Analyzing the Role of Quality of Work Life and Happiness at Work On

INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH VOLUME 8, ISSUE 10, OCTOBER 2019 ISSN 2277-8616 Analyzing The Role Of Quality Of Work Life And Happiness At Work On Employees Job Satisfaction With The Moderation Of Job Stress, Empirical Research Of Jiangsu University

Rehan Sohail Butt, Saqib Altaf, Irfan Mir Chohan, Sheikh Farhan Ashraf

Abstract: this study focuses on employee’s job satisfaction through the influences of motivational factors e.g. (Quality of work life and Happiness at work). Moreover, it explains the interaction of Job stress and quality of work life on employees’ job satisfaction. A quantitative method was employed in the sample size of 211 respondents, they were selected on the basis of convenient random sampling technique. Data was collected through a field survey by using a closed-ended questionnaire. The analysis was done on the partial least square with the latest methodology structure equation modeling (PLS-SEM). Furthermore, techniques of bootstrapping and PLS Algorithm were used. Our findings of the study consistent with the previous scholars and proved the direct relationship of QWLF, HAW and EJS. The study presents positive and significant results between motivational factors and job satisfaction. Moreover, this study provides assistance to the executives of different departments of Jiangsu University. In addition, the study concludes with a short view that organizations need to recognize the importance of happiness at work and quality of work life to maximize employee job satisfaction. This article provides an advantage to society by enhancing people's values, increasing their work, and possibly helping their personal growth and development. Therefore, companies must motivate employees to work hard to achieve the company's goals and objectives.

Keywords: Quality of work life (QWL), Happiness at work (HAW) Job stress (JS) Employees Job Satisfaction (EJS), University, China ————————————————————

1 INTRODUCTION An essential component of organizational productivity is Positive attitudes being prominent topic of positive human resources. At the present age employees are the most psychology movement (Seligman & Csikszentmihalyi, 2014) significant competitive advantage for any organization. However, due to these changes, the employees' work has gained much attention by policy formers (Stiglitz, Sen, & environment faces various problems. Employees with high Fitoussi, 2017) and researchers (Guest, 2017) together. This stakes and less stress show more productivity as compared to may be because positive attitudes are essential to explaining the ones who are depressed have stress and dissatisfied with the employee's results, but the causes of these attitudes are the job. The psychological problems of employees must be still not fully explored. (Guest, 2017).Institutions usually studied. Employers can create an environment that is safe and expect employees to be collaborative , committed, and less stressful. Stress is defined differently by many people. proactive to high performance standards to achieve excellence (Selye, 1956), explains stress as an unspecified body’s response through employee productivity and effectiveness (Bateman & to any of its requirements. This is an intrinsic response, and Organ, 1983). (Yaghinlo, 2003) argued that each organization sustained and prolonged stress can lead to stress and fatigue, which ultimately leads to cause anxiety and depression. plays a role for which that’s knows in the society. Universities ((Selye, 1946).stress is defined by (Robbins, 2001) as a responsible for public education and the development of condition whereby which result in negligibly due to certain communities and countries play an important role in social constraints. Factor that causes people to stress is called the development. In other words, universities that improve stress factor. Organizational, environmental or personal academic staff by optimizing employee success and factors may cause Stress (Ivancevich & Matteson, 1999). Stress productivity can directly affect student and organizational can have two sides one is positive and the other negative. productivity (Arokiasamy & Ismail, 2008; Zamini, Zamini, & Stress can lead to irritation and enhance performance at work. Barzegary, 2011). It can actively motivate employees to do more. Pain can lead to negative effects that affect workers' job performance and health. Which have a direct impact on the performance of Organization. There is difference between job pressure and general pressure job pressure has separate elements ———————————————— organizationally and individual. According to (Caplan, Cobb,  Rehan Sohail Butt is currently pursuing PH.D. Degree program in & French, 1975) and individual can have threats by any management Science & engineering in Jiangsu University, China, E-mail: [email protected] characteristic of stress. As far as work stress is concerned it’s a  Saqib Altaf is currently pursuing PH.D. Degree program in management peron’s perception that there are some threats which keeps Science & engineering in Jiangsu University, China, E-mail: him uncomfortable and its job (Cameron Montgomery, [email protected] Blodgett, & Barnes, 1996). It is also known as a negative  Irfan Mir Chohan is currently pursuing PH.D. Degree program in management Science & engineering in Jiangsu University, China, E-mail: perception of an employee which harm him physically and [email protected] psychologically when he is unable to cope with the working  Sheikh Farhan Ashraf is currently pursuing PH.D. Degree program in conditions and is unable to perform is (National Institute for management Science & engineering in Jiangsu University, China, E-mail: [email protected] Occupational Safety and Health, 2002). In work stress studies,

