Quality of work life for mid-level supervisors in a Bangladeshi export process zone apparel factory
Rudra, Showmen (2025)
2025
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https://urn.fi/URN:NBN:fi:amk-2025120934080
https://urn.fi/URN:NBN:fi:amk-2025120934080
Tiivistelmä
This thesis aimed to examine how key job resources influence the overall quality of work life (QWL) of mid-level supervisors at Intimate Apparels Ltd., an apparel factory in a Bangladeshi Export Processing Zone (EPZ). The purpose is to provide the company and other sector stakeholders with data-driven insights to improve supervisor retention and performance. The primary development task addresses the lack of empirical understanding of the factors affecting QWL for this critical employee group, who bridge the gap between senior management and shop-floor operators.
The study is grounded in a theoretical framework that integrates Walton’s Quality of Work Life (QWL) model, the Job Demands–Resources (JD-R) model, and Social-exchange theory. These theories guide the conceptual framework, which posits that five specific job resources (fair compensation, work-life balance, a healthy work environment, social support, and growth opportunities) predict supervisors' overall QWL. A quantitative, cross-sectional survey design was employed, collecting data from 108 mid-level supervisors via a structured online questionnaire. The data were analyzed using descriptive statistics, reliability tests, Pearson correlation, and multiple linear regression in SPSS to test five hypotheses. The results revealed that the five job resources collectively explained 57.1% of the variance in supervisors' QWL. Four of the five hypotheses were accepted. Fair Compensation & Benefits emerged as the most significant predictor of QWL, followed by Growth & Job-Security Opportunities, Supervisor & Social Support, and the Physical & Psychological Work Environment. Work-Life Balance Flexibility was not a statistically significant predictor in the final model.
The analysis concludes that tangible and relational job resources are crucial determinants of QWL for EPZ supervisors, with financial fairness being the primary driver. To improve supervisor retention and well-being, it is recommended that management prioritizes implementing a transparent and equitable pay architecture, establishing clear pathways for career growth, and fostering a supportive, coaching-oriented leadership culture.
Keywords: Quality of Work Life (QWL), Job Demands–Resources (JD-R), Apparel Industry, Mid-level Supervisors, Bangladesh.
The study is grounded in a theoretical framework that integrates Walton’s Quality of Work Life (QWL) model, the Job Demands–Resources (JD-R) model, and Social-exchange theory. These theories guide the conceptual framework, which posits that five specific job resources (fair compensation, work-life balance, a healthy work environment, social support, and growth opportunities) predict supervisors' overall QWL. A quantitative, cross-sectional survey design was employed, collecting data from 108 mid-level supervisors via a structured online questionnaire. The data were analyzed using descriptive statistics, reliability tests, Pearson correlation, and multiple linear regression in SPSS to test five hypotheses. The results revealed that the five job resources collectively explained 57.1% of the variance in supervisors' QWL. Four of the five hypotheses were accepted. Fair Compensation & Benefits emerged as the most significant predictor of QWL, followed by Growth & Job-Security Opportunities, Supervisor & Social Support, and the Physical & Psychological Work Environment. Work-Life Balance Flexibility was not a statistically significant predictor in the final model.
The analysis concludes that tangible and relational job resources are crucial determinants of QWL for EPZ supervisors, with financial fairness being the primary driver. To improve supervisor retention and well-being, it is recommended that management prioritizes implementing a transparent and equitable pay architecture, establishing clear pathways for career growth, and fostering a supportive, coaching-oriented leadership culture.
Keywords: Quality of Work Life (QWL), Job Demands–Resources (JD-R), Apparel Industry, Mid-level Supervisors, Bangladesh.