there is

a high significant relationship between quality of work life and organizational

31

commitment, and contributes to the existing literature and suggests some human

resource development strategies on how the related ministry and universities could

improve their employees’ commitment.

10. Yusof, et al. (2015) :" A Study of Quality of Work life, Organizational

Commitment and Labor Turnover Intention"

They tested eight different dimensions of the quality of work life (QWL),

organizational commitment, Labor 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 security and social relevance of work life

are positively related to continuance commitment and affective commitment. Moreover,

opportunity for continued growth Sufficient and fair compensation, opportunity for

continued growth, security and social relevance of work life and social integration in the

work organization positively related to normative commitment. A long side with all

commitment dimensions that found negatively related to labor turnover intention.

Active commitment and normative commitment partially mediate the relationship

between quality of work life and labor turnover intention. To get better employees’

outcomes the results suggested the relative importance of different dimensions of QWL

in terms of commitment and retention. The present study expects more research on the

relationship between QWL and employees’ outcomes.

2.4 Study Contribution to knowledge .

Previous studies discussed different factors that have an impact on the

Organizational Commitment. However; it highlighted the quality of work life and its

relationship with job satisfaction, and quality of work life believed as one of the vital

factors influencing organizational commitment and job satisfaction. Very few studies

suggested a comprehensive model such as this study model that considers some key

32

factors within the topic. Moreover, the model suggested by the researcher focuses on

main factors and two as addition from the researcher, a new dimension that did not have

one of the researchers using them. Furthermore, this study employed more than one

measure of QWL, which are physical, psychological work conditions, career

development and growth, reward system, job involvement, and job security. Finally, the

sample of the study represented an interesting case from the whole population in Jordan

.focusing on the main four factors of the quality of work life that have an impact on

organizational commitment and may lead to optimal performance. Therefore, the factors

are also important because they are fixed on the environment of the sample.

33

Chapter Three

Methods and Procedures

3.1 Introduction.

3.2 Study Methodology.

3.3 Study Population and Sample.

3.4 Study Tools and Data Collection.

3.5 Validity and Reliability.

3.6 Statistical Treatment.

34

Chapter Three

Methods and Procedures

3.1 Introduction.

This chapter discusses the methods used in the study to answer the research

questions and test the hypotheses by several statistical methods. It is divided into five

Sections (Study Methodology, Study Population and Sample, Study Tools and Data

Collection, Statistical Treatment, and Reliability and Validity).

3.2 Study Methodology.

This study used both descriptive and analytical analysis. Descriptive study

includes data collected from previous related works and literature review. These

resources were used to develop the theoretical model of this study. Furthermore,

statistical techniques used for empirical analysis and a survey designed to collect data

from the population of the study; a population made of group, which represents the

employees of Jordanian Phosphate Mines Co. regarding their evaluation of working life

aspects

3.3 Study Population and Sample.

The population in the current research consists of employees of general

administration of Jordanian Phosphate Mines Company in Amman. The researcher

chooses a sample that can be used to represent the population. Given the large

population of the study, using purposive sampling technique. The sample group

includes all employees of Jordanian Phosphate Mines Co. who are 420 employees.

Purposive sample of 150 employees has been taken, which represents a 25 % of the

population, chosen. After that, 150 questionnaires distributed to the employees in the

35

mentioned company. 141 completed questionnaires returned with return rate represent

94%.

After examining the completed questionnaires, 6 questionnaires were

disqualified for being unreliable to statistical analysis for lack of information so that the

returned completed questionnaires qualified for statistical analysis are 135

questionnaires with return rate 90% as shown in table 3-1

Table (3-1) Sampling

Qualified Questionnaires for

Statistical Analysis Rate

No. of Qualified

Questionnaires

Return

Rate

No. of Returned

Questionnaire

No. of Distributed

Questionnaires

90% 135 94 % 141 150

3.4 Study Tools and Data Collection.

This research of quality of life work and organization commitment in Jordan is

not very extensive compared to the discussion of the factors that have an impact. Thus,

to gain deeper understanding of the related aspects in this field of the study, current

research is conducted with quantitative approaches to explore the quality of life work

and organization commitment and examine the impact on the first one on the other .

Moreover, it held in theses stages:

Stage 1. Literature review, examines the findings of other researchers and authors who

have extensive experience in quality of life work and organization commitment

and the other factors that linked with , and addresses the impact of quality of

life work (with four main factors ) and organization commitment(with two

factors )

36

Stage 2. The quantitative approach includes a survey of sample employees of Jordanian

Phosphate Mines Co. The survey conducted in this research in order to explore

the perceptions of students the impact of trust in the relationship between

quality of work life elements and organization commitment. Also to produce

quantitative descriptions of some aspects and issues of the study population.

The questionnaire developed based on the literature review, and refined with

results and information collected from the previous stage of the research.

Therefore reviewing previous studies for the topics and factors in the research

and the analysis of collected data from resulting survey.

In its final phase, the instrument included the following parts:

1. Personal and job characteristics (demographic) of employees.

2. Personal and demographic characteristics for the external auditors are the social

type, age group, work experience in the current job, marital status , and Academic

degree.

3. Independent variables: the working life aspects that are job security present this kind

of variables, working conditions, reward system, job involvement and job development.

4. Dependent variables: presented by Organizational commitment Dimensions that are

employee turnover, Organizational citizenship.

Based on the foregoing, the study tool has reached its final phase that contains

28 articles (Appendix 1)

The researcher has chosen Likert Scale with its 5 levels for being recognized as

the most widely used approach to analyze responses and opinions of sample group and

being easy to be understood and the balance of its levels.

37

The sample groups are to express to what extent they agree with each article of the

study in accordance with the aforementioned scale and as shown in table (3-2) :

Table (3-2) : Likert Scale

Highly Agree Agree Neutral Disagree Highly Disagree

5 4 3 2 1

The scale adopted to measure the level of being satisfied with the working life

aspects and organizational commitment dimensions.

The scale is divided into three levels where as the “ cutting degree “ is

calculated by the result of deducting the maximum value of the scale (5) and the

minimum value of the scale(1) divided on 3 levels i.e. cutting degree equals {(5-

1)/3=1.33} as shown in table (3-3)

Table (3-3): Agreement levels

Low agreement level Medium agreement level High agreement level

1-2.33 2.34-3.67 3.86-5

Stage 3. Data coding and analysis includes presentations, hypothesis testing, and

analysis of results. Various quantitative statistics of methods such as analysis

of variance and correlation used on the survey data.

The application of several statistical techniques used to test the relations and

impacts between variables; Statistical Package for Social Science ‘SPSS’ will be used to

evaluate and perform all the analysis to test the hypotheses.

38

3.5 Validity and Reliability.

3.5.1 Validation.

To test the survey clarity and coherency, academic reviewers - from Jordanian

Universities - specialized in Business and Statistics, performed a macro review covering

all research components. Therefore, some items added based on their recommendations

while some others modified. A total of (10) academic reviewers and the overall

percentage of response reviewed the survey, which was 100%. Please see appendix “2”

for the list of academic arbitrators.

3.5.2 Reliability.

To ensure the stability, a study tool has been used (Cronbach Alpha) to test the

stability of the final sample, with a Cronbach alpha coefficient of (0.925),whereas the

Stability coefficient “Cronbach's alpha” of the work life was 0.899 , In terms of the

Stability coefficient “Cronbach's alpha” of the organizational commitment it was

0.867. This is an excellent rate as shown in table (3-4)

Table (3-4) Cronbach Alpha for the variables of the study (Cronbach &Shavelson,

2004: 391-418).

Main and Sub variables No. of paragraphs Cronbach's alpha

Quality of working life 20 0.899

Job security 4 0.741

Work Condition 4 0.851

Reward system 4 0.839

Job involvement 4 0759

Development Opportunities & job growth 4 0.822

39

Organizational commitment 8 0.867

Labor turnover 4 0.898

Organizational citizenship 4 0.765

Overall tool 28 0.925

3.6 Statistical Treatment.

After collecting data from returned responses 150 questionnaires were distributed

in and (141) questionnaires were returned, (135) of them were valid for analysis with

response rate (90%), the researcher used the Statistical Package for Social Sciences

SPSS (v21) to analyze the data, and a suitable Statistical treatment for each question and

hypothesis from the following tests:

1. Cronbach Alpha (α) to test Reliability. Arithmetic Mean and Standard Deviation to

answer the study questions.

2. T-test and using ANOVA table to measure the impact of the user characteristics on

the usage and the usage level of the Portal

3. Simple Linear and Multiple Regression analysis with (F) test

4. Variance Inflation Factors VIF.

5. (KMO)Meyer -OlkinKaiser-

6. Multiple Linear Regression.

40

Chapter Four

Statistical Analysis of Data and Test the Hypotheses

4.1. Introduction.

4.2. The Results related to describing the personal and functional characteristics of

employees.