1905 IJSTR©2019 www.ijstr.org INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH VOLUME 8, ISSUE 10, OCTOBER 2019 ISSN 2277-8616 stress responses are usually divided into psychological the QWL has an impact on organizational and employee reactions, physical reactions, and behavioral responses. The efficiency (Lee et al., 2015; Nadler & Lawler, 1983). The basic source of work stress is different. (C. L. Cooper, 1986) concept behind QWL is the time an employee realizes identified six sets of pressures associated with major work. Job organization is meeting their needs through the work of the is an essential part of a human life which can for the emotion hiring organization (i.e., using the resources provided by the and happiness within an individual quality of work life is essential to retain employees in an organization which is latter), they remain satisfied with their job and the life. This essential for individuals happiness as well (Wallapa Boonrod, creates satisfaction with life (Champoux, 1981; Crohan, 2009). The need for this is because a company’s ability to Antonucci, Adelmann, & Coleman, 1989; Lee et al., 2015; ensure good working environment is seen (Noor & Abdullah, Schmitt & Mellon, 1980; Sirgy et al., 2001), and with employees 2012). Work and Quality of Life (QWL) is an idea, a set of behavioural responses have significant impact such as principles that considers people to be the most important separation, voice, loyalty, and neglect (EVLN) behaviour. resource in an organization because they are trustworthy, (Rusbult, Farrell, Rogers, & Mainous III, 1988). QWL enhances accountable, sound contributions are also possible. Respect organizational identity, organizational commitment and job and dignity is a must (Tabassum, Rahman, & Jahan, 2011). satisfaction, engagement, workload and performance. QWL QWL is a complex construct with multiple dimensions (Hsu & Kernohan, 2006). Work and quality of life are critical to also reduces turnover intentions, organizational turnover, organizational performance and are important factors personal alienation, absence, claims and insurance and influencing employee motivation.(Gupta & Sharma, 2011). At medical expenses (Efraty & Sirgy, 1990; Efraty, Sirgy, & workplace employees psychological and physical needs Claiborne, 1991; Sirgy et al., 2001). QWL promotes the well- perceived as quality of work. Work and quality of life are being and autonomy of workers (Grote & Guest, 2017). closely related to the welfare of employees, and are very Overall, happy employees are more efficient, more loyal, and different from the main body of job satisfaction. (Hsiao & more dedicated. (Greenhaus, Bedeian, & Mossholder, 1987; Kohnke, 1998) explains that when there is a match between Sirgy et al., 2001).satisfied employees can do a satisfactory employee’s expectation of the work and the real work setting it results in Job satisfaction. Furthermore (Susskind, service which will ultimately lead to customer satisfaction Borchgrevink, Kacmar, & Brymer, 2000) describes that the suggested by steps in service profit chain model (Heskett, perception of an employee and the actual work setting is job Jones, Loveman, Sasser, & Schlesinger, 1994; Lee et al., 2015) satisfaction. So at the meantime Job satisfaction can be thus organizations are able to enhance financial performance expressed by the level of support the organization receives, (Gallardo, Sánchez-Cañizares, López-Guzmán, & Margarida the employment situation, and the employee’s assessment of Nascimento Jesus, 2010; Lee et al., 2015). Therefore, QWL is a the organizations work climate. In service industry job useful variable in human resource management in order to satisfaction is more important due to the fact that in this understand and point employee’s needs, identify strategic industry only satisfied employees can lead to customer gaps within an industry while taking corrective actions to satisfaction due to their direct links. Research that organizes employees to be satisfied with customer satisfaction shows improve quality of work for the employees. Which is that job satisfaction cannot be determined by attitude factors assurance of the employee satisfaction and commitment alone. The basic factors that determine job satisfaction can be leading to productivity (Lee et al., 2015; Vansteenkiste et al., broadly divided into two categories: internal factors and 2007) external factors (De Witte & Buitendach, 2005).Along with certain personal and demographic variables (such as age, H1: Quality of work life has positive and significant impact on gender, tenure, etc.) there are some external factors which can employee satisfaction. affect job satisfaction for instance wages, physical labor conditions; working hours, job security working groups, work 2.2 Happiness at work itself, supervision, etc. Internal factors include personality, For humans, not only life is vital, but life is good. Happiness values, identification, promotion, etc. has been discussed from decades with its association with

