1 Introduction

Quality of Work-life (QWL) is one important factor accounting for human motivation and improvement in job satisfaction [1]. It is a comprehensive concept consisting of physical and psychological health, economic situations, personal beliefs and interactions with the environment [2]. The realisation of an Organisation’s stated goals is largely dependent on the quality of its human resources as well as conditions of work. Job satisfaction is achieved with the combination of psychological, physiological and environmental contentment factors or the the degree to which an employee likes the job [3]. One key characteristic of job satisfaction is job behaviours. Every job satisfaction is driven by life satisfaction which emanates from within individuals and the workplace. People who are satisfied with life tend to be content with their jobs and people who are satisfied with their work tend to be content with life [4, 5]. Whilst [6] and [7] argue that the quality of work-life vary between groups of employees, [8] identifies five major factors contributing to job dissatisfaction; poor working environments, resident aggression, excessive workload, inability to deliver the quality of care preferred and balance of work and family. They explain that management must be concerned to identify and meet these expectations whether making supernormal profit, breaking even or making subnormal profits. Management must work to alleviate stressors experienced by subordinates because employees today have increased knowledge and concerns about balancing their work with family lives [9]. Quality of work-life positively impacting job satisfaction will lead to organisational commitment and increased productivity. The reverse will illicit poor performance from workers [10].

The contribution of oil and gas sector to national development and economic sustainability cannot be over emphasised if well managed [11]. The sector is a multifacetal focus-oriented one that operates within hazardous environments. Although highly remunerated, operations are challenged with occupational health and safety, emotional well-being and work-life balance concerns. These percular characteristics have a tendency to expose duty bearers to high attrition rates and job switching in the gas processing plant [12]. The problem of balancing work and personal life has been identified among employees leading to voluntary departure of specialised professionals. It a major challenge attributed to number of factors including poor quality of employee work-life [13]. This diminishing talent pool has a potential to create problem for oil and gas companies who may not be able to retain specialised employees [14]. Consequently, it is important for gas processing plants to develop deeper understanding of work-life balance and identify antecedents to its challenges. Ghana has experienced changing family structure and urban lifestyle with a gradual shift from the society’s entrenched extended family system to the nuclear family style of life [15]. Although the Labour Act of 2003 prescribes both employer and employee duties and rights in Ghana, this transistion has brought with it associated issues of support challenges for employees working in organisations concerning the quality of their work lives and the support mechanism available to them for managing difficult situations. Poor quality of work-life may lead to increased absenteeism, stress and ultimately, job dissatisfaction [16, 17]. This may directly affect the company’s ability to serve its customers well [18].

The knowledge of factors that can help boost QWL among employees in the gas processing plant is considered important in improving the comprehension of employees’ behaviour that influence job satisfaction. Emerging studies [19,20,21] have foused mainly on QWL and job outcome-related variables in the educational, health and communication institutions, and in the mining companies in Ghana. In the public sector however, the area is under researched. It is against these gaps in literature that this study is conducted to determine how quality of work-life (QWL) influence job satisfaction among employees in a State-Owned Gas processing plant in Ghana. Specifically, the study assessed the effect of safety working environment on employee job satisfaction, examined the relationship between work-life balance and employee job satisfaction, analysed the effect of personal development and the effect of emotional well-being on employee job satisfaction. The outcome of this study will scientifically contribute to the theory and practice of both QWL and job satisfaction. It is expected to provide relevant information for management to provide conducive working environment where employees can work with minimum stress and make available policies that focus on improving the QWL of employees and job satisfaction. It will motivate management to gain leverage in hiring and retaining valuable people and companies with high QWL will enjoy exceptional growth and profitability [22]. Finally, this research will advance scientific knowledge in key aspects of quality of work life discourse among academics to elicit further research.