4.3. The Results related to assessing the quality of work life dimensions.

4.4. The Results related to assessment of organizational commitment dimensions.

4.5. The Results related to testing hypotheses.

41

Chapter Four

Statistical Analysis of Data and Test the Hypotheses

4.1 Introduction.

The purpose of this chapter is to present the results of the statistical analysis of

the data obtained through the application of the questionnaire form and to present the

results related to the answer to the study questions and their hypotheses obtained by

applying some statistical methods available in the Statistical Package for Social

Sciences (SPSS). And for the purpose of measuring and evaluating the answers of the

sample members of the study represented by workers in the Jordanian Phosphate Mines

Company about the variables of the study entitled (Quality of Work life and its

Impact on the Organizational Commitment in Jordanian Phosphate Mines

Company). The researcher adopted the test criterion (3) out of (5) degrees. To present

the results of this study, they classified according to the sequence of questions and

hypotheses contained therein, as follows:

4.2 The Results related to describe the personal and functional

characteristics of employees.

Table (1-4) indicates the results related to the description of the personal and

functional characteristics of the employees of Jordanian Phosphate Mines Company:

42

Table (4-1): Description of the Personal and Functional (Demographics)

Characteristics of the Employees of Jordanian Phosphate Mines Company (N=

(135)

T Personal characteristics Categories FREQUENCY Percentage%

1 Gender Male 90 %66.7

Female 45 %33.3

2

Age

20-24 17 %12.6

25-29 22 %16.3

30-34 46 %34.1

35 years and over 50 %37.0

3 Experience

Years

1-5 24 %17.8

6-10 57 %42.2

11-15 20 %14.8

Over 15 years 34 %25.2

4

Marital Status

Single 48 %36.3

Married 87 %63.7

5

Educational Qualification Diploma 26 %19.3

BA 76 %56.3

Master 30 %22.2

Ph.D. 3 %2.2

43

The result in table (4-1) shows the following:

1. It found that most of the employees of the Jordanian Phosphate Mines Company

are males 66.7%, which is higher than the percentage of females 33.3%. This

indicates that the study community is one of the male societies where males are

more than females.

2. The data of the previous table indicated that most of the employees of the Jordanian

Phosphate Mines Company are of the age group (35 years and above) where they

reached 37%, which is higher than the percentages of the other age groups of the

study sample. This indicates that the society of the study is one of the societies with

a young age, meaning that the age of workers in this company ranges from 35 years

or more.

3. For the variable of years of experience in the current job, it found that most of the

employees of the Jordanian Phosphate Mines Company have years of experience in

the categories (5-10) years and (15 years and over) with 42.2% and 25.2% , which

are higher than the percentages for other years of experience of the study sample

individuals. This indicated that the society of the study is one of the societies with

good experience, which means that most of the employees of the company have

accumulated experience that enables them to realize the importance of the quality

of work life on the organizational commitment in Jordanian Phosphate Mines

Company.

4. The data of the previous table indicated that most of the employees of Jordanian

Phosphate Mines Company are married 63.7%, which is higher than the

percentages of the other social status categories of the sample members of the

company.

44

5. It found that most of the employees of the Jordanian Phosphate Mines Company

have Bachelor's and master's degrees at 56.3% and 22.2% respectively, which is

higher than the percentage of other certificates holders of the study sample. This

indicated that the study community is one of the most knowledgeable and qualified

societies, most of whom hold bachelors and master's degrees.

4.3 The Results related to assessing the quality of work life dimensions.

- What is the level of evaluation of the quality of work life dimensions from the

point of view of the staff members of Jordanian Phosphate Mines Company?

To answer the above question, the arithmetical mean s and standard deviations

were calculated for the estimates of the employees of Jordanian Phosphate Mines

Company about their level of assessment of the quality of work life dimensions (job

security, work conditions, reward system, job involvement ,and development

opportunities & job growth), as follows:

1 - Job Security Dimension.

The results of Table (2-4) showed a rise in the general arithmetic mean of 4.02,

with a standard deviation of 0.49. The mean is greater than the test criterion of (3) out of

(5) degrees. This result indicated that the employees of Jordanian Phosphate Mines

Company estimate the level of their evaluation of the paragraphs dimension (job

security) was (high), which means that the level of evaluation of the paragraphs of the

dimension mentioned was (high) from their point of view.

45

Table (4-2): Calculated the Means and Standard Deviations of items Job Security

Dimension (N = 135)

No. Paragraphs Mean SD Rank Assessment

Level

1 I feel secure and functional,

stable in my current job.

3.86 0.97 4 High

2 I believe that job security

contributes to the level of

performance.

4.22 0.54 1 High

3 I believe that work regulations

and instructions achieve

functional justice and enhance

the sense of job security.

3.93 0.92 3 High

4 Career-based employee

relationships develop a sense of

job security.

4.08 0.72 2 High

- General mean of job security 4.02 0.49 - High

For the detailed description of each of the paragraphs of the (job security),

dimension the results showed that paragraph (2) "I believe that job security contributes

to improving the performance level" has ranked first in the priorities of evaluating the

employees of the Jordanian Phosphate Mines Company with mean 4.22, and a standard

deviation 0.54, while paragraph (1) " I feel security and functional stability in my

current Job " ranked fourth and last from the point of view of workers in Jordanian

46

Phosphate Mines Company, with mean 3.86, and a standard deviation 0.97, as is the

index in front of the paragraphs of this dimension in the previous table.

The results showed that all the arithmetic mean s for the paragraphs of this

dimension were greater than the test standard of (3) out of (5) degrees. This means that

the employees' estimates of the level of their assessment of the paragraphs of this

dimension were high, therefore, the level of evaluation of paragraphs dimension (job

security) was (high) from the point of view of workers in Jordanian Phosphate Mines

Company.

2 - Work Conditions Dimension.

The results indicated in table (4-3) indicated the general arithmetic mean 4.17

with a standard deviation of 0.81. It found that the arithmetic mean is greater than the

test criterion of (3) out of (5) degrees. This finding indicated that the employees of

Jordanian Phosphate Mines Company estimate the level of their evaluation of the

paragraphs dimension (work conditions) was (high), which means that the level of

evaluation of the paragraphs of the mentioned dimension was (high) from their point of

view.

47

Table (4-3): The arithmetical mean s and standard deviations calculated for items

working conditions dimension (N = 135)

No. Paragraphs Mean SD Rank Assessment

Level

5 I think the administration provides

workers with appropriate work

conditions.

4.29 1.01 1 High

6 I believe that the appropriate work

conditions contribute to

improving the communication

process between the president and

the subordinates.

4.09 0.92 4 High

7 I am satisfied with the level of

human relations between my staff.

4.16 0.97 2 High

8 I think there is a positive

correlation between appropriate

physical work conditions and job

satisfaction.

4.13 0.98 3 High

- General Mean of work

conditions

4.17 0.81 - High

As for the description of each of the paragraphs dimension(work conditions),

the results showed that paragraph (5) "I think that the administration provides the

workers with appropriate work conditions", ranked first in the priority assessment of

workers in the Jordanian Phosphate Mines Company 4.29 , with mean and a standard

48

deviation 1.01, while paragraph (6) "I think that the appropriate working conditions

contribute to improving the process of communication between the President and

subordinates" ranked (fourth) and last from the perspective of workers in the Jordanian

Phosphate Mines Company, with mean 4.09 and a standard deviation of (0.92). As is

the index of the items of this dimension in the previous table.

The results showed that all the arithmetic mean s for the paragraphs of this

dimension were greater than the test standard of (3) out of (5) degrees. This means that

the estimates of the employees of the company mentioned for the level of their

evaluation of the items of this dimension were (high), that is, the level of evaluation of

paragraphs dimension (work conditions) was (high) from the perspective of workers in

the Jordanian Phosphate Mines Company.

3 - Reward System Dimension.

The results indicated in Table (4.4) showed a rise in the general arithmetic mean

of (reward system), where it reached 4.01, with a standard deviation of 0.87. It found

that the arithmetic mean is greater than the criterion of test (3) out of (5) degrees. This

result indicated that the employees of Jordanian Phosphate Mines Company estimate the

level of their evaluation of the paragraphs dimension (reward system) were (High),

which means that the level of evaluation of the paragraphs of the dimension mentioned

was (high) from their point of view.

49

Table (4.4): The arithmetical means and the standard deviations calculated for

reward system items dimension (N = 135)

No. Paragraphs Mean SD Rank Assessment

Level

9 I am satisfied with the motivational

management practices of employees.

3.84 1.19 4 High

10 I think the incentive system in my

organization based on the principle of

transparency.

4.07 1.09 2 High

11 I think the material incentives for

workers are more important than the

non-physical incentives.

4.20 0.81 1 High

12 I feel that the material incentives I get

from my organization are commensurate

with the effort made by me.

3.93 1.11 3 High

- General mean of the reward system

dimension

4.01 0.87 - High

For the description of each of the paragraphs dimension(reward system), the

results showed that paragraph (5) "I think that the material incentives for workers are

more important than the non-physical rewards" , ranked (first) (9) and " I am satisfied

with the management practices of the workers" ranked fourth (fourth) and the last from

the perspective of workers in the Jordanian Phosphate Mines Company, with an mean

4.20and a standard deviation 0.81 /3.84 , and standard deviation 1.19 , as is the index of

the paragraphs of this dimension in the previous table.