psychological and philosophical assumptions. Can people be 2 Literature Review and Hypothesis happy? How can they achieve happiness? Happiness has been Development termed as global judgment of a person’s life, the satisfaction in the life of a person, the mitigation of good emotions, and 2.1 Quality of work Life negligible level of negative effects. (Diener, Suh, Lucas, & Those organizations which intend to retain and keep Smith, 1999). However, the literature suggests that despite a employee, working quality has always been seen as the most positive work attitude, it is difficult to say or define certain important structure (Lee, Back, & Chan, 2015; Schalock, 1990; emotions. HAW is defined as "the feeling of happiness in the Sirgy, Efraty, Siegel, & Lee, 2001). Organization are considered work itself, the work characteristics and the entire to meet the needs of employees by the extent to which the organization"(Fisher, 2010), so different attitudes are involved work environment, job requirements, supervisory behaviour, in the work. (Locke, 1976) describes job satisfaction as and support programs. (Sirgy, Efraty, Siegel, & Lee, 2001).thus resultant positive and pleasant emotions from work. It is also

1906 IJSTR©2019 www.ijstr.org INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH VOLUME 8, ISSUE 10, OCTOBER 2019 ISSN 2277-8616 recommended by (Fisher, 2010) to distinguish the three the disease. (Savery & Luks, 2000). At the same time, (Fogarty, focuses of happy emotions at work, thus defining HAW as a 1996) pointed out that Job Stress have negative relationship sense of happiness for the work itself, for work (including with job satisfaction. Job stress and job satisfaction have contextual characteristics), and for the entire organization. positive correlation found by a research conducted in the Coetzee & Schreuder, (2010) Define HAW as a resource that is banks of Malaysia, (Ayupp & Nguok, 2011) level of turnover essential to make the most of the challenges individuals face in with public accounting company among men and woman the workplace. The broad definition of HAW (Hellstrom, 2014) (Collins, 1993). Based on her research, lady workers are under is the motivation and satisfaction that people feel at work. greater pressure. The results show that the pressure is related (Bakker & Oerlemans, 2016) Linking HAW to the concept of to the high-level turnover of public accounting. Employee burnout and job engagement, and arguing that dedicated turnover increase with the increase in stress confirmed by employees are better able to meet their psychological needs several studies (Fogarty, 1996; Jimmieson, Terry, & Callan, through work, so they are happier at work than exhausted 2004). Turnover is the result of stress American Institute of employees. Salas-Vallina & Fernandez, (2017) Consider HAW Stress Research (2005), 40% of turnover is due to the presence as a broad-based concept for measuring the quality of of Stress. Michael, Court, & Petal, (2009) seeks to identify the employees' work and life. (Pryce-Jones & Lindsay, 2014) level of impact of job stress on performance of organization in Define HAW as "a perception to achieve potential and the Israeli Education Guidance Organization PMP maximize profit by enabling actions" because in this study Coordinator sample. It shows that stress can hinder the (Pryce-Jones & Lindsay, 2014) we are looking for a (causal) coordinator's commitment to emotions. With increase in level relationship between HAW and organizational outcomes, we of stress, sense of belonging of supervisor decreases. use definitions to see HAW and organizational results According to (Fogarty, 1996) stress relates negatively to (Lyubomirsky, King, & Diener, 2005), The relationship, based commitment. Similarly the stress is increased due to burnout, on their meta-analysis of the happiness literature, we found a particularly the time when an individual is in trouble or has large number of major positive relationships, reporting that problems, and increased environmental pressure can lead to happy employees productivity is higher, great volume of sales, employee burnout. (Maslach, 1982; Moore, 2000). In a study and the performance is also better. Positions in Leadership, between a Malaysian nurse, emotional exhaustion has enhanced performance ratings, less likely to take sick leave or relationship with overload of work, and between role overload resign, and – if they are CEOs – are more likely to lead high- and burnout (Yunus, Mahajar, & Yahya, 2009). Rahman & performance teams, (Suojanen, 2012) according to a literature Zanzi, (1995) argues that employee productivity is reduced by review, HAW improves work quality , creating better results, workplace stress and employee performance in the improving decision-making and communication, enabling organization is indirectly effected. Thus it mitigates the people to have a stronger immune system, so there are fewer organization’s efficiency (Jimmieson et al., 2004). Stress can sick leave and absenteeism, and motivating employees to further lead to several other factors. A total of 60% to 80% of work more efficiently and provide customers with more workplace accidents are caused by stress in the work (Moore, satisfactory services. (Warr, 2007) found several indicates 2000). This shows work in increased during the process of which lead people to be very satisfied during job: have a high- organizational change, which causes the work stress of paying job, balance in job and the personal life, more job types, employees (Tombaugh & White, 1990). Another major personal autonomy, the opportunity to learn new things, high consequence of stress is absenteeism according to (Rahman & job security, and support from colleagues. Lyubomirsky et al., Zanzi, 1995). In the light of the service industry's stress (2005) Finally, from their research, it is pointed out that literature found that the existence of employee pressure can happiness precedes many successful outcomes. Therefore, lead to several problems such as decline in employee there is a causal relationship from HAW to organizational productivity, being absent on work, stress related to work, outcomes. dissatisfaction at job along with turnover intentions, bad performance and burnout and increase in accident. NIOSH in H2: Happiness at work has positive and significant impact on 2002, said that the stress at work is an expensive problem. employee satisfaction. Several occupations are listed by NIOSH and is under great pressure. The impact of work related stress will result in the 2.3 Job stress bad physical health and issue related to mental health. In A lot of research has been done on the stress and consequences order to understand whether Jiangsu University employees of employees in the organization. In terms of employment have the same level of work stress, the following assumptions pressure alone, US companies lost about $200 billion a year, are made: Britain lost almost 63 billion in pounds, and similarly H3: Job Stress has a significant impact on employee satisfaction. Australia lost billions of dollars. Those were costs of claims, H4: Job stress as a moderator plays a role between quality of work life productivity declines, absenteeism and health insurance costs, and employee satisfaction. as well as stress-related problems and direct medical costs for

