Quality of Work Life

Presented to :- Prof.
Arvind Rajshekher
Amit Patel
Chirag Patel
Deepak Rao
Jaydev Joshi
Jitendra Chavda
IIPM Ahmedabad--Organization
development 07/28/09 1
People are becoming more quality conscious as
of their work, the products & the quality of
their work life. The efficiency of each activity
depends on the quality of work life of the
people. Quality of work life is not based on a
particular theory nor does advocate a
particular technique for application. Instead
quality of work life is concerned with the
overall climate of work. Quality of work life
will be varying from place to place, industry
to industry and culture to culture
Robbins (1989) defined QWL as "a process by
which an organization responds to
employee needs by developing mechanisms
to allow them to share fully in making the
decisions that design their lives at work"
 Work is a integral part of our every day life
as it is our livelihood.
 We spend around 12 hours of the day in
work that is one third of entire life.

 It should yield job satisfaction, give peace of
mind and a fulfillment of having a task

done.
The employee should avoid the
following activities while working in
any of the organisation
 Commercial Bribes and Extortion

 Accepting Gifts
 Employee Theft
 Computer Theft
 Trade Secrets
Klott, Mundick & Schuster suggested 11 major
quality of work life issues
 Pay & stability of employment.
 Occupational stress.
 Organizational health program.
 Alternative work schedule.
 Participative management.
 Recognition.
 Congenial worker supervisor relation.
 Grievances procedure.
 Adequacy of resources.
 Seniority& merit in promotion.
 Employment on permanent basis.
1 Compensation or Wages
2. Job satisfaction
3. Working environment
4. Job profile
5. Health and Safety
6. Growth prospects
7. Job Rotation
 The fairness of wages.
 The fairness of employee working

conditions.
A number of factors that should be taken into account in determining
wages and salaries:
 The going wage in the industry and the area Although
labor markets in an industry or an area may be manipulated or
distorted they generally provide at least rough indicators of fair wages
if they are competitive and if we assume competitive markets are just.
In addition, the cost of living in the area must be taken into account if
employees are to be provided with an income adequate to their
families needs.
 The firm’s capabilities In general, the higher the firm’s profits,
the more it can and should pay its workers, while the smaller its
profits, the less it can afford. Taking advantage of cheap labor in
captive markets when a company is perfectly capable of paying higher
wages is exploitation.
 The nature of the job Jobs that involve greater health
risks, that offer less security, that require more training or experience,
that impose heavier physical or emotional burdens, or that take
greater effort should carry higher levels of compensation.
 Minimum wage laws The minimum wages required by law
set a floor for wages. In most circumstances, wages that fall beneath
this floor are unfair.
 Relation to other salaries If the salary structure within an
organization is to be fair, workers who do roughly similar work should
receive roughly similar salaries.
The employee’s main moral duty is to work
toward the goals of the firm and to avoid any
activities, which might harm those goals
Why this happens

Conflicts of Interest: Conflicts of interest in
business arise when an employee or an
officer of a company is engaged in carrying
out a task on behalf of the company and the
employee has a private interest in the
outcome of the task:
1. Training and Support
2. Accountability
3. Resourcing
4. Creating a Culture of Acceptance and
Encouragement
Training and Support:. This should
be followed up with support for managers
managing teams that are working in new
and diverse ways.
Accountability : Managers should be

made accountable for achieving work-life
balance goals and objectives which are
linked to core business objectives.
Resourcing: Resourcing need to be

made available for the implementation and
measurement.
 Creating a Culture of Acceptance and
Encouragement :Starts with making the
business case to senior management to get their
commitment and leadership through role
modeling, resourcing and supporting other
managers to implement the work-life strategy.
Focus then needs to shift to communication of
business objectives, training, support and
accountability for mangers and supervisors.
Finally, putting the work-life strategy into practice
through a written action plan, which includes an
assessment of the work-life needs of staff in a
particular organization or local branch, and
monitoring of progress and outcomes.
Positive results of QWL have been supported
by a number of previous studies, including
reduced
◦ absenteeism,
◦ lower turnover, and
◦ improved job satisfaction.
Not only does QWL contribute to a company's
ability to recruit quality people, but also it
enhances a company's competitiveness.
 Fun and Work.
 CONTINUOUS IMPROVEMENT PROGRAMS.
 Systematic problem solving. (Xerox)
 Experimentation.
 Learning from past experience.
 Learning from others.
 Transferring knowledge.
 Job Enrichment
 Job Rotation
 Quality Circles
 Worker’s Participation
 Organizational Development
 Labour Welfare
 Job Enrichment:- adding more
responsibilities.
 Job rotation:- transferring of employees
 Organizational Development
TQM appears to be highly congruent with OD
approaches and Values.
Remember Deming’s 14 points of OD and TQM.
IIPM Ahmedabad--
Organization development 07/28/09 18
A Quality Circle is a volunteer group composed
of workers (or even students) who meet to
discuss workplace improvement, and make
presentations to management with their
ideas, especially relating to quality of output
in order to improve the performance of the
organization, and motivate and enrich the
work of employees.
Typical topics are improving occupational

safety and health, improving product design,
and improvement in manufacturing process.
The ideal size of a quality circle is from eight
to ten members.
1. It is a voluntary forum of workers, Hence it does
not evoke their resistance which is usually found
when such forums are created by the government
or management.
2. It makes full use of a worker’s potential.
3. It provides the worker autonomy and sense of
achievement
4. It ensures greater participation and involvement
of a worker in the day-to-day functioning of his
department.
5. It helps in finding solutions to several problems
and in removing cobwebs and bottlenecks in daily
functioning.
6. It helps in creating cohesive groups with
improved morale. IIPM Ahmedabad--Organization
 Attitude
 Environment
 Opportunities
 Nature of job
 People
 Stress level
 Career prospects
 Challenges
 Growth and development
 Risk Involved and Reward
 A happy and healthy employee will give
better turnover, make good decision and
positively contribute to the organizational
goal.
 An assured good quality of work life will not
only attract young and talent but also retain

the existing experienced talent.
Thank you…

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Presented to :- Prof.

work that is one third of entire life.

mind and a fulfillment of having a task

 Commercial Bribes and Extortion

 Organizational health program.

 Alternative work schedule.

 Congenial worker supervisor relation.

 Seniority& merit in promotion.

 Employment on permanent basis.

 The fairness of employee working

Why this happens

Accountability : Managers should be

Resourcing: Resourcing need to be

Typical topics are improving occupational

only attract young and talent but also retain

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