QUALITY OF WORK LIFE AND PUBLIC SECTOR HUMAN RESOURCE MANAGEMENT

Abstract

This academic article aims to synthesize concepts, theories, and empirical studies related to Quality of Work Life (QWL) and to explain its linkage with public sector human resource management. The focus is placed on local-level public agencies, such as district offices and frontline service units, which operate under complex workloads, resource constraints, and increasing public expectations. The study employs a literature review and knowledge synthesis of both domestic and international academic sources in order to develop a systematic understanding of QWL as a key mechanism in public human resource management.

The findings indicate that the concept of QWL encompasses both structural and psychosocial dimensions of work. These include fair compensation and benefits, safe and healthy working conditions, opportunities for capacity development, job security and career advancement, social integration and positive workplace relationships, organizational justice and participation, work–life balance, and employees’ perceived meaning and social value of their work. These interrelated components collectively shape the overall work experience of public sector personnel. Furthermore, QWL is significantly associated with work motivation, job satisfaction, organizational commitment, and job performance. This relationship is particularly crucial in local public agencies that rely on personnel continuity and contextual knowledge of the community. Systematic promotion of QWL can reduce work-related stress and burnout, foster a collaborative organizational climate, and enhance the quality of public service delivery, thereby strengthening public trust in the long term. Therefore, the development of Quality of Work Life (QWL) should be driven in an integrated manner at the policy, procedural, and organizational psychology levels in order to enhance motivation, organizational commitment, and the effectiveness of public service delivery.