Doctors' Work Life Quality and Effect on Job Satisfaction: An Exploratory Study Based on Literature Review

Every day, the health-care system becomes more complicated. It is mostly due to changes in lifestyle, greater demand for patient care, and the effect of technology on the health-care delivery process. Sophisticated devices necessitate specialized knowledge, which necessitates a better and more current medical education system, which, in turn, necessitates a better organizational structure. All of this has an impact on the entire medical profession, as novel difficulties must be met with increasing skill and potential development, as well as increased dedication to the profession, as performance management becomes a major aspect in avoiding professional hazards in various forms. As a result, the entire health policy needs to be updated in order to provide health care professionals, particularly doctors, with enough quality work life and improved job satisfaction in order to improve their performance at work. We try to answer these questions in our research. Keywords–– quality of life, job satisfaction, performance, health care system, doctor.


INTRODUCTION
Doctors operate under severe strain worldwide, whether in the public or commercial sector, it is widely acknowledged. However, there has been little work done to isolate the components that affect their working conditions at work, and only a few study evaluations are now available. In our article, we attempted to go deeper into those elements by researching scholarly articles on health care as well as QWL conceptual studies in general.
In the 1960s and 1970s, first-world countries began to pay attention to quality of work life (QWL) as a human resource intervention. The industrial economy benefited from the introduction of computer technology and de-skilling, but at the expense of the working classes. Outsourcing of jobs to attain a competitive cost advantage put domestic labourers in jeopardy. As a result, workers were subjected to enormous workloads and high levels of stress, as they were forced to become goal-oriented without any autonomy or job security.
The expansion of high-tech jobs and the scope of employment in IT industries has attracted the curiosity of researchers from various disciplines to examine work-life balance techniques. The purpose of this exercise was to find ways to motivate employees to attain high levels of performance, improve job satisfaction, and lower the risk of employee attrition (Hannif & et.al, 2008, 272).

II. ANALYSIS
The concept of "quality of work life" was originally stated in 1972 at an international labour relations conference. After the United Auto Workers and General Motors started a Quality Work Life (QWL) campaign to reform the workplace, it gained even more attention. In his research, Seashore (1975) attempted to link QWL to employee satisfaction. He described it as role efficacy that has an impact on an employee's pay, job security, and job happiness. On the other side, it has an impact on the employer in terms of productivity, cost, and quality control, among other things.
QWL is defined by alpha, beta, and gama variations, which are correlated with time frame, shift in reference point, and individual priorities, according to Golembiewski et al. (1976). "A process by which an organisation responds to employee demands by establishing mechanisms that allow individuals to actively engage in the decisions that form their life at work," according to Robbins (1989).
QWL is a multidimensional term that is strongly tied to Industrial Labor Relations, according to Hsu and Kernohan (2006 Several academics have proposed several categories and criteria to describe and assess quality of life. Walton (1980) divided QWL's basic components into four categories. According to him, work meaning, job social and organisational harmony, work challenge, and richness are all impacting aspects on QWL.
D. Statt (2004) outlined the function of factors that affect employee job satisfaction, such as working environment, including work schedule and payment structure, coworker attitude, and rewards for great service, among others.
The eleven dimensions of QWL were defined by Klatt, Murdick, and Schuster (1985). Remuneration, workplace discomfort, organisational health programmes, flexible work hours, and management participation are all factors to consider. Workplace control with recognition, interpersonal relationships, grievance resolution, resource adequacy, valid promotion policies, and job security are only a few of them.
Winter et al., (2000) investigated how supervisory, structural, and social variables, as well as role stress, work characteristics, and supervisory, structural, and social variables, influenced academicians' experiences, attitudes, and behaviours both directly and indirectly, using QWL.
Bhanugopan and Fish identify a lack of job stress, burnout, turnover intentions, employment enjoyment and stability, and professional advancement as some of the signs (2008). Connell & Hannif (2009) highlighted three characteristics: I job description; ii) total working hours/work-life balance; and iii) supervisory policies. Job security, reward systems, salary, and growth chances, they say, are among the most important subjects. Adhikari and Gautam (2010) describe work life quality as proper salary and benefits, job stability, and a safe and healthy working environment.
In their descriptive research among Nurses, Hsu and Kernohan (2006) revealed 56 QWL characteristics that fall into six domains, including demographics, socioeconomic components, and health behaviours.
To perform descriptive research, Hsu and Kernohan (2006) used a convenience sample. They divided the participants into 16 focus groups, each with three to five registered nurses with at least two years of experience from one medical centre and five rural hospitals. They discovered 56 QWL categories that fell into six categories: socioeconomic relevance, demography, organisational self-actualization, and so on.

