The Study On Green Quality Of Work Life For Public Sector Employees

This study focuses on the objective of determining the level of perception of public service personnel in the focus of green quality of working life. The results show that the average total score for the Green Job Satisfaction dimension is highest for the states of Pahang and Kelantan with 61 per cent respectively. For the Green Salary dimension the average total score found that the states of Terengganu and Pahang gained 60 percent. The Green Supervisory Support dimension received the highest average total score with Terengganu state at 62 percent while Green Social Relationship Management and Colleagues found Kelantan had the highest total score of 58 percent. According to the findings of the Green Training and Development study, the highest average total score was Kelantan with 59 percent while Green Team-Based Practices the highest total score was for Kelantan with 60 percent and lastly for Green Leadership, highest total score are Terengganu and Pahang with 59 percent agreement. 2357-1330 © 2020 Published by European Publisher.


Introduction
Quality of work life is defined as a perspective of a work life style that focuses on the aspects of satisfaction, enjoyment and happiness in the workplace through what has been felt before, current and in future throughout the efforts and services they work in an organization (Indumathy & Kalamraj, 2012).
Quality of work life practiced by the organization effectively takes the approach that the employee is an "asset" that needs to be taken care of by providing the needs and wants of the employee in line with the level of the employee's position so that the employee can perceive the work they are doing can bring the quality of their lives. Additionally, employees can enjoy a quality of work life with a healthy, happy work environment and good physical and mental health throughout their lives as long as they work in the organization (Halbesleben & Buckley, 2004). QWL is a comprehensive program designated to improve worker's satisfaction, strengthen workplace learning and help workers better manage the change and transition which affects almost all workers regardless of position or status (Grant, 2008). Quality of work life also means strengthening their interest and motivation to work if their work situation and environment can change their life expectancy and that work can teach and guide them in life (Pruijt, 2000).

Literature Review
For this study, seven dimensions of green quality of work life will be measured in order to assess the respondents' perceptions of the dimensions as follows:

Job Satisfaction
Feeling and emotion of the worker who feels that their job gives them a positive and proactive reaction as a result of satisfaction with the pay and reward, a conducive working environment and a work environment that helps to increase interest and work effort (Kosny & Eakin, 2008). In service organizations there are challenges in limited resources and demand for turnover that enables different jobs and job satisfaction (Ramstad, 2009).

Salary
Incentives and rewards provided to employees as long as they serve the organization according to the level and position of the workforce. Of course, pay is a very important consideration and gives meaning to a quality work life (Huang et al. 2007).

Supervisory Support
Refers to the physical, mental and social support of their subordinates through the support of knowledge, social support, guidance and concern that contributes to a sense of well-being in the workplace (Sirgy et al., 2001). https://doi.org/10.15405/epsbs.2020.12.05.80 Corresponding Author: Rusinah Siron Selection andpeer-review under

Social Relationship with Management and Colleagues
Form of positive and proactive social relationship between management and employees that seeks to enhance organizational productivity by establishing good social relationships. These social relations include hosting a banquet, holding open and positive communication between employer and employee (Shanock & Eisenberger, 2006).

Training and Development
Effort to set up training programs to provide employees with career development, knowledge and work skills and all these efforts can improve the quality of work life of employees (White et al. 2003).

Team Based Practices
Form of work approach that is focused for working groups with a positive practice of cooperation, commitment, creativity and warmth to develop a quality work environment (Kozlowski & Ilgen, 2006).

Leadership
Important aspect for organizations and employees because effective leadership through leadership style, communication, decision-making approaches, problem solving and caring for employees are among the key elements in building a quality work life (Cheung & Wong, 2011).
Above all, this study focuses on the term GREEN for each dimension in the quality of work life as the value added that provides a one-dimensional approach to build a well-being, happiness, harmony and contentment to the work environment for the holistic satisfaction of employee at the workplace.