The results showed that all the arithmetic means for the paragraphs of this

dimension were greater than the test standard of (3) out of (5) degrees. This means that

50

the employees' estimates of the level of their evaluation of the paragraphs of this

dimension were high. In other words, the level of evaluation of items dimensions the

reward system was high from the perspective of the employees of Jordanian Phosphate

Mines Company.

4- Job Involvement Dimension.

The results in Table (4-5) indicated that the general arithmetic mean of the (Job

Involvement) dimension reached (4.08) with a standard deviation of (0.76). It found

that the arithmetic mean is greater than the criterion of test (3) out of (5) degrees. This

result indicated that the employees of Jordanian Phosphate Mines Company estimated

the level of their assessment of the paragraphs dimension (Job Involvement) was

(high), which means that the level of evaluation of the paragraphs of the mentioned

dimension was (high) from their point of view.

Table (4-5): Calculated Mean and Standard Deviations of Job Involvement

Dimension Paragraphs (N = 135)

No. paragraphs Mean SD Rank Assessment Level

13 I participate in the preparation of work

plans and implementation mechanisms,

which contributes to the achievement of

the objectives of my organization.

4.27 0.96 1

High

14 I have the skills to perform my job

duties. 4.22 0.90 2

High

15 I try to avoid assuming new

responsibilities in my job. 3.73 1.22 4

High

16 I find in my organization the control of

the spirit of teamwork on individual

work.

4.09 0.89 3

High

- General Mean of the involvement 4.08 0.76 - High

51

For the description of each of the paragraphs dimension (job involvement), the

results showed that item (13) to job involvement "in the preparation of work plans and

implementation mechanisms, which contributes to the achievement of the objectives of

My organization" ranked the first from the perspective of the workers in The

Jordanian Phosphate Mines Company with mean 4.27 and a standard deviation of 0.96.

Paragraph (15), "I try to avoid assuming new responsibilities in my job" ranked the

fourth grade and last from the point of view of workers in Jordanian Phosphate Mines

Company. With mean 3.73 and a standard deviation is 1.22, as is the index for the

paragraphs of this dimension in the previous table.

The results showed that all the arithmetic means for the paragraphs of this

dimension were greater than the test standard of (3) out of (5) degrees. This means that

the employees' estimates of the level of their evaluation of the paragraphs of this

dimension were (high), that is, the level of evaluation of paragraphs dimension (job

involvement) was (high) from the perspective of workers in the Jordanian Phosphate

Mines Company.

5 - Development Opportunities & Job Growth Dimension.

The results showed in Table (4-6) show that the general arithmetic mean of the

(development opportunities & job growth), increased by 3.98 with a standard

deviation of 0.83 out of (5) degrees. This finding indicates that the employees of

Jordanian Phosphate Mines Company estimate their level of evaluation of the

paragraphs dimension (development opportunities & job growth) were high , which

means that the level of evaluation of the paragraphs of the mentioned dimension was

(high) from their point of view.

52

Table (4-6): The arithmetical mean s and standard deviations calculated for items

development opportunities & job growth dimension (N = 135)

No. Paragraphs Mean SD Rank Assessment Level

17 I believe that the training and development

programs of the department contribute to

increasing the overall productivity of my

institution.

4.16 1.05 1 High

18 I think management is working to identify a

career path for the employee.

3.84 0.99 4 High

19 I participate in training courses, workshops

and seminars held for employees in my

organization.

3.97 1.09 2 High

20 I believe that leadership development and

training activities contribute to the

development of leadership skills.

3.94 0.99 3 High

- General mean of the (development

opportunities & job growth)

3.98 0.83 - High

For the detailed description of each of the paragraphs dimension(development

opportunities & job growth), the results showed that paragraph (17) that " the training

and development programs of the department contribute to increase the total

productivity of my institution" ranked (first) in the ladder of the priorities of evaluating

the employees of Jordanian Phosphate Mines Company with an mean 4.16 and a

standard deviation 1.05 while paragraph (18) " the management is working to

determine the career path of the employee" ranked (fourth)from the perspective of

workers in the Jordanian Phosphate Mines Company with an mean of 3.84 and a

53

standard deviation of 0.99 ,as is the index for the paragraphs of this dimension in the

previous table.

The results showed that all the arithmetic mean s for the paragraphs of this

dimension were greater than the test standard of (3) out of (5) degrees. This means that

the employees' estimates of the level of their evaluation of the paragraphs of this

dimension were high, that is, the level of evaluation of paragraphs dimension (career

development and growth) was (high) from the perspective of workers in the Jordanian

Phosphate Mines Company.

After completing the detailed description of the quality of work life dimensions,

the researcher considered the relative importance of each dimension of the quality of

work life as shown in Table (7-4):

Table (4-7): The arithmetical mean s and standard deviations of the quality of

work life dimensions (N = 135)

No. Quality of Work Life Mean Standard

Deviation

Relative

Importance

1 Job Security 4.02 0.49 3

2 Work Conditions 4.17 0.81 1

3 Reward System 4.01 0.87 4

4 Job Involvement 4.08 0.76 2

5 Development opportunities and Job growth 3.98 0.83 5

The results in Table (4-7) indicated that the dimension (Work Conditions)

ranked (first) in terms of importance for workers in Jordanian Phosphate Mines

Company and reached a mean of 4.17 and a standard deviation of 0.81 (Job

Involvement) ranked (second) with a mean of 4.08 and a standard deviation of 0.76.

54

(Job Security) ranked (third) with a mean of 4.02 and a standard deviation of 0.49

(Reward System) ranked (fourth) with a mean of 4.01 and a standard deviation of 0.87

Finally, after (Development opportunities and Job Growth) ranked (fifth)

and last on the priority of workers in Jordanian Phosphate Mines Company with a mean

of 3.98 and a standard deviation of 0.83

We note that the estimates of the employees of the company mentioned these

dimensions are all high where the mean s ranged between (3.98-4.17) .This gives a clear

indication of the extent of interest of workers in the Jordanian Phosphate Mines

Company in these dimensions.

4.4 The Results related to assessment of organizational commitment

dimensions.

What is the level of evaluation of the dimensions of the organizational

commitment from the point of view of the employees of Jordanian Phosphate

Mines Company?

To answer the second question of the study, the arithmetical means and standard

deviations were calculated for the estimates of the employees of the Jordanian

Phosphate Mines Company about their level of assessment of the organizational

commitment dimensions (Labor Turnover and Organizational citizenship), as follows:

55

1 - Labor Turnover Dimension.

It is clear from the results in Table (4-8) that the general arithmetic mean of the

(turnover) reached 4.00, with a standard deviation of 1.01 and that the arithmetic mean

is greater than the criterion of test (3) out of (5) degrees. This finding indicated that the

employees of Jordanian Phosphate Mines Company estimate the level of their

evaluation of the paragraphs dimension (turnover) was (high), which means that the

level of evaluation of the paragraphs of the mentioned dimension was (high) from their

point of view.

Table (4-8): Calculated Mean and Standard Deviations of items Labor Turnover

dimension (N = 135)

No. Paragraphs Mean SD Rank

Assessment

Level

21 I feel job satisfaction and am not

looking for another job.

4.07 1.26 2 High

22 I feel that the duties and

responsibilities of my job are

consistent with the skills I have;

thus reducing the chances of

looking for another job.

3.96 1.18 3 High

23 I think that belonging to my

organization is one of the reasons

I continue to do so.

4.11 1.02 1 High

24 I believe that the values I believe

in are consistent with the culture

of my organization.

3.87 1.17 4 High

- General Mean of the Labor

Turnover dimension

4.00 1.01 - High

56

For the detailed description of each of the paragraphs after the (Labor

turnover), the results showed that paragraph (23) " I belong to my organization is one

of the reasons for my continuation." ranked first among the priorities of evaluating the

employees of Jordanian Phosphate Mines Company with a mean of 4.11 and a

standard deviation 1.02, while paragraph (24) " I believe that the values that I believe

correspond to the culture of my institution" ranked fourth and last from the

perspective of workers in Jordanian Phosphate Mines Company, with a mean 3.87, and

a standard deviation 1.17 , as is the index for the paragraphs of this dimension in the

previous table.

The results showed that all the arithmetic means for the paragraphs of this

dimension were greater than the test standard of (3) out of (5) degrees. This means that

the estimates of the employees of the company mentioned for their level of evaluation

of the paragraphs of this dimension were (high), that is, the level of evaluation of

paragraphs dimension (turnover) was (high) from the point of view of workers in the

Jordanian Phosphate Mines Company.

2 - Organizational Citizenship Dimension.

