EMPLOYEE–MANAGER RELATIONSHIP QUALITY AND ITS IMPACT ON QUALITY OF WORK LIFE, JOB SATISFACTION, AND EMPLOYEE WELL-BEING IN THE INDIAN BANKING SECTOR: AN EMPIRICAL STUDY

Abstract

The banking sector in India has undergone substantial transformation due to digitalization, regulatory reforms, increased competition, and evolving customer expectations. These changes have significantly influenced workplace dynamics and employee experiences. Among the various organizational factors affecting employee outcomes, the quality of employee–manager relationships has emerged as a critical determinant of quality of work life (QWL), job satisfaction, employee engagement, and overall well-being. This study investigates the influence of employee–manager relationship quality on employees' quality of work life, job satisfaction, and well-being in the Indian banking sector. The study adopts a quantitative and empirical approach based on Leader-Member Exchange (LMX) Theory, Social Exchange Theory, and Organizational Support Theory. The findings suggest that positive employee–manager relationships significantly enhance employee motivation, workplace satisfaction, psychological well-being, and organizational commitment. The study further highlights the role of managerial support, trust, communication, and recognition in improving employee outcomes. The research contributes to Human Resource Management (HRM) literature and provides practical implications for banking institutions seeking to improve workforce productivity and employee retention