Problem Statement
The problem statement of this study was basically focused on the following issues as per related with the green quality of work life dimensions: 1. Job satisfaction creates many positive and negative perceptions for employees such as satisfaction of a work environment that has different tastes and emotions in each employee. It is difficult to meet the needs and satisfaction of the employee because the job satisfaction of the employee depends on the attitude and personality of the employee, the working practices of the workplace and the relationship of co-workers and leaders (Niels, 2003).
2. Salary also raise many issues in the workplace as the issue of pay is always discussed in the workplace as whether or not wages are derived from employment is indeed enough or competitive from other similar job in addition to the rising cost of living and the increasing challenges of living. community economics (Baines, 2004).
3. Supervisory support addresses issues of difficulty in obtaining chief support especially in emotional and physical support related to achievement of work performance. Leaders lack communication and improve positive working relationships with employees (Schulte et al., 2006). https://doi.org/10.15405/epsbs.2020.12.05.80 Corresponding Author: Rusinah Siron Selection and peer-review under responsibility of the Organizing Committee of the conference eISSN: 2357-1330 737 4. Social relationship and management and colleagues focus on the problem of social gaps that occur between management and employees especially in the communication gap and provide opinions and views on work. The head is acting autocratically and the workers receive only nonmotivational directives for proactive action (Chawsithiwong, 2007). 5. Training and development is a problem for many workers in various industry sectors as the training and development aspects of the workforce are not taken seriously and workers feel that they are not receiving training and development in line with their work efforts (Muldrow et al., 2002).
6. Team based practices exhibit problems of teamwork and commitment because group leadership is not in line with group work objectives. Work groups are less creative and less sensitive to work group problems (Meterko et al., 2004). 7. Leadership also poses problems in working quality lives because aspects of leadership charisma are irrelevant to the goals of the organization. Leaders are unable to communicate effectively and are unable to bring the employers-workers union to work (Saraji & Dargahi, 2006).

Research Questions
The research question focuses on efforts to identify the dimension of green quality of work life as follows: 1. What is the perception of public sector employees on green job satisfaction? 2. What is the perception of public sector employees on green salary? 3. What is the perception of public sector employees on green supervisory support? 4. What is the perception of public sector employees on green social relationship with management and colleagues? 5. What is the perception of public sector employees on green training and development?
6. What is the perception of public sector employees on green team-based practices? 7. What is the perception of public sector employees on green leadership?

Purpose of the Study
This study was conducted to identify the perception of public sector employees on green quality of work life dimensions which was conducted in the northern zone of Malaysia, namely in Kelantan, Terengganu and Pahang state.

Research Methods
This study focuses on a descriptive approach which emphasizes on efforts to identify the level of perception of employees in the public sector on the green quality of work life.
6.1 The research questionnaire used was adopted from Mc Donald's (2001) study "Quality of Working Life Questionnaire" and the questionnaire has been modified to suit this study.

No. Green Quality of Work Life Dimensions (GQWL) Number of Item Statements 1
Green Job Satisfaction 7 2 Green Salary 2 3 Green Supervisory Support 5 4 Green Social Relationship with Management and Colleagues 6 5 Green Training and Development 14 6 Green Team-Based Practices 18 7 Green

Eastern Zone State of Malaysia: Kelantan State -Code (EZ1)
The focus of the study in Kelantan is around Kota Bharu are which is the capital city of Kelantan and the center of Kelantan state administration and business focus for the people of Kelantan.

Terengganu State -Code (EZ2)
For the state of Terengganu, the study was conducted around the city of Kuala Terengganu which is the capital state government administration and the center of trade and business for the people of Terengganu.

Pahang State -Code (EZ 3)
For the state of Pahang, the city of Kuantan is the site of study in which Kuantan is the capital of the state of Pahang and the center of state administration and the focus of trade and business for the people of Pahang.

Findings
The results of the study are presented in the following categories:

The Demographic Profile
The summary findings of respondent demographic profile of the eastern zone state of Malaysia are shown in Table 03.

The Perception of Employees on green Job Satisfaction
The results of the study for green job satisfaction show that for the Eastern Zone, Kelantan state and Kuantan state get the same average total score of 61 percent only 1 percent more than Terengganu state which gets 60 percent average total score as per shown in Table 04.

The Perception of Employees on Green Salary
The results of the study for green salary show that the average total score for Terengganu state and Kuantan state got 60 percent while Kelantan state got 57 percent average total score as per shown in Table   05.

The Perception of Employees on Green Supervisory Support
The results of the study for green supervisory support show that the average total score for Terengganu state is the highest with 62 percent whilst Kuantan state gets 59 percent and finally Kelantan state gets 56 percent as per shown in Table 06.

The Perception of Employees on Green Training and Development
The results of the study for green training and development show that the average total score for Terengganu state and Kuantan state got the same 56 percent while Kelantan state got 59 percent as per shown in Table 08.