The results indicated in table (4-9) indicate that the general arithmetic mean of

(organizational citizenship) reached 4.16 with a standard deviation of 0.89. It found

that the arithmetic mean is greater than the criterion of test (3) out of (5) degrees. This

result indicated that the employees of Jordanian Phosphate Mines Company estimate the

level of their evaluation of the paragraphs dimension (organizational citizenship) was

positive, which means that the level of evaluation of the paragraphs of the dimension

mentioned was (high) from their point of view.

57

Table (4-9): The mean and standard deviations calculated for items organizational

citizenship dimension (N = 135)

No. Paragraphs Mean SD Rank Assessment Level

25 I am more interested in showing the

results of the work of my team than I

am interested in showing my

contribution to it.

4.20 1.29 2 High

26 I try to show my organization in a

decent way to external bodies.

4.24 1.10 1 High

27 I accept the observations of others with

a chest.

4.04 1.16 4 High

28 I respect the rights of my colleagues

and take their feelings into account in

my actions.

4.15 1.08 3 High

- General mean of organizational

citizenship dimension

4.16 0.89 - High

For the description of each of the paragraphs dimension (organizational

citizenship), the results showed that paragraph (26) and that (I try to show my

institution in a suitable manner to external parties), ranked (first) in the priorities of

evaluating the workers in a mining company (27). The second paragraph of the

paragraph (27) received the observations of others with a chest capacity (fourth) and

the last from the point of view of workers in the Jordanian Phosphate Mines Company

with mean of 4.04, and standard deviation 1.16, as is the index for the paragraphs of this

dimension in the previous table.

58

The results showed that all the arithmetic mean s for the paragraphs of this

dimension were greater than the test standard of (3) out of (5) degrees. This means that

the employees' estimates of the level of their evaluation of the paragraphs of this

dimension were high. In other words, the level of evaluation of the paragraphs

dimension (organizational citizenship) was high from the perspective of the

employees of Jordanian Phosphate Mines Company.

After the detailed description of the dimensions of the organizational

commitment was completed, the researcher considered the relative importance of each

dimension of the organizational commitment as shown in Table (4-10):

Table (4-10): Calculated Mean and Standard Deviations of Organizational

Commitment Dimensions (N = 135)

No. Organizational Commitment Dimensions Mean Standard Deviations Relative

importance

1 Turnover 4.00 1.01 2

2 Organizational Citizenship 4.16 0.89 1

The results in Table (4-10) indicated that dimension (organizational

citizenship) ranked first in terms of importance for workers in Jordanian Phosphate

Mines Company with an mean 4.16 and a standard deviation of 0.89 ranked second

and final on the priorities of the study sample members from the external auditors in

Jordanian with an mean of 4.00 and a standard deviation of 1.01.

59

4.5 The Results related to testing the hypotheses of the study.

Before testing the hypothesis of the study and its five hypotheses, some data

characteristics such as homogeneity, the normal distribution of data (normal

distribution), the multicollinarity phenomenon between independent variables, and the

appropriate properties of the sampling method used and the adequacy of the variable

data (Sampling Adequacy), which is as follows:

A. A Homogeneity test

Table (4-11) indicated the results of the t-test to verify the homogeneity

characteristics of the study model variables from their heterogeneity:

Table (4-11): (T) Test results to verify the homogeneity of the data of the study

variables

Study Variables Calculated Value )T) DF. Tabulation value ) T(

Job Security 24.353 134 0.000

Work Conditions 16.823 134 0.000

Reward System 13.491 134 0.000

Job Involvement 16.394 134 0.000

Development opportunities and Job

growth

13.688 134 0.000

Labor Turnover 11.449 134 0.000

Organizational Citizenship 15.139 134 0.000

)T-tabulation at DF (134) and sig. Level ( <0.05 ،( Test with two sides }= 1 .96)

The results of the test criterion (t) calculated from the variables (11.449-24.353),

all of which are greater than the t-value of the (1.96), and all the values of the statistical

60

significance (Sig.) are less than the level of significance (α < 0.05), which means that

the data of the study are characterized by high homogeneity.

B - Test property of normal distribution.

Figure (4-1) refers to the results of the normal distribution test of the normal

distribution data related to verifying that the data of the study variables are subject to

normal distribution or not:

Figure( 4-1) Histogram

Figure (1-4) shows that the data of the study variables are subject to normal

distribution.

420-2-4

Regression Standardized Residual

30

25

20

15

10

5

0

Freq

uenc

y

Mean = -2.03E-16

Std. Dev. = 0.981

N = 135

Dependent Variable

Histogram

61

C - Variance Inflation Factor Test )VIF)

Table (12-4) indicates the results of the VIF test for verifying the existence of

multiple linear interference phenomena between independent variables (job security,

work conditions, reward system, job involvement, opportunities for development and

job growth) from non-existence:

Table (4-12): Results of(VIF) test to verify of the multicollinarity problem between

the independent variables

No. Independent Variables Tolerance (*) VIF Critical value of the test

1 Job security 0.957 1.045 10

2 Work conditions 0.446 2.242 10

3 Reward system 0.487 2.052 10

4 Job involvement 0.484 2.064 10

5 Development Opportunities &

job growth

0.382 2.617 10

)*(Represents the allowed variation.

The results shown in Table (4-12) show that there is no multicollinarity between

the independent variables (occupational quality of life dimensions) (job security, work

conditions, reward system, job involvement, development opportunities & job growth).

This is confirmed by the VIF values calculated for the above variables (1.045, 2.242,

2.052, 2.064, 2.617), respectively, since all calculated VIF values are less than the

critical value of the test (10 .(

62

D - Sampling Adequacy Property Test:

Table (4-13) showed the results of an appropriate test of the sampling method

and the selection of the Sampling Adequacy data and its adequacy to verify that the

study data is sufficient for statistical analysis. The KMO Meyer-Olkin (Kaiser-

Contained in the Factor Analysis, as follows:

Table (4-13): Results of the KMO test to verify the adequacy of the sampling

method and data adequacy

Statistical indicators Results of factor analysis

Measure (KMO) 0.823

Statistical significance )Sig.) 0.000

The results in Table (13.4) indicated the adequacy of the sampling method and

the adequacy of the selected data for statistical analysis purposes. This is supported by

the value of the KMO 0.823, which is greater than half (0.5), which is greater than 50%

of the study data, and the value of the statistical significance (Sig) calculated below the

level of significance (α < 0.05).

Having verified the characteristics of the above data, the hypotheses of the study

and its five sub-hypotheses tested as follows:

4.5.1 Test results of the main hypothesis.

H0: There is no statistically significant impact (α <0.05) on the quality of working life

(job security, work conditions, reward system, job involvement, development

opportunities & job growth) on the organizational commitment of Jordanian

Phosphate Mines Company.

63

To test the validity of the main hypothesis, multiple linear regressions used.

Before testing, the validity of the multiple linear regression models should be validated

as showed in Table (4-14):

Table (4-14): Summary of the results of the multiple linear regression models

related to the main hypothesis of the study

Regression

Coefficient

(R)

Adjusted

Determination

(R2)Coefficien

Calculated

value (F)

Statistical

significance

(Sig.)

D.F F

tabulation

value

0.768 0.573 36.985 0.000 129,5 2.21

The results showed in Table 14.4 indicate to the following:

A- The result indicated that the validity of the multiple linear regression model, which

is supported by the calculated value of (36.985), which is greater than the numerical

value of (F), and the statistical significance of (0.000) (H0) and the acceptance of

the alternative hypothesis (H1): There is a statistically significant impact at the

level of significance (α < 0.05), for the quality of work life dimensions of (job

security, work conditions, reward system, job involvement, development

opportunities & job growth) on the organizational commitment of Jordanian

Phosphate Mines Company.

Level of Significances (α < 0.05) ، for the quality of work life dimensions of (job

security, work conditions, reward system, job involvement, development opportunities

& job growth) on the organizational commitment in Jordanian Phosphate Mines

Company.

64

B- The value of the R2 (0.573) indicates that the dimensions of the model in general

(job security, work conditions, , reward system, job involvement, opportunities for

development and job growth) explain 57.3% Changes in the Regulatory

Commitment in Jordanian Phosphate Mines Company.

Based on the above, the linear regression method can be used to measure the

impact of the quality of work life dimensions represented (job security, work

conditions, reward system, job involvement, opportunities for development and job

growth) on the organizational commitment of Jordanian Phosphate Mines Company.

Table (4-15) shows the following:

Table (4-15): Results of Multiple Linear Regression Analysis, to Measure the

Impact of Quality of Work Life Dimensions on Organizational Commitment in

Jordanian Phosphate Mines Company

Work quality dimensions

independent variables))

Regression

coefficients))

calculated

value

)t)

Statistical

significance

Standardized

Coefficients

(Beta)

Constant Term(0) 0.447 0.989 0.324 -

job security 0.154 1.556 0.122 0.090

work conditions 0.471 5.379 * 0.000 0.455

reward system 0.238 2.754 * 0.008 0.202

job involvement 0.261 2.941 * 0.004 0.238

opportunities for development

and job growth

0.092 1.189 0.237 0.096

)T Value The scale is free 129,at sig. Level ( < 0.05), Test with two sides=1.96)

65

The results in Table (4-15) showed the following:

A- The results indicated that the statistical significance of regression coefficients ()

for three dimensions of the quality of work life (work conditions, reward system,

job involvement). There is a statistically significant impact at the level of

significance (α < 0.05) Jordanian Phosphate Mines Company. This is supported

by the calculated values of t (5.379, 2.754 and 2.941) respectively, all-larger than

the tabular value of (1.96), and the statistical significance of the previous

dimensions is less than the significance level (α < 0.05).