2 Contextual issues

The study contextually appraised three relevant key theories underpinning the identified problem (Need Satisfaction, the Spillover and Equity). It outlined further, a conceptual framework to provide direction for assessing the relationships and influence of quality of work-life on job satisfaction in a gas processing plant [23].

2.1 Need satisfaction, the spillover and equity theory

Foundational models on the need satisfaction approach to quality of work-life postulates that people have basic needs they seek to fulfill through work [24,25,26]. Meaning employees will derive satisfaction from their jobs to the extent where their jobs meet these basic needs. Based on this, a measure of quality of work-life instrument was developed to examine needs satisfaction in an Organisational context [27]. The Needs Satisfaction Questionnaire (NSQ) assessed; (a) the level of employee needs that are pursued on the job, (b) the level of Organisational resources relevant to the needs experienced by the employee, and (c) the congruence between a person’s needs and Organisational resources. Premised on four key need categories (survival needs, security needs, Pay and Social needs), the NSQ measure identified the following; need of interpersonal interactions, friendships, need for membership and being-in-the-know in a significant social group, ego needs, need for self-esteem, need for autonomy and self-actualization needs as the bases for assessment in the workplace [26].

The spillover approach to QWL posits that satisfaction in one area of life may influence satisfaction in another facet of life [28, 29]. Satisfaction with one’s job may influence satisfaction in other life domains such as family, leisure, social, health or financial [30, 31]. Explaining further, [32] and [33], distinguished between horizontal spillover and vertical spillover where the former influence the effect in one’s life domain on a neighboring domain. Job satisfaction, for example, may influence feelings of satisfaction in the family life domain and vice versa. Vertical spillover deals with inter-industry spillovers, linkages with domestic firms in different industries, such as upstream suppliers (backward spillovers) and customers downstream (forward spillovers).In context, vertical spillover explains the notion of domain hierarchy where life domains (job, family, leisure, community) are organised hierarchically in people’s minds. At the top of the hierarchy is the most superordinate domain called the overall life. Feelings in this most superordinate domain should reflect what quality-of-life researchers call life satisfaction, personal happiness or subjective well-being. Subordinate to the most superordinate life domain are the major life domains such as family, job, leisure and community [34,35,36]. Higher standards are expected to be provided by those at the top (Mother companies) to those operating benearth them (domestic companies) with the aim of improving standards, efficiency, performance and output of domestic companies.

Individual employees have a tendency to compare their inputs (efforts) and outputs (rewards) at their workplace with colleagues working in similar sectors [37]. Per the theory of equity, when an individual determines that one is receiving less output than others (inequity), one may reportedly become dissatisfied, and react by putting less effort into the work. It may be demonstrated by taking long breaks (coffee, visting washroom) and putting up lackadaisical attitude towards work to reduce the level of one’s input [38]. Inputs comprise the quantity and quality of an individual’s contributions to his or her work. It may be observed in one’s effort, time, commitment, tolerance, personal sacrifice and enthusiasm towards the work. Outputs are, on the one hand, the rewards gained in return for the input, this includes job security, remuneration, benefits, recognition, reputation, responsibilities, sense of achievement, commendation, and acknowledgments [22, 39]. Remuneration or salary is the main focus of this theory as employees want to feel that their efforts are appreciated, so they expect to be paid well. If an employee feels or perceives that he or she is getting underpaid, this can lead to potential job dissatisfaction and ultimately results in a lack of motivation and low performance from the employee.

