From Work Satisfaction to Engagement: Understanding the Role of Quality of Working Life

This conceptual paper explores the relationship between Quality of Working Life (QWL), job satisfaction, and employee engagement, drawing on established perspectives from organizational psychology and management. QWL is presented as a multidimensional construct that encompasses both external factors such as pay, job security, and workplace conditions and internal factors, including recognition, opportunities for growth, and meaningful work. Anchored in Social Exchange Theory (SET) and Herzberg’s Two-Factor Theory, the paper argues that QWL should be understood as an organizational investment that enhances job satisfaction and, in turn, creates the psychological conditions necessary for engagement. While much of the prior literature emphasizes direct associations between QWL and engagement, relatively few studies have examined satisfaction as a mediating mechanism or considered the influence of boundary conditions such as digital transformation, hybrid work models, and demographic change. The contribution of this paper is twofold: theoretically, it advances the integration of SET’s reciprocity logic with Herzberg’s hygiene–motivator framework; practically, it underscores the importance of employee-centered approaches in human resource policies and leadership practice. Importantly, the paper identifies future research directions, emphasizing industry-specific applications in sectors such as healthcare, education, manufacturing, and banking, as well as cross-cultural validation and empirical studies including longitudinal surveys and case-based designs. These avenues are essential for translating the conceptual framework into actionable insights across diverse organizational settings.