In light of the previous results, the null hypothesis (H0) was rejected, and the

alternative hypothesis (H1) was accepted. Therefore the result "There is a

statistically significant impact at the level of significance (α < 0.05) for the

dimensions of (work conditions, reward system, and job involvement) for

Jordanian Phosphate Mines Company."

B- The calculated values of the calculated parameters of the dimensions of the model

(work conditions, , reward system, job involvement) of 0.455, 0.202 and 0.238

respectively indicate that the interest of Jordanian Phosphate Mines Company in

each of the previous dimensions by unit One standard deviation will increase the

regulatory commitment in the said company by 45.5%, 20.2% and 23.8%,

respectively.

After examining the hypothesis of the main study, the impact of three dimensions

of the quality of working life (work conditions, reward system, job involvement) on the

organizational commitment of Jordanian Phosphate Mines Company was verified. Sub-

section of the main dependent variable of the (organizational commitment) each

individually, as follows:

66

1.Results of the first sub-hypothesis test.

H01: There is no statistically significant impact (α< 0.05) on the quality of work life

dimensions (job security, work conditions, reward system, job involvement,

development opportunities & job growth) on Labor Turnover as a dimension of

organizational commitment in Jordanian Phosphate Mines Company.

To test the validity of the first hypothetical hypothesis, the Multiple Linear

Regression Analysis used. Prior to testing, the validity of the multiple linear regression

model should be validated as shown in Table (4-16) :

Table (4-16): Summary of the results of the multiple linear regression models for

the first sub-hypothesis

Coefficient of

Regression (R)

Modified

Determination

Factor (R2)

Calculated

value (F)

Statistical

significance ). Sig)

D.F The value (F)

of the table

0.767 0.573 36.911 0.000 129,5 2.21

The results shown in Table (4-16) indicate the following:

A- The results indicated that the validity of the multiple linear regression model, which

is supported by the calculated value of (36.911), which is greater than the numerical

value (F) of the scale (2.21), and the statistical significance of (0.000) is less than

the moral level (α < 0.05). The null hypothesis (H01) is rejected and the alternative

hypothesis (H11) is accepted. Therefore the result is " There is a statistically

significant impact at the level of significance (α < 0.05) (work conditions,

reward system, job involvement, and development opportunities & job

growth) on the Labor Turnover of work as a dimension of the organizational

commitment in Jordanian Phosphate Mines Company."

67

B- The value of the R2 (0.573) indicates that the dimensions included in the model in

general (job security, work conditions, reward system, job involvement, and

development opportunities & job growth) explain 57.3% changes in Labor

Turnover of Jordanian Phosphate Mines Company.

Based on the above, it is possible to use multiple linear regression method to

measure the impact of the quality of work life dimensions represented (job security,

work conditions, reward system, job involvement, and development opportunities &-

job growth) on Labor Turnover as a dimension of organizational commitment in a

Jordanian Phosphate Mines Company. Table (4-17) shows the following:

Table (4-17): Results of the linear regression analysis to measure the impact of the

quality of work life on Labor Turn over as a dimension of the organizational

commitment of Jordanian Phosphate Mines Company

Quality of Work Life

dimensions

Regression coefficients

()

Calculated

value (t)

Statistical

Significance

Standardized

Coefficients

(Beta)

Constant Term (0) - 0.789 - 1.437 0.153 -

Job Security 0.275 2.283 * 0.024 0.132

Work Conditions 0.634 6.036 * 0.000 0.510

Reward System 0.204 2.581 * 0.013 0.199

Job involvement 0.280 2.595 * 0.011 0.211

Development

opportunities & job

growth

0.111 1.177 0.241 0.095

)T Value The scale is free 129 ,at sig. Level ( < 0.05) Test with two sides=1.96)

68

The results in Table (4-17) show the following:

The result indicated that the statistical significance of regression coefficients ()

for four dimensions of the quality of work life (job security, work conditions, reward

system, and job involvement). There is a statistically significant impact at the level of (α

<0.05) as a dimension of the organizational commitment in Jordanian Phosphate Mines

Company. This is supported by the calculated values (t) of 2.283, 6.036, 2.581 and

2.595, respectively .All are larger than the tabular value of (1.96), and the statistical

significance of the previous dimensions is less than the significance level (α <0.05).

In the light of the previous results, the null hypothesis (H01) was rejected and

the alternative hypothesis (H11) was acceptance.

Therefore the result is "There is a statistically significant impact at the level

of significance (α < 0.05) for the dimensions of (job security, work conditions,

reward system, and job involvement) work as a dimension of the organizational

commitment in Jordanian Phosphate Mines Company"

The values of the calculated parameters () for the dimensions of the model by

(job security, work conditions, reward system, job involvement) of (0.132, 0.510, 0.199

and 0.211) respectively indicated that the interest of Jordanian Phosphate Mines

Company of the previous dimensions by one standard deviation unit, this will improve

the business Labor Turnover as a dimension of the organizational commitment in the

said company by 13.2%, 51.0%, 19.9% and 21.1%, respectively.

69

4.5.2 Second Hypothesis Test Results.

H02: There is no statistically significant impact (α < 0.05) on the quality of work life

dimensions (job security, work conditions, reward system, job involvement,

development opportunities & job growth) on organizational citizenship as a

dimension of organizational commitment in Jordanian Phosphate Mines

Company.

To test the validity of the second sub-hypothesis, the multiple linear

regressions were used. Prior to testing, the validity of the multiple linear regression

model should be validated as shown in Table (4-18) below:

Table (4-18): Summary of the results of the multiple linear regression model for

the second sub-hypothesis

Regression

Coefficient (R)

Adjusted

Determination

Coefficient (R2)

Calculated

value (F)

Statistical

significance (Sig.)

D.F (F)

Tabulation

Value

0.577 0.307 12.857 0.000 129,5 2.21

The results shown in Table (18.4) indicate the following:

A- The result indicated that the validity of the multiple linear regression model, which

is supported by the calculated value of (F) calculated by (12.857), which is greater

than the numerical value of (F) of (2.21), and the statistical significance of (0.000)

is less than the significance level (α < 0.05), the null hypothesis (H02) is rejected,

and the alternative hypothesis (H12) are accepted. Therefore the result is " There is

a statistically significant impact on the level of significance (α < 0.05) (work

conditions, reward system, job involvement, development opportunities & job

70

growth) on organizational citizenship as a dimension of the organizational

commitment of Jordanian Phosphate Mines Company."

B- The value of the modified factor of R2 (0.307) indicated that the dimensions

included in the model in general (job security, work conditions, reward system, job

involvement, development opportunities & job growth) explain 30.7% changes in

Organizational Citizenship in Jordanian Phosphate Mines Company.

Based on the above, multiple linear regression methods used to measure the impact

of quality of work life dimensions represented (job security, work conditions, reward

system, job involvement, and development opportunities & job growth) on

organizational citizenship as a dimension of organizational commitment in Jordanian

Phosphate Mines Company. Table (4-19) showed the following:

Table (4-19): Results of Multiple Linear Regression Analysis to Measure the

Impact of Quality of Work Life on Organizational Citizenship as a Dimension of

Organizational Commitment in Jordanian Phosphate Mines Company

Quality of Work Life

Dimensions

Regression

coefficients ()

Calculated

value (t)

Statistical

significance

Standardized

Coefficients

(Beta)

Constant Term(0) 1.684 2.744 0.007 -

Job Security 0.033 0.249 0.804 0.018

Work Conditions 0.300 2.522 * 0.013 0.282

Reward System 0.201 2.005 * 0.048 0.196

Job Involvement 0.242 2.011 * 0.046 0.208

Development Opportunities &

job growth

0.073 0.698 0.241 0.072

)T Value The scale is free 129,at sig. Level ( < 0.05) Test with two sides=1.96)

71

The results in Table 19.4 show the following:

A- The result indicated that the statistical significance of the regression coefficients ()

for three dimensions of the quality of work life (work conditions, reward system,

job involvement). There is a statistically significant impact at the level of (α < 0.05)

of the dimensions mentioned on organizational citizenship the dimensions of the

regulatory commitment in Jordanian Phosphate Mines Company. This is supported

by the calculated values of T (2.522, 2.005, 2.011), respectively, which are greater

than the tabular value of (1.96) and the statistical significance of the previous

dimensions is less than the significance level (α < 0.05).