It is evident from the review that the need satisfaction theory is keywith spillover and equity as supporting theories. The focus of QWL is beyond job satisfaction. It involves effect of the workplace satisfaction with the job, satisfaction in non-work-life domains, satisfaction with overall life, personal happiness and subjective well-being. The QWL concept is seen as a hierarchy depicting life satisfaction (top of the hierarchy), job satisfaction (middle of the hierarchy), and work-specific satisfaction [40]. The need satisfaction, resulting from workplace experiences, contribute to job satisfaction and satisfaction in other life domains. Satisfaction in the major life domains contributes directly to satisfaction with overall life. Holding all other factors constant, a happy employee will be productive, dedicated and remain loyal [41]. Its significant impacts may be demonstrated in employee behavioral responses including, job satisfaction, organisational identification, job involvement, job effort, job performance, organisational turnover and personal alienation [42, 43]. In a recent review and synthesis of literature on health and well-being in the workplace, [40] provided much evidence for the consequences of low levels of health and well-being. These include absenteeism, reduced productivity and efficiency, reduced product and service quality, high compensation claims, costly health insurance, and direct medical expenses.

2.2 Justification for the gas processing plant

Ghana discovered oil in 2007 and started production in 2010. With over 200 million tonnes of oil a day, associated gas in commercial quantities was found 60 km offshore within the DeepwaterTano and West Cape Three Points fields at a time when energy supply was far below expected demand leading to power fluactuations. Government took advantage in the discoveries and ceased the opportunity to strategically utilise natural gas with two key intents; first to ensure reliable source of energy from thermal electricity generation and second, comply with the COP 21 declaration on the cleaner energy goals. The policy was seen to have encourage domestic consumption transitioning from fuelwood and charcoal use to liquefied petroleum gas (LPG). The Ghana National Gas Company (GNCC) was formed in 2011 as a limited liability company to process, transport and market natural gas resources in the country and internationally. The plant extracts gas from crude oil, gas and condensate wells (Fig. 1). The plant purify raw natural gas by removing contaminants such as solids, water, carbon dioxide (CO2), hydrogen sulfide (H2S), mercury and higher molecular mass hydrocarbons. Some contaminates have economic value and are further processed or sold. The goals of the gas processing plant are to produce transportable gas,satisfy specific sales requirements (pipeline quality dry natural gas) and maximise liquid recovery. Processing companies strive to optimize production and minimize downtime and operational cost while maintaining safe operation. The plant must meet stringent process control requirements while being reliable and scalable. This predicate a need to promote robust safety protocols and emergency response unit to ensure employees work in relaxed environment that promotes workplace well-being and productivity.

Fig. 1
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Schematic diagram of a gas processing line

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2.3 Conceptual framework

The conceptual structure for the analysis is represented by Fig. 2 under the assumption that all employees possesses the same set of needs in an organisation [8, 26, 44]. This offer opportunities for managers to design employee motivational quality of work-life schemes to influence job satisfaction. The key determinants of quality of work-life are grouped into four; safety working environment, work-life balance, personal development and emotional well-being [45,46,47]. The conceptual framework postulates that the four constructs have significant impact and positively correlated to the realisation of job satisfaction behaviours. Thus, to achieve high quality of work-life in a gas processing plant, management must devote time and resources in implementing policies geared towards improving employee job satisfaction and mitigate adverse impacts of poor quality of work-life at the workplace.

Fig. 2
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Source: Authors construct, 2022

Conceptual Framework.

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2.4 Empirical literature

Empirical findings on how determinants of quality of work-life influence job satisfaction among employees have highlighted on safety working environment, work-life balance, personal development and emotional well-being [48,49,50]. According to [51], organisational level performance and individual level satisfaction are connected theoretically to each other. A meta-analysis of the relationship between personal development on job satisfaction show that personal development have a strong positive effect on job satisfaction [52]. A quantitative study analysing differences among employees’ work and personal variables for their level of job satisfaction in a multinational corporation found that employees experience high level of job satisfaction towards the work itself because their jobs were challenging, interesting, enjoyable, and allowed authority and freedom while discharging their duties [53]. Assessment of the relationship between fatigue and job satisfaction among employees established significant negative correlation between fatigue and job satisfaction [52,53,54]. A study by [55], confirmed significant negative correlation between stress and job satisfaction using Spearman's rank correlation test but also established that women experience more psychological stress than men.

