Authors : Kingsley Chiedu Chiemeke, Hapriza Ashari and Syaharizatul Noorizwan Muktar
Abstract: The study of organizational culture, quality of work-life and employee engagement are important in constructing management tools used as the most powerful and stable management dependable operating construct in organizations. The objective of this study is to develop a construct model of management, turning organizational culture, quality of work-life and employee engagement as a single system. These three variables have attracted theories that spring up human development and innovation. A different theory with a different concept, social exchange theory connected to a variety of processes of organizational success on employee engagement. An organizational culture fosters the quality of work-life and employee engagement within an organization. While the quality of "work-life" nurture employee engagement. However, it becomes highly difficult for management to exist without these three constructs as a model. The culture of an organisation plays a vital role for managers facing challenges to be guarded and acquire knowledge regards to vision, goal, mission and objective attached to the organization for the solution. In today, management systems it quite difficult for organization succeed without combine right variable as a single construct. This is to moderate balance between employee and employer. Organizations culture, quality of work-life and employee engagement have been tailored contributing to the greater influence of dynamic changes in a gradually, global marketplace. An appropriate construct of organizational culture will contribute to supporting employee engagement and the quality of work-life relationship. The result of this construct will be contributing, rewarding to management in solving and balancing employee and employer issues.
Kingsley Chiedu Chiemeke, Hapriza Ashari and Syaharizatul Noorizwan Muktar, 2019. Moderating Relationship of Organizational Culture Between Quality of Work Life and Employee Engagement. International Business Management, 13: 577-586.