In the light of the previous results, the null hypothesis (H02) was rejected and the

alternative hypothesis (H12) was acceptance. Therefore the result is "There is a

statistically significant impact at the level of significance (α < 0.05) for the

dimensions of (work conditions, reward system, and job involvement) the

dimensions of the organizational citizenship in Jordanian Phosphate Mines

Company"

B- The calculated values of the calculated parameters of the dimensions of the model in

the form of (work conditions, reward system, and job involvement) of (0.282,

0.196, 0.208) respectively indicated that the interest of Jordanian Phosphate Mines

Company in each of the previous dimensions by unit and standard deviation would

result in an increase in regulatory citizenship as a dimension of the organizational

commitment at 28.8%, 19.6% and 20.8%, respectively.

72

Chapter Five

Discussion of Results and Recommendations

5.1 Introduction.

5.2 Previous studies results and conclusion.

5.3 Discussion of the results.

5.3.1 Discussion of results related to the quality of working life dimensions.

5.3.2 Discussion of the results related to the dimensions of the organizational

commitment.

5.3.3 Discussion of the findings concerning the hypothesis of the study and its

subsidiary hypotheses.

5.4 Recommendations.

73

Chapter Five

Discussion of Results and Recommendations

5.1 Introduction.

Chapter Five discusses the important results of this study regarding the quality

of working life and its impact on the organizational commitment of Jordanian

Phosphate Mines Company. This chapter also discusses the main recommendations of

this study in the light of its results.

5.2 Previous studies results and conclusion.

Ahmad et al, (2014) found that there is no second opinion about the fact that

organizational commitment and employees` performance play a pivotal role for

employees` satisfaction. The findings of this research study are important for service

sector because in service sector, staff of organization is very important for growth of

organization. Although study focused, banking sector. On the other hand, its finding

may be generalized to other service sectors and in manufacturing sector. Also,

Sinha,(2012) showed that three factors, each one has been identified regarding quality

of working life experiences. Levering (1988) argued that the profit of successful

organizations is not to be achieved at the expense of its employees, and one method for

developing a unique and inimitable workplace is for organizations to create a special

quality of work life (QWL) within their socio-technical systems. The latter part of his

argument is important because it suggests that QWL experiences need to be created by

the organization within their socio-technical systems for success. However, Amin

(2013) explained that increasing of QWL of public service employees in Medan,

Indonesia through improved work conditions and greater opportunities for expression

and self-development for participating employees. Organizations can contribute to the

74

development of employees’ sense of coherence by providing information in a

consistent, structured, ordered and understandable format. In order for employees to

perceive that work expectations are manageable and within their, or important other

peoples power, employers should ensure that employees are equipped with the

necessary knowledge, skills, material, instruments and other resources, and that there is

a balance in the load of tasks to be handled.

5.3 Discussion of Results:

5.3.1 Discussion of results related to quality of work life dimensions

The Jordanian Phosphate Mines Company employees’ evaluation of the quality

of working life dimensions which are (Job security, Working conditions, Reward

system, Job involvement, and Development opportunities and Job Growth) shows that

(Work conditions) are ranked firstly in terms of importance for the Jordanian Phosphate

Mines Company employees, followed by (Job involvement). (Job Security) ranked

secondly .Third, the (Reward system) came in fourth place. Finally, (Development

opportunities and Job growth) ranked at the end of their priorities.

"Work conditions" ranked as the first priority in The Jordanian Phosphate Mines

Company employees’ evaluation because of their awareness of the importance of this

dimension for them since the stability of financial work conditions is important for both

employees and the company. Whereas the (Development opportunities and Job Growth)

has been ranked as the fifth and the last priority in the evaluation of the mentioned

company employees because this dimension is not important for the Jordanian

Phosphate Mines Company employees.

B – The results of The Jordanian Phosphate Mines Company employees’ evaluation

regarding the paragraphs listed under quality of work life dimensions, which has

75

been ranked as the last priority in The Jordanian Phosphate Mines Company

employees’ evaluation indicates that paragraph (1) listed under “ job security“

dimension has been ranked fourth in the mentioned company employees’ opinion.

Whereas, paragraph (6) listed under (work conditions) dimension has been ranked

fourth and last in employees’ opinion, paragraph (9) listed under (reward system)

dimension has been ranked as the (fourth) and the last from the perspective of the

employees. Paragraph (15) listed under (job involvement) dimension ranked as the

(Seventh) and the last from the employees 'point of view. Finally, paragraph (18)

listed under (Development opportunities and Job growth) dimension ranked as the

(fourth) and the last of the Jordanian in Phosphate Mines Company employees’

point of view. The reason behind why these paragraphs ranked in the last place in

the ranking hierarchy is the modest employees` awareness of these paragraphs. On

the other hand, is the lack of interest in this type of paragraphs comparing to other

paragraphs listed under of quality work life dimensions.

5.3.2 Discussion of results related to organizational commitment:

A- the results of The Jordanian Phosphate Mines Company employees’ evaluation

regarding the organizational commitment dimensions which are (Labor Turnover

and organizational citizenship ), indicated that organizational citizenship has been

ranked as a first priority in terms of importance for Jordanian Phosphate Mines

Company employees. While employees` labor turnover has been ranked as a

second priority for the employees of mentioned company. The reason why

organizational citizenship ranked in the first place in the ranking hierarchy is the

employees’ awareness of this dimension’s importance for them. That is because it

is considered as one of the essential issues for them and their career in the

company. On the other hand, the employees labor turnover ranked in the second

76

place, which is not important for the Jordanian Phosphate Mines Company

employees.

B – the results of The Jordanian Phosphate Mines Company employees’ evaluation

regarding the paragraphs listed under organizational commitment dimensions,

which has been ranked as the last priority in ranking hierarchy of the Jordanian

Phosphate Mines Company employees indicates that paragraph (24) listed under “

employee Labor Turnover“ dimension has been ranked fourth in the mentioned

company employees’ opinion. Whereas paragraph (27) listed under (organizational

citizenship) dimension has been ranked in the second and last priority in

employees’ opinion The reason why these paragraphs are ranked in the last place in

the ranking hierarchy, is the modest employees awareness of these paragraphs. On

the other hand, is the lack of interest in this type of paragraphs comparing to other

paragraphs listed under organizational commitment.

5.3.3 Discussion of the results of the hypothesis of the study and its sub-

assumptions:

The results of the linear regression analysis showed a statistically significant

impact at the level of significance (α < 0.05) of three dimensions of working life

quality which are (Work conditions, Reward system and Job involvement) on the

organizational commitment in Jordanian Phosphate Mines Company whereas the

mentioned dimensions are the most influential in the organizational commitment

compared to other dimensions.

The results of the multiple linear regression analysis indicated that there is a

statistically significant impact at the level of significance (α < 0.05) of four dimensions

of the quality of working life quality, which are (job security, work conditions, reward

77

system, job involvement) on labor turnover as a dimension of commitment. In the

Jordanian Phosphate Mines Company, in which the dimensions mentioned are the most

influential in the labor turnover of work compared to other dimensions.

The results of the multiple linear regression analysis showed that there is a

statistically significant impact at the level of significance (α < 0.05) for three

dimensions of the quality of work life, which are (work conditions, reward system, job

involvement) on organizational citizenship as a dimension of the organizational

commitment in Jordanian Phosphate Mines Company, in which the mentioned

dimensions are considered as the most influential in organizational citizenship

compared to other standards.

5.4 Recommendations:

Based on the results of this study, the researcher recommends the following:

A- Raise the Jordanian Phosphate Mines Company employees’ awareness of the

opportunities for job development listed under the dimensions of the quality of

working life, since this dimension is ranked last priority in the employees’

evaluation.

B- The need to raise awareness among Jordanian Phosphate Mines Company employees

of paragraphs (1, 6, 9, 15 and 18), which are listed under the dimensions of the

quality of working life, as these paragraphs got the last rank in the priorities

hierarchy of the employees’ evaluation in the mentioned company.

C- Deepen the Jordanian Phosphate Mines Company employees’ awareness of the

dimension (Labor turnover), which mentioned as one of the organizational

commitment dimensions; it ranked last in the ranking hierarchy of the employees’

evaluation in the mentioned company.

78

D- The research recommends the need to raise Jordanian Phosphate Mines Company

employees’ awareness of paragraphs (24, 27), which are included in the dimensions

of the organizational commitment, as these two paragraphs have reached the last

rank in the ranking hierarchy of the employees’ evaluation in the mentioned

company.

E - The Jordanian Phosphate Mines Company should be interested in holding

workshops, in which new ideas about the concept quality of work life are presented

and emphasizing the importance of this for both employees and the company.

Therefore, they can focus their conceptual and intellectual aspects on the quality of

work life, and its impact on the organizational commitment in the mentioned

company.

F- The employees of the Jordanian Phosphate Mines Company should be given training

courses inside or outside the country in order to be occupied with others`

experiences, and to keep in touch with the rapid development in the age of

technology.

The study suggests conducting other researches and future studies on other

companies dealing with the dimensions of the quality of work life, and the dimensions

of the organizational commitment, that differ from the dimensions discussed in our

current study, and to use other statistical methods to analyze the data of the studies to

be conducted in the future.