The focus of this study, however, is on how four constructs of the quality of work-life influence job satisfaction. First, the work environment in a gas processing plant is described as both the physical and emotional surroundings of the workplace that drive commitment, productivity and employees’ satisfaction. A conducive work environment plays a vital role in stimulating employees’ job satisfaction. It defines the working conditions, employee rights, employee voice, safe conditions of work, cooperative team members and friendly supervisor among others [56]. The second dimension of the work environment and employees’ satisfaction is contextual. It consists of the physical working atmosphere and the social working conditions [57]. Contextually, the working environment must ensure employees’ safety, job security, good working relationship among employees, recognition for best effort and performance, commendation for performing well and effective involvement in decision-making processes of the organisation [58]. When employees understand that their organisation places high priority on them, they would likely exhibit a greater level of dedication and sense of ownership in the workplace [59]. Other important attributes associated with a working environment likely to positively impact on employees’ satisfaction are wages, working hours, employee independence, organisational structure and effective communication between management and its workforce,and positive supervisory predisposition [60]. The third construct is work-life balance. This is the ability of a worker to manage both paid work and social life adequately [61]. To manage both domains efficiently depends on the strategies employed by both employees and employers. Employers have realised that, to enhance work-life balance, they must consistently improve the quality of life of employees with their families to increase the quality of work [62]. This suggests the need for vibrant businesses to promote work and family integration to enhance the commitment of workers. Employees become more satisfied with their current job if they see a path available to move up the ranks in the company and be given more responsibility and along with it higher compensation. Many companies encourage employees to acquire more advanced skills that will lead to the chance of promotion [61]. Companies often pay the cost of tuition for employees taking university courses, for example. During an employee's annual performance review, a supervisor should map out a path showing her what she needs to accomplish and what new skills she needs to develop in order to be on track to advancement within the organization. Organizations should provide work-life balance facilities to their employees so that employees can perform their duties effectively and lead the organisation to success [63]. Employees’ attitudes toward their organizations and life are affected by work-life balance. According to [64], employees who are dissatisfied with opportunities available for promotion show a greater intention to leave the organization, implying the more satisfied workers are opened up to such opportunities for promotion, the higher chances of worker becoming satisfied with their jobs [65]. Lastly, QWL and job satisfaction is associated with health and wellness. It is the employer’s responsibility to create condusiveworking environment (workplace wellness culture) that promote employee well-being. Physiological well-being leads to mental well-being which are key to achieving work-life balance [66].

The analysis of quality of work lif and contributions to productivity using OLS multiple reression by Leitão et al. [67], showed that safe work environment and occupational healthcare positively and significantly influence the contribution to productivity. Pereira et al. [68], also found that burnout de-motivator factors such as low effectiveness, cynicism, and emotional exclusion moderate the relationahip bwtween QWL and the contribution to productivity. In a related studies, Pereira et al. [68] analyzes the relationship between burnout and quality of work life among municipal workers subjected to higher levels of stress and emotional exhaustion. The study found a negative association between the three dimensions of burnout: emotional exhaustion, feelings of cynicism, and a sense of being less effective, and the mediators: contribution to productivity and appropriate salary. To address these objectives, the following research hypothesis were formulated;

  • H1: Safety working environment positively influence employee job satisfaction,

  • H2: Work life balance positively influence employee job satisfaction,

  • H3: Personal development positively influence employee job satisfaction and;

  • H4: Emotional wellbeing positively influence employee job satisfaction.

3 Methods and materials

The methodology used for the sampling is census survey informed by the positivist philosophy.To ensure empirical rigour [69], the study examined the influence of quality of work-life on job satisfaction among employees in a gas processing plant using descriptive-analytical research design. The objective is to gather exhaustive and factual data underlying the problem identified and to have better understanding of the behaviour, attitude and opinion of the respondents. Statistical procedures were used to process information gathered. Regression and correlation analysis were performed among variables from which valid conclusion are inferred [70, 71].