2.4 Employee job satisfaction dissatisfaction into satisfaction, but it still seems too Vroom, (1964) defines Job satisfaction as emotional orientation important. According to Herzberg's two-factor theory, health an employee has in a role in the workplace. In terms of factors and motivational factors are interrelated, because employee motivation job satisfactions plays a vital role. Job health factors shift employees from job dissatisfaction to "no satisfaction has been defined from decades. It is also defined job" dissatisfaction, while incentives shift employees from no as an amalgam of the factors such as environment, physical work. Dissatisfaction with job satisfaction (Herzberg et al., and psychological conditions at work. Clark, (1997) suggested 1978). that if personnel are disenchanted with the duties assigned to them, they may be no longer certain approximately factors together with their rights, risky working situations, colleagues not cooperating, administrators not giving them recognize, and no longer inside the decision-making procedure; making them feel organized Separation. Further, he burdened that at the moment, the organisation can't have enough money unsatisfied employees because they'll fulfil the standards or the expectancies in their supervisors, they will be fired, causing the enterprise to bear extra prices and recruit new employees. Therefore, the company to personnel offering bendy paintings surroundings is beneficial because they consider their perspectives are valued and part of the company. Workforce morale should be excessive, because this Fig.1. Conceptual Framework could be meditated in their performance, because of low Source: Authors morale, they'll make smaller efforts to improve. Service industry research shows that job satisfaction is important to 3 Research Methods the effective operation of any service organization. Based on the research of (C. Cooper & Locke, 2000), Work experience 3.1 Sampling spreads into life and vice versa. Family problems can affect job Data was collected from academic and non-academic staff of satisfaction, and work problems can affect family life. Jiangsu University China. Before the date of collection, pilot (Armstrong, 2006) Organizational commitments have three test was also conducted to conduct a sample survey of 50 components: determining the organization's goals and values; employees from a university in Jiangsu to ensure that the the desire to join the organization and the willingness of the questionnaire was clear, reliable and comprehensive. After the representative organization to demonstrate its efforts. pilot test, the researchers revised some of the wording in the (Herzberg, Mausner, & Snyderman, 1978) The motivational questionnaire. Questionnaires were randomly distributed to version for process delight and through studies he discovered full-time employees in the office to ensure they were that the applicable interest may be divided into categories, adequately represented in the study. The employee returns the Hygiene elements and motivation factors. Hygiene factors completed questionnaire directly to the researcher. Of the 400 can't reason pleasure but they are able to change distributed questionnaires, 211 was the response rate 52%. dissatisfaction into no dissatisfaction or quick time period 3.2 Measures motivation, instead motivational elements have durable effect as they enhance high quality emotions toward process and Quality of work life convert no dissatisfaction into pride. in the absence of hygiene Chaiprasit & Santidhiraku, (2011) to measure QWLF three factors (that are operating situations, supervision nice and items were adapted. This scale has items which show the new level, the organisation policy and management, interpersonal idea development extent within an organization. The scale had family members, job security, and earnings The employees five point Likert rating ranging from 1 = strongly disagree to 5 probabilities of getting disappointed boom. (Dartey-Baah & = strongly agree. The items include: “Work environment is Amoako, 2011) Describe motivational factors (the nature of good, safe, and promotes both physical and mental well- work, sense of job achievement, recognition, responsibility beings” given to them, and opportunities for personal growth and advancement) to help employees find their value. Respect the Happiness at work value that the organization gives them. In addition, this can Chaiprasit & Santidhiraku, (2011) to measure HAW three increase the level of enthusiasm of employees, and ultimately items were adapted. This scale has items which indicate the improve the internal happiness of employees, and internal implementation and development of new ideas in an happiness brings satisfaction. The hygiene factor can only organization. The scale had five point Likert rating ranging cause external happiness, but they are not enough to turn from 1 = strongly disagree to 5 = strongly agree. The items

