a model for measuring the quality of work-life

Background and objectives: the quality of work-life is a dynamic construct shaped by various individual, demographic, occupational, organizational, psychological, and social factors. it encompasses job satisfaction, work-life balance, stress management, participation, engagement, and commitment. this study aims to develop a comprehensive quality of work-life model for the employees in the tehran municipality through the lens of job demands-resources theory, which posits that job resources can mitigate job demands and enhance employee well-being. the research assesses the current quality of work-life status within this organizational context.methods: in this study, a sequential qualitative-quantitative mixed method was utilized. the qualitative section employed a systematic review, with its findings informing the hypotheses for the quantitative section. the quantitative segment involved survey methodology, with data analysis conducted using smartpls and spss software. a hybrid cluster-stratified sampling was used. about 1372 employees sent their answers, and after data cleansing, 1343 answers were analyzed and interpreted.findings: the results indicate that organizational employer brand (sm = 0.198, p < 0.05), organizational work-life balance (sm = 0.429, p < 0.05), organizational psychological atmosphere (sm = -0.151, p < 0.05), salaries and benefits (sm = 0.133, p < 0.05), and social aspect - communication with coworkers (sm = 0.066, p < 0.05) have a significant direct effect on quality of work-life and no direct relationship between job factors and quality of work-life (sm = 0.074, p= 0.068) between organizational - physical conditions and quality of work-life (sm = 0.029, p= 0.344) and between social aspect - communication with managers and quality of work-life (sm = -0.026, p=0.412). additionally, it is found that organizational - physical conditions (sm = 0.300, p < 0.05), organizational work-life balance (sm = 0.281, p < 0.05), social aspect - communication with coworkers (sm = 0.291, p < 0.05), and social aspect - communication with managers (sm = 0.209, p < 0.05) significantly affect organizational psychological atmosphere and indirect effect on quality of work-life.conclusion: findings from the partial least squares - structural equation modeling analysis reveal no direct effect of physical conditions, job factors, or communication with managers on the quality of work-life, although indirect relationships were supported. direct relationships were noted between psychological atmosphere, communication with coworkers, salary, and benefits, organizational branding, and work-life balance with quality of work-life. according to the job demands-resources theory, this study highlights that resources like organizational branding, psychological atmosphere, work-life balance, and communication significantly enhance the quality of work-life in tehran municipality, illustrating their essential role in promoting employee well-being.