3.1 Ethical considerations

The study was sensitive to three main ethical principles that might safeguard respondents against any harm as a result of the research.The consent of respondents to participate in the study were first sought before administering questionnaires. Respondents were informed about the purpose of the research and what objectives it sought to achieve. They were encouraged and assured of their anonymity to express their views as objectively as possible and that they were at liberty to decide whether to participate or withdraw consent at any time. To ensure bias free survey, respondents were assured of their confidentiality on information provided.

3.2 Sample and sampling procedures

A national gas processing plant in Ghana with a 300-staff strength was the target population for the study. The workers were distributed within the operations, technical services, marketing, human resource and administration, finance, procurement/logistics, communication/public relations and legal departments. The unit of analysis was defined within the constraints of time and resources, and help to get a good representation of the entire population. Census method was used to sample all 200 staff from the various divisions of the company who were readily available at the time of investigations (September to October 2021). This method is assumed to be appropriate because it provided data on all individuals in the population and the advantage of minimising the sampling error. Respondents were personally contacted through mobile phones a month earlier before the actual day for the primary data collection was agreed on with each would-be respondent. This was initiated after formal authorisation for the primary data collection had been granted by authorities of the Company. A self-created questionnaires were administered personally to the employees. Sharing and retrieval of the questionnaire lasted for two months and reported a response rate of 90%. Twenty questionnaires (10%) could not be used for analysis because some were inappropriately fill out or could not simply be retrieved.

3.3 Instrument design

Semi-structured questionnaires were designed into five sections. Part one centered on demographics and information-building on staff. Part two dealt with the impact of safety working environment on job satisfaction. Part three elicit information on the association between work-life balance and job satisfaction.The effects of personal development on job satisfaction was assessed in part four whilst part five tackledthe influence of emotional well-being on job satisfaction. Specifically, the instrument depicts background of the respondents including their level of education, age group, and gender and initiated a process where descriptive statistics will be used to analyse the level of agreement of the impact of safety working environment on job satisfaction; the association between work-life balance and job satisfaction; the effect of personal development on job satisfaction; and the influence of emotional well-being on job satisfaction. The influence of quality of work-life on job satisfaction among employees was assessed by asking participants to specify their level of agreement on a five-point Likert scales where "1 = Strongly disagree" and "5 = Strongly agree."

3.4 Validity and reliability

Reliability and validity start with the instrument design [72] for data collection. It ensures that the study can be repeated in a similar environment to achieve same results.From a construct and content validity perspective, questionnaires for the study were designed to make them meaningful to respondents with minimum ambiguity [73]. To ensure validity and reliability, most questions on the instruments were adapted from authorswho have published in recognisedon this subject under investigation and in seasoned peer-reviewed journals [67, 68]. To satisfy the validity of questionnaires, the study further checked with other related literature to ensure that the instrument’s construct and items on the scale were scientifically validated [74]. In addition, before administering to respondents, the questionnaires were pilot in an oil refinery in Tema, Ghana. Returned responses from the pilot studies helped to finalise the instruments. After collecting the data, the Cronbach alpha was run to confirm the instrument’s reliability.The values of Cronbach’s alpha were established between 0.713 and 0.853 which are above the minimum value of 0.70 and thus, have acceptable levels of reliability (Table 1).

Table 1 Reliability of Scale and Cronbach’s Alpha of study variables
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3.5 Data analysis and presentation of results

Data obtained from the field were processed, analysed and normalised to ensure that the data is reliable and compatible with other collected data. Results of the survey was evaluated using descriptive statistics. Processing and presentation of findings was carried out using the Statistical Package for Social Sciences (SPSS) Version 22 and depicted in tables. Inferential data analysis techniques (correlation and regression analysis), analysis of variance (ANOVA), and the t-test were used in analysing data. To test for relationship between quality of work-life and job satisfaction and, assess the extent to which QWL variables determine job satisfaction behavior among employees, the product-moment correlation coefficient was applied. Regression analysis was used to ascertain variations in employee job satisfaction which can be associated with changes in the degree of the Quality of Work-life.