1908 IJSTR©2019 www.ijstr.org INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH VOLUME 8, ISSUE 10, OCTOBER 2019 ISSN 2277-8616 include: “Feel joy at work: have fun working” Table 1 Demographics Profile Job stress Scale was adapted from (Qureshi et al., 2012) with the idea of measuring JS. Extent of new ideas development with in organizational system was reflected by the scale. The scale had five point Likert rating ranging from 1 = strongly disagree to 5 = strongly agree. The items include: “I often feel stress at work.”

Employee job Satisfaction The scale was adapted by (Bamfo, Dogbe, & Mingle, 2018) for the measurement of EJS. New ideas in the organizational system and its extent is being measured by the scale had five point Likert rating ranging from 1 = strongly disagree to 5 = strongly agree. The items include: “My job gives me a sense of accomplishment”.

4 Results

4.1 Sample characteristics The sample include 211 University Employees out of which 52.61 % were male (n = 111), while 47.39 % of the University employees were females (n = 100). Age group segregation was in such a way that 48.82 % of these employees’ ages lie in the range of 20-30 (n = 103) 28.91 % of them lie in the age range of 31-40 (n = 61), 16.59 percent lie in the range of 41-50 (n = 35), while 5.69 % of the employees age ranged 51 and above (n = 12). Their education graduation (16.11 n=34);and master degree (48.34% n=102), and higher than master degree were (35.55% n=75). About 0.47% (n=1) employees work in 4.2 Measurement model assessment administrative department of university; and 14.69% (n=31) of The criterion (Jörg Henseler, Ringle, & Sinkovics, 2009;Hair, employees work in school of material science department also Black, Babin, & Anderson, 2010; Hair, Hult, Ringle, & Sarstedt, 84.83% (n=179) work in other department of university. About 2014) was used to Evaluate measurement models; scholars 55.92%(n=118) of employee have worked between 1 to 5 years; require reporting on the reliability of individual projects and and about 16.59%(n=35) have worked between 5 to 10 years; as assessing internal consistency, convergence effectiveness, well as about 15.64%(n=33) worked between 11 to 15 years also content validity, and discriminatory effectiveness. over 16 years have worked were 11.85%(n=25).About salary 4.2.1 Reliability of individual item-- below 3000 RMB were 21.33%(n=45);also salary between 3000- The reliability of a single 6000RMB were 22.75%(n=48);also salary range from 6000 to Items should be evaluated by looking at the external loading 9000RMB were 35.07%(n=74) and above 9000RMB were of each metric (Items) for each construction (Hair, Sarstedt, between 20.85%(n=44).About 50.24%(n=106) were married and Ringle, & Mena, 2012; Hulland, 1999). Researchers have 49.76%(n=105) were single. recommended holding items between 0.40 and 0.70. based on this research outer loadings were found above 0.5 (see table 2) that successfully met criteria as recommended.

