Designing a Model for Improving the Quality of Work Life of Isfahan Mobarake Steel Company Employees: A Qualitative Study

Shavaran, Sayedhamidreza; Abedi, Ahmad; Rashidi, Bahar; Davarpanah, Seyed Hedayat

doi:10.22055/psy.2023.44338.3083

Designing a Model for Improving the Quality of Work Life of Isfahan Mobarake Steel Company Employees: A Qualitative Study

Document Type : Research Article

Authors

sayedhamidreza Shavaran ¹

ahmad abedi ²

Bahar Rashidi ³

Seyed Hedayat Davarpanah ¹

¹ Assistant Professor, Department of Education, Faculty of Education and Psychology, University of Isfahan, Isfahan, Iran

² Associate Professor, Department of Psychology, Faculty of Education and Psychology, University of Isfahan, Isfahan, Iran.

³ Ph.D. Student, Department of Psychology, Faculty of Education and Psychology, University of Isfahan, Isfahan, Iran.

10.22055/psy.2023.44338.3083

Abstract

Quality of work life (QWL), grounded in management science philosophy, prioritizes the enhancement of human dignity and well-being—both psychological and physical—by facilitating opportunities for professional growth and a fulfilling work life. Accordingly, this study investigates QWL among employees in Iran’s steel industry through a qualitative, grounded theory methodology. Using purposive (snowball) sampling and theoretical saturation as the criterion for data collection termination, in-depth interviews were conducted with 18 participants—including frontline employees, specialists, and managers from Mobarakeh Steel Company—and 7 academic experts in organizational behavior and occupational health. Data analysis followed Corbin and Strauss’s systematic three-phase coding process: open coding for initial concept identification; axial coding to establish connections among categories and subcategories; and selective coding to integrate core themes into a cohesive theoretical framework. The analysis yielded five primary causal dimensions influencing QWL: (1) individual-level factors (e.g., self-efficacy, health status); (2) work–life responsibility balance; (3) managerial practices (e.g., leadership style, feedback mechanisms); (4) organizational justice (distributive, procedural, and interactional); and (5) the physical and psychosocial work environment (including safety, ergonomics, and social support). For each dimension, the study proposes targeted, evidence-based strategies across five strategic domains: (i) personalized employee development programs; (ii) strengthening interpersonal and team-based relationships; (iii) streamlining workflows and reducing administrative burdens; (iv) institutionalizing fairness in policies, decision-making, and interpersonal treatment; and (v) redesigning physical workspaces to align with ergonomic and psychological needs. These interventions collectively aim to elevate subjective well-being and job engagement. Critically, enhancing QWL directly contributes to improved organizational performance—specifically, increased productivity, reduced turnover, attraction of skilled talent, lower healthcare and absenteeism costs, and enhanced profitability. Conversely, neglecting QWL correlates with burnout, disengagement, and operational inefficiency. Early identification of detrimental factors—such as inequitable reward systems or hazardous environments—enables proactive managerial response and systemic reform. In capital- and labor-intensive sectors like steel manufacturing, where occupational stress and physical demands are pronounced, embedding QWL into human resource strategy is not merely ethically warranted but economically imperative. This research offers a context-sensitive, theory-driven framework for QWL optimization in heavy industry—a model potentially transferable to comparable industrial ecosystems regionally and beyond.

Keywords

Quality of life

Quality of Work Life

Isfahan Mobarake Steel Company

Qualitative Study

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