3.6 Delimitation

As an initial exploration study using correlational and regressional approaches, there could be differing results in the relationships between the independent variables and dependent variable when different respondents are employed. The scope of study was limited to only employees at the gas processing plant focusing on how quality of work-life constructs influence job satisfaction. The views on the topic were taken from respondents that have direct interest in the operations of the plant. The findings are, thus, limited to employees in the gas processing plant only. Future studies may focus on comparative assessment of privately owned gas process plants in Africa. Further studies on possible role of other mediating and moderating constructs such as personality traits, leadership styles, role ambiguity, social support, perceived organisational support and other related factors are laudable to provide new perspectives and contribute to the body of knowledge in the influence of quality of work-life on job satisfaction studies.

4 Results and discussion

In order to understand the demographic characteristics of respondents, Table 2 presents returned responses on gender. It clearly shows male dominance at the processing plant. This is not however surprising considering the gender inequality challenge in terms of employment segimentation in the country and particularly in the oil and gas sector. According to the Ghana Statistical Services [15], labour force participation rate of females remains lower than that of males. On age distribution of the respondents, majority (66) were found to be within the youthful age bracket (31 and 40 years) which gives a positive impression that most of the respondents are in their prime age and that the company is assumed to have a vibrant workforce to leverage on in the near future. Again, the result shows that a number of employees (29.4%) are beginning their careers with the company. The young staff is assumed to benefit from the rich experiences of matured workers with long service. Succession plan in the company is deemed to be relatively secured as with time those with working experience between 1 and 10 years will be available to takeover from matured and experienced staff (17.2%) with over 10 years of experience if management motivates with incentives to retain them. There were professionals (10%) with university degrees (73%) depicting how significant education is in the company’s operations (Table 2).

Table 2 Demographic characteristics of respondents
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In line with the study objectives, a correlation analysis was first performed on quality of Work-life constructs to assess how they correlate with Job Satisfaction (Table 3). Its relevance is to guide management formulate and implement policies on safe working environment, work-life balance, personnel development, and emotional well-being at the plant. The correlation coefficient ranges from ‘-1’ to + ’1’. A coefficient of ‘ + 1’ means there is a perfect positive correlation between the variables. Thus, an increase in any independent variable will reflect similar movement in the dependent variable by the same measure when positively related. A coefficient of ‘-1.0’ means there is perfect negative correlation. An increase in the independent variable will result in a decrease in the dependent variable and vise versa. A coefficient of zero (0) informs no relationship between the two variables. A change in the independent item will have no effect on the dependent variable. Table 3 depicts correlation between safety working environment and employee Job satisfaction at 0.00 significance level. Safety working environment is positively related to employee job satisfaction (r = 0.333 p < 0.000), and significant. Safety working environment and employee Job satisfaction change in the same direction. Given a safety working environment, employees are likely to enjoy high Job satisfaction and less or no safety working environment will lead to low employee Job satisfaction. The correlation confirms the first hypothesis (H1) of the study, that working in a safe environment will positively influences employee job satisfaction. Table 3 also depicts a positive correlation between work-life balance and employee Job satisfaction at a significance level of 0.00 (r = 0.738 p < 0.000). An indication that work-life balance and employee Job satisfaction change in the same direction. The association confirms the second hypothesis (H2) of the study, that a well balanced work-life will positively influences employee job satisfaction. There is correlation between personal development and employee Job satisfaction at significance level 0.00 (r = 0.335 p < 0.000) with the test output less than 0.01 (Table 3). Thus, the estimated coefficient can be accepted with 99% confidence, confirming the third hypothesis (H3) of the study that personal development positively influences employee job satisfaction.