4.2.2 Reliability of Internal consistency -- (Bagozzi & Yi,

1988) and (Hair, Ringle, & Sarstedt, 2011) Provide rules of

thumb to explain the composite reliability factor with a

recommended threshold of 0.7 or higher. See Table 2. Each

latent variables’ composite reliability ranges between 0.904 -

0.936; this indicates that the internal consistency of the

measure is sufficiently reliable (Bagozzi & Yi, 1988; Hair et al.,

2011). See Table 2

Table 2 Measurement Model to determine the meaning of Path coefficient.Initially, H1 suggested that HAW will establish a positive correlation with Factor Construct Items Alpha CR AVE EJS. The results presented in Table 5 and Figure 2 reveal show Loadings positive and significant relationship between HAW - EJS (b = QWL1 0.828 0.297, t = 3.669, p = 0.000). Therefore, supporting H1 also Quality of Work QWL2 0.906 0.841 0.904 0.759 Life reveals a negative relationship between JS and EJS (b = -0.154, QWL3 0.879 t = 2.082, p = 0.037), this supports H2. The results also reported show positive and significant relationship among Happiness at HAW1 0.886 Work QWL - EJS (b = 0.227, t = 2.727, p = 0.006). which supports H3. HAW2 0.932 0.849 0.909 0.770 Again, the results show that JS mitigates the QWL*EJS HAW3 0.810 relationship (b = -0.153, t =2.129, p = 0.033); which supports

JS1 0.659 H4. JS2 0.811 JS3 0.834 JS4 0.824 Job Stress 0.922 0.936 0.648 JS5 0.831 JS6 0.868 JS7 0.805 JS8 0.790

EJS1 0.848 Employee Job EJS2 0.868 0.891 0.925 0.754 Satisfaction EJS3 0.902 EJS4 0.854

4.2.3 Convergent validity -- Convergent validity with (AVE) is based on (Fornell & Larcker, 1981). While (Chin, 1998) states that AVE should be at least 0.50 or more to indicate the convergence validity of a particular construct. The AVE scores provided in Table 2 indicate that all structures in this study Fig.2. Structural model on Employee Job Satisfaction reached a minimum of 0.50 AVE; therefore, the conclusion is that the study demonstrates sufficient convergence Based on many scholars, the acceptable value of R2 is 0.10. effectiveness. (Chin, 1998). Chin, (1998) believes within PLS-SEM, value of R2 equals to 0.60 is Substantial, moderate value equals 0.33while the week 4.2.4 Discriminant validity –Based on experience, Fornell and value is 0.19.while present study reports 0.27 value of R2. This Lacker recommend using AVE value should be greater than shows that QWL and HAW together explain 27% difference in 0.5. See table 3 EJS. According to Chin's recommendation, the obtained R2 value is weak. However, according to Falk & Miller, this value Table 3 Discriminant validity of constructs is sufficiently higher than the acceptable minimum cutoff.

