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Quality Work Life...

Quality Work Life...



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Published by kirthika sekar

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Categories:Types, Research
Published by: kirthika sekar on Sep 23, 2009
Copyright:Attribution Non-commercial


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It is almost impossible today to pick up a newspaper or news-magazine without finding a reference to quality of work life. In thesearch for improved productivity, manager and executives alike arediscovering the important contribution of QWL. QWL entails thedesign of work systems that enhance the working life experiences of organizational members, thereby improving commitment andmotivation for achieving organizational goals. The Quality of working life refers to the relationship between a workerand his environment, adding the human dimension to the technicaland economic dimensions within which work is normally viewed anddesigned. QWL relates to the facilities and conditions in which workers have to work.According to J. LIoyd Suttle, Quality of work life is the degree to whichmembers of a work organization are able to satisfy important personalneeds through their experiences in the organization. More specifically,QWL may be set into operation in terms of employees perceptions of their physical and psychological well-being at work.
WHAT IS QWL?Definition of QWL:
First definition 1969- 1972 QWL = variableSecond definition 1969- 1975 QWL = approach Third definition 1972- 1975 QWL = methodsFourth definition 1975- 1980 QWL = movementsFifth definition 1979- 1982 QWL = everything The term QWL refers to the favourableness or unfavourablenessof a total job environment for people. QWL programs are another wayin which
organisations recognise their responsibility to develop  jobs and working conditions that are excellent for people as well as for economic health of the organisation.
The elements in a
typical QWL program include open communications, equitablereward systems, a concern for employee job security and satisfyingcareers and participation in decision making. Many early QWL effortsfocus on job enrichment. In addition to improving the work system,QWL programs usually emphasise development of employee skills, thereduction of occupational stress and the development of more co-operative labour-management relations.Vigorous Domestic and International competition driveorganisations to be more productive. Proactive managers and humanresource departments respond to this challenge by finding new waysto improve productivity. Some strategies rely heavily upon new capitalinvestment and technology. Others seek changes in employeerelations practices.Human resource departments are involved with efforts toimprove productivity through changes in employee relations. QWL means having good supervision, good working conditions, good payand benefits and an interesting, challenging and rewarding job. HighQWL is sought through an employee relations philosophy thatencourages the use of QWL efforts, which are systematic attempts byan organisation to give workers greater opportunities to affect their jobs and their contributions to the organisation’s overall effectiveness. That is, a proactive human resource department finds ways toempower employees so that they draw on their “brains and wits,”usually by getting the employees more involved in the decision-makingprocess.
The Human Resource Department’s Role
 The role of human resource department in QWL efforts varies widely. In some organisations, top management appoints an executiveto ensure that QWL and productivity efforts occur throughout the
organisation. In most cases, these executives have a small staff andmust rely on the human resource department for help with employeetraining, communications, attitude survey feedback, and similarassistance. In other organisations, the department is responsible forinitiating and directing the firm’s QWL and productivity efforts.Perhaps the most crucial role of the department is winning thesupport of key managers. Management support particularly topmanagement support appears to be an almost universal prerequisitefor successful QWL programs. By substantiating employee satisfactionand bottom-line benefits, which range from lower absenteeism andturnover to higher productivity and fewer accidents, the departmentcan help convince doubting managers. Sometimes documentation of QWL can result from studies of performance before and after a QWL effort. Without documentation of these results, top management mightnot have continued its strong support. The department also has both a direct and indirect influence onemployee motivation and satisfaction.Satisfaction
Orientation Training andDevelopmentCareer PlanningCounselling Supervisor Employee
Safety andHealth policiesCompensation practicesOther policies andpractices

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