124 Bodhi International Journal of Research in Humanities, Arts and Science Vol. 8 No. 2 January 2024 E-ISSN: 2456-5571 Impact of Quality of Work Life on Organizational Commitment (Special Reference to MAS Linea Clothing (PVT) Ltd in Kandy District) S. PRIYADHARSAN Department of BMS Trincomalee Campus, Eastern University, Sri Lanka W.M.M.K.S WEERASEKARA Department of BMS Trincomalee Campus, Eastern University, Sri Lanka Abstract This research focuses on the impact of quality of work-life on organizational commitment in a garment factory, with special reference to MAS Linea Clothing (Pvt) Ltd in the Kandy district. The objectives of the research are to identify the level of quality of work-life of employees, to identify the current level of organizational commitment, to find out the relationship between quality of work-life and organizational commitment and to identify the impact of quality of work-life on organizational commitment.The main conceptual variables are quality of work life and organizational commitment. One hundred machine operators were chosen for the study. Descriptive, bivariate, and multivariate analysis are the data analysis techniques used.Research findings indicate that most quality of life variables have a moderate relationship with organizational commitment, while continuance commitment has a moderate relationship with the quality of work-life. Further, there was an impact of the quality of work-life on organizational commitment. Keywords: Quality of Work Life, Organizational Commitment, Involvement Introduction According to Rethinam et al. (2008), Quality of work life (QWL) refers to how well an employee’s work environment supports and promotes improved health and wellbeing, job security, job satisfaction, competency development, and a balance between work and non-work life. It also states to in what way an environment shapes personal needs and organizational goals.It is vital for organizations to draw in and keep workers. The demands of today's business environment and family structure have made work-life quality a critical issue in the last 20 years (Akdere, 2006). Additionally, companies that provide a higher quality of work-life and supportive work environments are likely to have an advantage in recruiting and retaining valuable employees, and high-quality work-life organizations enjoy exceptional growth and profitability (May et al., 1999). Another important consideration in keeping employees with an organization is their level of commitment. Less committed members do not have the same positive impact on the organization as committed members do. Higher levels of commitment among employees are associated with improved performance and productivity as well as decreased absenteeism and tardiness (Cohen, 2003). This suggests that workers who are highly committed to the organization put in more effort and resources to run its operations (Saal et al., 1987). Members who are committed tend to be goal-oriented and creative, with the ultimate goal of participating and enhancing performance (Morrow, 1993). People with low organizational commitment are typically ineffective at