Table 3 Correlation matrix
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Correlation between emotional well-being and employee Job satisfaction at significance level 0.00 is also positive indicating that safe working environment has significant positive correlation with employee job satisfaction (r = 0.943 p < 0.000). This imply emotional well-being and employee Job satisfaction change in the same direction. The presence of emotional well-being will lead to high employee job satisfaction and less emotional well-being will lead to low employee Job satisfaction. This outcome confirm the last hypothesis (H4) of the study, that emotional well-being positively influence employee job satisfaction.To assess extent to which the constructs of quality of work-life influence employee job satisfaction, multi regression analysis was performed, first on the the combined variables and then on individual determinant.

4.1 The combined influence of QWL on employee job satisfaction

Multiple regression analysis was run to predict the extent to which the total QWL (X) influences employee job satisfaction (Y) in the plant (Table 4).

Table 4 Model summary for overall variables
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Table 4 shows the adjusted R square and R at 0.05 significant levels. The coefficient of determination indicate that the combined determinants of quality of work-lifeis 91.1% responsible for the extent of influence on job satisfactionwhilstthe remaining 8.9% may be explained by other variablesnot considered in the study. The significance of quality of work-life on employee job satisfaction as explained by the F-test value (45.669) at significant level less than 0.05 (p = 0.000). There is indication quality work-life has strong positive significant outcomes on employee job satisfaction in the gas processing plant.

4.1.1 Extent of safety working environment impact (SWE) on job satisfaction

The extent of influence safety working environment impact on employee job satisfaction using linear regression analysis is depicted by Table 5. At 0.05 significant levels, and with a variation of 11.1% (R2), only 10.6% of the increase in employee job satisfaction is explained by safety working environment. There are other factors responsible for 89.4% of such influence.

Table 5 Model summary
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Safety working environment positively relates to employee job satisfaction in the gas processing plant with significant influence (t-test = 4.705; p = 0.00). Among the constructs (Table 3) however, SWE is observed to be the least positive and significant indicator impacting employee job satisfaction (Beta = 0.333). Although this outcome is collaborated by [75], Ahmed et al. [76] contradicts this assertion. They suggest that safety working environment is negatively associated with employees’ job satisfaction and attributed extrinsic rewards are the best motivator to cause job satisfaction. In recent times however, oil and gas businesses have become increasingly proactive with occupational health and safety issues. To remain competitive, management must strive to ensure employees work in a safe and conducive environment.

4.1.2 Extent of work-life balance (WLB) impact on job satisfaction

Regressing the association between work-life balance and job satisfaction (Table 6) returned 54.4% variation (R2) and significant at 0.05 levels (R2 = 0.541 and R = 0.333). It gives indication that 54.1% of the increase in employee job satisfaction is explained by work-life balance only without accounting for the remaining 45.9% predicators.

Table 6 Model summary
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The test confirms the two variables (work-life balance and employee job satisfaction) to be significant (p = 0.00;t-test = 14.57). Work-life balance has significant influence on employee job satisfaction among the employees and positively related (Beta = 0.738). It registered the second-largest important positive indicator of employee job satisfaction (Beta = 0.738). The study finding imply employees are able to manage both work and family in order to avoid work-family conflicts although some school of taught disagree with this outcome [77, 78]. The contradiction may be explained by the other factors accounting for the 45.9% variation.

4.1.3 Effect of personal development (PD) on job satisfaction

The extent of personal development on employee job satisfaction was analysed. Personal development coefficient of determination (R2) on employee job satisfaction indicate 11.2% variation at 0.05 significant levels (R2 0.107; R = 0.335). Although significant (t-value = 4.747;p = 0.00) and positively correlated (Beta = 0.335), only 10.7% of the influence on employee job satisfaction is explained by personal development.There is indication 89.3% of the impact may likely be attributed to other mediating factors (Table 7).