79

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89

APPENDIXES

Appendix No.(1) Questionnaire

Mr. (Mrs.)

After Greetings,

I am preparing a research entitled 'Quality of Work Life and its Impact on Regulatory

Commitment' at Jordan Phosphate Mines Company to meet the requirements of

obtaining a Master's Degree in Business Administration at Zarqa University.

In order to be able to prepare this research, a questionnaire was designed to collect data

and opinions related to its paragraphs.

Please respond to this questionnaire with all the accuracy and objectivity that we expect

from you. There is no doubt that the opinions and information you provide will be

completely confidential and will necessarily enrich this research.

Personal and Functional Information:

Gender Male Female

Age 20 to 24 years 25 to 29 years 30 to less

than 34 years

35 and over

Experience

in the

Current Job

1to less than 5 years 6 to less than 10 years 11 to less

than 15 years

Over 15

years

Marital

Status

Single Married

Educational

Level

Diploma BA Master

Degree

Ph.D.

90

The first Dimension - Job Security:

No. Paragraphs Totally

Agree

Agree Neutral Disagree Totally

Disagree

1 I feel secure and functional, stable

in my current job.

2 I believe that job security

contributes to the level of

performance.

3 I believe that work regulations

and instructions achieve

functional justice and enhance the

sense of job security.

4 Career-based employee

relationships develop a sense of

job security.

91

The Second Dimension –Work Conditions:

No. Paragraphs Totally

Agree

Agree Neutral Disagree Totally

Disagree

1 I think the administration provides

workers with appropriate working

conditions.

2 I believe that the appropriate

working conditions contribute to

improving the communication

process between the president and

the subordinates.

3 I am satisfied with the level of

human relations between my staff.

4 I think there is a positive correlation

between appropriate physical

working conditions and job

satisfaction.

92

The Third Dimension – Reward System:

No. Paragraphs Highly

Agree

Agree Neutral Disagree Highly

Disagree

1 I am satisfied with the

motivational

management practices of

employees.

2 I think the incentive

system in my

organization is based on

the principle of

transparency.

3 I think the material

incentives for workers

are more important than

the non-physical

incentives.

4 I feel that the material

incentives I get from my

organization are

commensurate with the

effort made by me.

93

The Forth Dimension – Job Involvement:

NO. Items Highly

Agree

Agree Neutral Disagree Highly

Disagree

1 I participate in the

preparation of work

plans and

implementation

mechanisms, which

contributes to the

achievement of the

objectives of my

organization.

2 I have the skills to

perform my job duties.

3 I try to avoid assuming

new responsibilities in

my job.

4 I find in my organization

the control of the spirit

of teamwork on

individual work.

94

The Fifth Dimension –Development opportunities and job Growth:

NO. Items Highly

Agree

Agree Neutral Disagree Highly

Disagree

1 I believe that the training

and development programs

of the department contribute

to increasing the overall

productivity of my

institution.

2 I think management is

working to identify a career

path for the employee.

3 I participate in training

courses, workshops and

seminars held for

employees in my

organization.

4 I believe that leadership

development and training

activities contribute to the

development of leadership

skills.

95

The Sixth Dimension –Labor Turnover:

NO. Items Highly

Agree

Agree Neutral Disagree Highly

Disagree

1 I feel job satisfaction and

am not looking for

another job.

2 I feel that the duties and

responsibilities of my

job are consistent with

the skills I have; thus

reducing the chances of

looking for another job.

3 I think that belonging to

my organization is one

of the reasons I continue

to do so.

4 I believe that the values I

believe in are consistent

with the culture of my

organization.

96

The Seventh Dimension – Organizational Citizenship:

NO. Items Highly

Agree

Agree Neutral Disagree Highly

Disagree

1 I am more interested in

showing the results of

the work of my team

than I am interested in

showing my contribution

to it.

2 I try to show my

organization in a decent

way to external bodies.

3 I accept the observations

of others with a chest.

4 I respect the rights of my

colleagues and take their

feelings into account in

my actions.

Thank you for your cooperation

97

APPENDIX No. (2)

List of arbitrators questionnaire

1- Prof. Salem al-oun.

2- Prof. Shawki Jawad.

3- Prof. Hasan Tumaa

4- Prof. Mohammad Al-taee.

98

Appendix No.(3)

Results of statistical analysis using SPSS program

Frequency Table

Gender

Cumulative

percent

Valid percent Percent Frequency

66.7 66.7 66.7 90 Valid Male

100.0 33.3 33.3 45 Female

100.0 100.0 135 Total

Age

Cumulative

percent

Valid percent Percent Frequency

12.6 12.6 12.6 17 Valid 20 less

than 25

28.9 16.3 16.3 22 25 to less than

30-

63.0 34.1 34.1 46 30 less than 35

100.0 37.0 37.0 50 Over 35y

100.0 100.0 135 Total

99

Experience Years

Cumulative

percent

Valid percent Percent Frequency

12.6 17.8 17.8 24 Valid 1 -5y

28.9 42.2 42.2 57 6-10 y

63.0 14.8 14.8 20 11-15y

100.0 25.2 25.2 34 Over 15y

100.0 100.0 135 Total

Material Status

Cumulative

percent

Valid percent Percent Frequency

45.8 35.5 35.5 48 Valid Single

100.0 64.5 64.5 87 Married

100.0 100.0 135 Total

Educational Level

Cumulative percent Valid percent Percent Frequency

19.3 19.3 19.3 26 Valid Diploma

75.6 56.3 56.3 76 Bachelor

97.8 22.2 22.2 30 Master

100.0 2.2 2.2 3 Phd

100.0 100.0 135 Total

100

Reliability

Reliability Statistics

.925 28

Cronbach's

Alpha N of Items

Reliability Statistics

.899 20

Cronbach's

Alpha N of Items

Reliability Statistics

.741 4

Cronbach's

Alpha N of Items

Reliability Statistics

.851 4

Cronbach's

Alpha N of Items

Reliability Statistics

.839 4

Cronbach's

Alpha N of Items

Reliability Statistics

.759 4

Cronbach's

Alpha N of Items

101

Reliability Statistics

.822 4

Cronbach's

Alpha N of Items

Reliability Statistics

.867 8

Cronbach's

Alpha N of Items

Reliability Statistics

.898 4

Cronbach's

Alpha N of Items

Reliability Statistics

.765 4

Cronbach's

Alpha N of Items

102

Descriptive

Descriptive Statistics

135 2.00 5.00 3.8593 .97094

135 2.00 5.00 4.2148 .53790

135 1.00 5.00 3.9259 .91936

135 2.00 5.00 4.0815 .72330

135 3.00 5.00 4.0204 .48681

135

Q1

Q2

Q3

Q4 Entered/RemovedJo

b Security

inimum Maximum Mean Std. Deviation

Descriptive Statistics

135 1.00 5.00 4.2889 1.00645

135 1.00 5.00 4.0889 .91803

135 1.00 5.00 4.1556 .96866 135 1.00 5.00 4.1333 .98345

135 1.00 5.00 4.1667 .80576

135

Q5

Q6

Q7

Q8 Work condtions

Valid N (listwise)

N Minimum Maximum Mean Std. Deviation

Descriptive Statistics

135 1.00 5.00 3.8444 1.19618

135 1.00 5.00 4.0667 1.08724

135 2.00 5.00 4.2000 .80854

135 1.00 5.00 3.9333 1.10764

135 1.50 5.00 4.0111 .87079

135

Q9

Q10

Q11

Q12

Reward system Valid N (listwise)

N Minimum Maximum Mean Std. Deviation

Descriptive Statistics

135 1.00 5.00 4.2667 .95574

135 1.00 5.00 4.2222 .90328

135 1.00 5.00 3.7333 1.22292 135 2.00 5.00 4.0889 .89331

135 2.25 5.00 4.0778 .76384

135

Q13

Q14

Q15

Q16 Job involvement

Valid N (listwise)

N Minimum Maximum Mean Std. Deviation

103

Descriptive Statistics

Std.

Deviation

Mean Maximum Minimum N

.48681 4.0204 5.00 3.00 135 Job security

.80576 4.1667 5.00 1.00 135 Work

condition

.87079 4.0111 5.00 1.50 135 Reward

system

.76384 4.0778 5.00 2.25 135 Job

involvement

.82998 4.9778 5.00 2.00 135 Development

opportunities

135 Valid N (list

wise)

Descriptive Statistics

135 2.00 5.00 4.1630 1.04530

135 2.00 5.00 3.8370 .98653

135 2.00 5.00 3.9704 1.08546

135 2.00 5.00 3.9407 .99073

135 2.00 5.00 3.9778 .82998

135

Q17

Q18

Q19

Q20 Development opportunities

Valid N (listwise)

N Minimum Maximum Mean Std. Deviation

Descriptive Statistics

135 1.00 5.00 4.0667 1.25900

135 1.00 5.00 3.9556 1.17731

135 1.00 5.00 4.1111 1.01971

135 1.00 5.00 3.8667 1.17053

135 1.00 5.00 4.0000 1.01482

135

Q21

Q22

Q23

Q24 Labor turnover

Valid N (listwise)

N Minimum Maximum Mean Std. Deviation

104

Descriptive Statistics

Std.