Testing moderation effect. PLS-SEM was used as product HAW JS QWL QWL * JS EJS index method to detect and estimate the intensity of JS HAW 0.877 moderation of QWL_EJS relationship. (c.f.,(Chin, Marcolin, & JS 0.007 0.805 Newsted, 2003; Helm, Eggert, & Garnefeld, 2010; J. Henseler & QWL 0.575 -0.093 0.871 Chin, 2010).the nature of moderating variable was continuous which is why present study adopts product indicator QWL * JS -0.091 0.107 -0.077 1.000 approach (Rigdon, Schumacker, & Wothke, 1998). Guidelines EJS 0.443 -0.192 0.426 -0.239 0.868 by (Cohen, 1988) were followed additionally. Looking back at H4, it is said that JS mitigates the relationship between QWL Abbreviations: EJS, employee job satisfaction; HAW, and EJS. As expected, Tables 5 and Figure 2 show that the Happiness at work; QWL, quality of work life; JS, job stress. interaction term for QWL*JS (b = -0.153, t = 2.129, p = 0.33) is significant. H3 was fully supported. 4.3 Structural model assessment Based on (Jörg Henseler et al., 2009;Hair et al., 2014; Hair et al., Determining the strength of the moderating effects. 2011);Jörg Henseler et al., 2009) This study used a standard By comparing R2 of the main model moderations can be boot procedure that included 5000 boot samples and 211 cases assessed (determination coefficient) with the R2 value of the

1910 IJSTR©2019 www.ijstr.org INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH VOLUME 8, ISSUE 10, OCTOBER 2019 ISSN 2277-8616 complete model containing the exogenous(Jörg Henseler & Table 5 Results of Hypothesis Test Fassott, 2010; Wilden, Gudergan, Nielsen, & Lings, 2013) and moderating variables, and the intensity of the adjustment effect can be determined using an underlined formula (Cohen, 1988; Jörg Henseler & Fassott, 2010):

Table 6 Group Statistics There was week values 0.02, 0.15, and 0.35, and adjustment Std. effect were strong, and the intensity of the OC moderating Std. Gender N Mean Error effect was determined. Table 4 shows that EJS has a small Deviation Mean impact (0.02) (Cohen, 1988; Jörg Henseler & Fassott, 2010; Jörg Male 111 3.0259 .78137 .07416 Henseler, Wilson, Götz, & Hautvast, 2007; Wilden et al., 2013) Job_stress Female 100 2.6538 .84758 .08476 Table 4 Strength of the moderation Comparing two means in table 6, shows means are closer to R2 another and it can be described as per the given results two Endogenous latent Include Exclude Effect- means are closely equal. Furthermore, the p-value of Levene’s f 2 variable d d size test indicates that rejection of equal variances assumed where 0.044 Employee job satisfaction 0.3 0.269 Small (F = 0.611, p > 0.05) values express results are shown in table 7 3 that there was not found any significant difference in mean job

stress between males and females (t209 = 3.304, p<0.001).

Table 7 Independent Samples Test

5 Conclusions Several factors can be affected due to the presence of job Fig.3. Interaction effect of QWL and JS on EJS related stress for instance reduced executive ability, reduced efficiency, low work enthusiasm, decreased initiative, loss of Chin et al., (2003) states that the low effect size does not responsibility and depression (Greenberg & Baron, 1995; necessarily mean that the basic adjustment effect is negligible. Matteson & Ivancevich, 1982). Organizational commitment, "Even if it is a small interaction, it makes sense under extreme absenteeism and productivity can be the cause of job mitigation conditions. If the resulting beta changes make dissatisfaction. Importance of improving job satisfaction and sense, then it is important to consider these conditions." It is reduced work stress is revealed by this study. The present suggested that the regulation of JS in QWL and EJS study reveals its findings based on academic and non- relationships may be meaningful as Chin et al., (2003) low size academic staff within university of china. QWL is the of effects doesnot mean there is less adjust ment effect understanding of the organization's environment to meet employees' job welfare needs. (Cascio, 2000; Sirgy et al., 2001).

6 Limitations and Further Research There are certain limitations in the research procedure, inclusive of whether there's time to behavior studies to reap the specified information. Time is one of the boundaries we face, and it limits our potential to add more records approximately the significance of this topic. Any other 1911 IJSTR©2019 www.ijstr.org INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH VOLUME 8, ISSUE 10, OCTOBER 2019 ISSN 2277-8616 quandary is having access to statistics accrued from Journal, 26(4), 587-595. businesses. Due to the fact personnel of some corporations are [9] Cameron Montgomery, D., Blodgett, J. G., & Barnes, J. H. reluctant to proportion their actual opinions, it's miles hard to (1996). A model of financial securities salespersons’ job obtain the statistics accrued. We pay particular interest to the stress. Journal of Services Marketing, 10(3), 21-38. ethical factors related to research, ensuring that respondents' [10] Caplan, R. 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