Table 7 Model summary
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Personal Development was found to be the third important positive indicator (Beta = 0.335) influencing employee job satisfaction. Job satisfaction has a positive relationship with opportunities provided to employees by the organisations [79]. Workers in the oil and gas sector are highly qualified and aware of their rights. It is imperative management identify their needs and satisfy them to ensure effective accomplishment of organisational goals and objectives. Organisations that offer effective training and development may have better trained and satisfied workers who may be committed to their organisations [79]. Employees satisfied with on the job training will also be motivated and willing to accept organisational goals and values [80].

4.1.4 Extent of emotional well-being (EBW) influence on job satisfaction

Emotional well-being is identified to have significant influence (R2 = 89.9%) at 0.05 significant levels(t = 37.789; p = 0.00) and positively correlated (Beta = 0.943) with employee job satisfaction. Increase in employee job satisfaction is 88.9% explained by this variable while 11.1% may be explained by other factors not considered in the study (Table 8).

Table 8 Model summary
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Amongst the four constructs of quality of work life (Fig. 3), the emotional well-being attribute was found to be the largest important positive factor influencing employee job satisfaction (Beta = 0.943). Although this study did not establish causal relationship toautomatically agree with earlier studies [81, 82], the implication is very plausible. Meta-analysis found that employees with low levels of job satisfaction are most likely to experience negative psychological outcomes [83].

Fig. 3
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Cumulative influence of Quality of Work Life on Job Satisfaction

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5 Conclusion and recommendations

The quality of work-life on job satisfaction is critical for safeguarding high level quality employee retention and work productivity in the oil and gas sector. The study sought to achieve four main specific objectives. It analysed the impact and extent quality of work-life on employee job satisfaction in a gas processing plant in Ghana. Self-administered questionnaires were the main research instruments used to collect data on 180 respondents using the census method. The data was processed and analysed quantitatively using correlation and regression. The impact of quality of work-life on job satisfaction was significant and positively related with varying degrees. Employees with positive emotional health and well-being in the workplace are likely to enjoy all work roles assigned them compared to those with negative emotional well-being. Workers who are able to effectively manage both their career and personal life are likely to enjoy work roles in the plant. If employees are given the opportunity to develop themselves intellectually, emotionally, and psychologically, they will enjoy their work roles as these developments contribute to improved individuals’ well-being and organisational performance. The research findings also established positive relationships between safety working environment and employee job satisfaction, an indication that a safe and healthy working environment is likely to increase employee’s level of confidence, commitment, efficiency and effectiveness. The combined effect of the constructs of quality of work life influence on job satisfaction was predicted to be significant and very strong. Inferring from the research findings, we recommended that duty bearers consolidate these gains and pay attention to other mediating factors that give full support to the constructs of quality of work-life for workers to appreciate themselves as being stakeholders of the company. It has the potential to increase confidence and add value in what workers do. Management must on periodic basis, review the allocation of work duties and job description to ensure employees have achievable workloads. They must ensure employees leave the office on time to spend quality time with family members and should not expect employees to deliver work outputs in unworkable time scales if not needed urgently. If employees are allowed the freedom to give back while working, they will generally feel good about themselves and about their work role. Management must promote employee workplace assistance programs as an option to confidentially discuss stress and anxiety related issues. Employees must be given the opportunity to engage in personal growth and development programs, including; attending workshops and seminars, trainings, capacity building and conferences to develop a growth mindset, learn new things, develop emotional intelligence, improve their public speaking skills, as well as unleash their passions and interests and bring them into reality in their specific fields of work. The study recommend management to improve on emotional well-being of employees by developing appropriate policies and procedures that addresses bullying, harassment and discrimination, conflicts, grievances, and critical incidents in the workplace. Management must implement safety protocols, appraise existing ones, have routine health screening, and periodic briefings on workplace safety to ensure that workers in the plant have the ease of working in a relaxed and free environment without burden or pressure that would cause their performance to decline.