Deviation

Mean Maximum Minimum N

1.01482 4.0000 5.00 1.00 135 Labor

turnover

.88973 4.1593 5.00 1.00 135 Organizational

citizenship

135 Valid N (list

wise)

T-Test

Descriptive Statistics

135 1.00 5.00 4.2000 1.29753 135 1.00 5.00 4.2444 1.10269

135 1.00 5.00 4.0370 1.15518 135 1.00 5.00 4.1556 1.07805 135 1.00 5.00 4.1593 .88973

135

Q25

Q26

Q27 Q28

Organizational citizenship

Valid N (listwise)

N Minimum Maximum Mean Std. Deviation

One-Sample Test

24.353 134 .000 1.02037 .9375 1.1032 16.823 134 .000 1.16667 1.0295 1.3038 13.491 134 .000 1.01111 .8629 1.1593 16.394 134 .000 1.07778 .9478 1.2078 13.688 134 .000 .97778 .8365 1.1191 11.449 134 .000 1.00000 .8273 1.1727 15.139 134 .000 1.15926 1.0078 1.3107

Job security Work conditions Reward system Job involvement

Development opportunities

Labor turnover Organizational Citizenship

t df Sig. (2-tailed) Mean

Difference Lower Upper

95% Confidence Interval of the

Difference

Test Value = 3

105

Regression

Charts

420-2-4

Regression Standardized Residual

30

25

20

15

10

5

0

Freq

uenc

y

Mean = -2.03E-16

Std. Dev. = 0.981

N = 135

Dependent Variable

Histogram

Coefficients a

.957 1.045

.446 2.242

.487 2.052

.484 2.064

.382 2.617

Job security

Work condition

Reward system

Job involvement Development opportunities

Model 1

Tolerance VIF Collinearity Statistics

Dependent Variable: Organizational commitment a.

106

Factor Analysis

Regression

KMO and Bartlett's Test

.823

434.176

21

.000

Kaiser-Meyer-Olkin Measure of Sampling

Adequacy.

Approx. Chi-Square

df

Sig.

Bart lett 's Test of

Sphericity

Variables b

Job security, Work condition,

Job involvement,Development

opportunities,Reward

systemValid N (listwise)

N

M

a . Enter

Model 1

Variables Entered Variables Removed Method

All requested variables entered. a.

Dependent Variable: Organizational commitment b.

Model Summary

.768 a .589 .573 .54589 Model 1

R R Square Adjusted R Square

Std. Error of the Estimate

Predictors: (Constant), ا, Job security, Work condition, Job involvement,Development opportunities,Reward system

a.

ANOVA b

55.108 5 11.022 36.985 .000 a

38.442 129 .298

93.550 134

Regression

Residual

Total

Model 1

Sum of Squares df Mean Square F Sig.

Predictors: (Constant), Job security, Work condition, Job involvement,Development opportunities,Reward system

a.

Dependent Variable: Organizational commitment b.

107

Regression

Coefficients a

.447 .452 .989 .324

.154 .099 .090 1.556 .122

.471 .088 .455 5.379 .000

.238 .086 .202 2.754 .008

.261 .089 .238 2.941 .004

.092 .078 .096 1.189 .237

(Constant) Job security Work conditions Reward system

Job involvement Development opportunities

Model 1

B Std. Error

Unstandardized Coefficients

Beta

Standardized Coefficients

t Sig.

Dependent Variable: Organizational commitment a.

Variables Entered/Removed b

,

, Job security, Work condition, Job

involvement,Development

opportunities,Reward syste . Enter

Model 1

Variables Entered Variables Removed Method

All requested variables entered. a.

Dependent Variable: Labor turnover b.

Model Summary

.767 a .589 .573 .66341 Model 1

R R Square Adjusted R Square

Std. Error of the Estimate

Predictors: (Constant), , Job security, Work condition, Job involvement ,Development opportunities,Reward system

a.

108

Regression

Variables Entered/Removed b

Job security, Work condition, Job

involvement,Development

opportunities,Reward system

. Enter

Model 1

Variables Entered Variables Removed Method

All requested variables entered. a.

Dependent Variable: Organizational citizenship b.

ANOVA b

81.226 5 16.245 36.911 .000 a

56.774 129 .440 138.000 134

Regression

Residual

Total

Model 1

Sum of Squares df Mean Square F Sig.

Predictors: (Constant), Job security, Work condition, Job involvement,Development opportunities,Reward system a.

Dependent Variable: Labor turnover b.

Coefficients a

-.789 .549 -1.437 .153 .275 .120 .132 2.283 .024 .643 .106 .510 6.036 .000 .204 .079 .199 2.581 .013 .280 .108 .211 2.595 .011 .111 .094 .095 1.177 .241

(Constant) Job security Work conditions Reward system Job involvement

Development opportunities

Model 1

B Std. Error

Unstandardized Coefficients

Beta

Standardized Coefficients

t Sig.

Dependent Variable: Labor turnover a.

109

Coefficients a

1.684 .614 2.744 .007

.033 .134 .018 .249 .804

.300 .119 .272 2.522 .013

.201 .101 .196 2.005 .048

.242 .120 .208 2.011 .046

.073 .105 .072 .698 .487

(Constant)

Job Security

Work Condition

Reward system

Job Involvment

OPP. For growth

Model 1

B Std. Error

Unstandardized Coefficients

Beta

Standardized Coefficients

t Sig.

Dependent Variable: Orgnaziational Citizenship a.

Model Summary

.577 a .333 .307 .74081 Model 1

R R Square Adjusted R Square

Std. Error of the Estimate

Predictors: (Constant), Job security, Work condition, Job

involvement,Development opportunities,Reward system

a.

ANOVA b

35.280 5 7.056 12.857 .000 a

70.796 129 .549

106.076 134

Regression

Residual

Total

Model 1

Sum of Squares df Mean Square F Sig.

Predictors: (Constant), Job security,Job involvement,Development opportunities,reward system,work conditions a.

b.Dependent variable : organizational citizenship

110

Appendix No. (4)

Arabic Abstract

ملخص ال

على اإللتزام التنظيمي: أثرهاجودة حياة العمل و

شركة مناجم الفوسفات األردنية حالة فيدراسة

شركة مناجم الفوسفات األردنيةفي على االلتزام التنظيمي حياة العمل جودة أثرالهدف: هدفت الدراسة إلى دراسة

توفر شركة مناجم الفوسفات األردنيةمشكلة الدراسة: تتمثل مشكلة هذه الدراسة في ما إذا كانت اإلدارة العليا في -

د على الموظفين في العديينعكس س األمر الذيظروف عمل مناسبة، مثل بيئة عمل صحية وآمنة ونظام مكافآت

من الجوانب مثل االلتزام التنظيمي، والرضا الوظيفي.

في شركة مناجم الفوسفات األردنية ا موظف 051 : تتكون عينة الدراسة منعينة الدراسة و طريقة جمع البيانات -

SPSSوقد تم استخدام االستبيان لجمع المعلومات..ومن ثم تم تحليلها باستخدام برنامج

الدراسة تركزت فيما يلي:أهم نتائج النتائج: -

حياة العمل. جودة هناك أثر كبير لاللتزام التنظيمي على - 0

على االلتزام ومشاركة العاملين في اتخاذ القرار آتظروف العمل، ونظام المكاف لكل منكبير أثر. هناك 2

التنظيمي.

111

جودة كبير على أثر لها اتخاذ القراراتومشاركة العاملين في آت. األمن الوظيفي، وظروف العمل، ونظام المكاف3

شركة مناجم الفوسفات األردنية في حياة العمل

شراك ا4 كبير على المواطنة التنظيمية كبعد أثر لعاملين في اتخاذ القرار له. ظروف العمل، ونظام المكافآت، وا

شركة مناجم الفوسفات األردنية ابعاد العمل في كبعد من

فرص تطوير الوظائف المدرجة بتوفير التوصيات: رفع مستوى وعي العاملين في شركة مناجم الفوسفات األردنية -

تحت أبعاد نوعية الحياة العملية، حيث يحتل هذا البعد المرتبة األولى في تقييم الموظفين.

.ية، دوران العملنظيمي، المواطنة التنظيم: جودة حياة العمل، االلتزام التالمفتاحيةكلمات ال

112

" جودة حياة العمل وأثرها على اإللتزام التنظيمي "

دراسة حالة في شركة مناجم الفوسفات األردنية

إعداد

محمد عدنان العالونه

المشرف

أ.د. نادر أحمد أبو شيخة

قدمت هذه الرسالة استكماالً لمتطلبات الحصول على درجة الماجستير في إدارة

(MBAاألعمال )

كلية الدراسات العليا

جامعة الزرقاء

7102، ديسمبر