. Donald et al. (2005) assessed QWL indicators in six
Canadian public health care organisations by analysing pertinent paperwork and performing focus groups or team interviews (HCOs). The focus groups were taped and analysed utilising qualitative data analysis methods. Employee happiness and working circumstances have been found to be important indicators of QWL.
. According to research, low levels of QWL have an effect on organisational culture and effectiveness, employee health, high stress and burnout levels, more complaints, greater direct medical expenses, and patient morbidity and mortality rates ( Better motivation -Emadzadeh, Khorasani, and Nematizadeh (2012) surveyed 862 primary school teachers in Isfahan about the quality of their work lives. It discovered that, despite the lack of other quality criteria such as remuneration, self-motivation has a significant effect in institutional success.
To examine if there was a link between QWL and productivity, Nayeri

III. WORK LIFE QUALITY: HEALTH CARE SECTOR
Health is undoubtedly the most delicate field of research, as health-care providers must sometimes prioritise the value of a patient's life over the benefit of the organisation. As a result, workers in many categories of health jobs are subjected to persistent physical and emotional stress, increasing the risk of early burnout.
The key to running a successful healthcare firm is having a highly competent and diverse personnel.
Employees in such an organisation, on the other hand, must be dedicated to their profession and spend significantly more time than those in other fields. As a result, they are subjected to extreme physical and emotional strain. As a result, it is critical to maintain the organization's working environment at its best in order to recruit top talent.
In their study, Seashore (1975) Nataranjan and Annamalai (2011) emphasised the importance of creating a support structure for employees in order to preserve QWL, minimising absenteeism and enhancing productivity.
Bagtatos (2011) raised worry about individual demands such as wellness, security, and so on, and how these relate to corporate needs.
In their study, Lee et al. (2013) employed the CHINESE version of the QNWL (C-QNWL) to measure the QWL of nurses using 10 subscales such as work-life balance, leadership style, self-awareness, job security, good teamwork, autonomy, and staffing pattern. Within the study population, there was a mixed response.
Institutional infrastructure and ergonomics, like all other professions, have an essential impact in physicians' QWL and performance. This viewpoint is backed by the findings of the South African Human Rights Commission (SAHRC, 2000), which emphasised the importance of proper infrastructure, such as electricity, water supply, and a wellfunctioning communication system. They also underlined the importance of having sufficient space and public facilities in hospital facilities in order to provide better health care. After evaluating 434 hospitals, the DPSA Report Turner. I (2017) also investigated gender-specific jobrelated stress in the Nigerian Medical Service and discovered widespread unhappiness among female physicians, who find it difficult to strike a balance between work and home life due to a lack of personnel and lengthy working hours.

IV.
RESEARCH GAP 1. Most of the studies done on Nursing cadres only with few studies done on doctors or paramedics. 2. Very few studies done on gender basis, keeping female doctors in consideration separately 3. Not much studies done including private and govt.
sectors both at a time and publishing a comparative study

V. CONCLUSION
Even though there is considerable agreement on the concept of employee well-being, the preceding debate has led us to the conclusion that defining quality of life measurements is a difficult task. Clearly, there are objective (physical and structural design) and intervening regulatory variables that influence employee work processes. As outcome factors, researchers are looking at immediate effects on employee psychology (positive attitudes, devotion, and satisfaction) as well as long-term repercussions on organisation performance.
The importance of establishing a joyful working environment for health care professionals, patients, and the firm is clear from this data. A review of the literature revealed methods for overcoming barriers to achieving ideal working environments. According to this study, excessive workloads, irregular shifts, and long working hours are important indicators of job discontent, high degrees of burnout, low morale fatigue, and emotional exhaustion among health care personnel.