SUMMER INTERNSHIP PROJECT ON QUALITY OF WORK LIFE IN RSPL LIMITED HEMVATI NANDAN BAHUGUNA GARHWAL UNIVERSITY SRINAGAR, UTTARAKHAND BBA (Bachelor's of Business Administration) SUBMITTED BY :- ABID HUSSAIN LONE ROLL NO. :- 20203510008 Under the Guidance of :- MR. ARPIT WALIA ALPINE GROUP OF INSTITUTE (BATCH :- 2020-2023)CERTIFICATE This is to certify that, | ABID HUSSAIN LONE, Roll no. :- 20203510008 & Enrollment no. :- G202030227 the student of APLINE GROUP OF INSTITUTE has undertaken his project work under my supervision his survey title is Quality of Work Life in RSPL Limited. This project has been undertaken for the partial fulfillment of the requirement for the award of a BBA ( Bachelor's of Business Administration). This is further certified this work has not been submitted elsewhere for the award of any degree and has not been published for any other purpose to the best of my knowledge. This information collected through this survey work shall be used only for research purposes. Mr. Arpit Walia ALPINE GROUP OF INSTITUTE DEHRADUN, UTTRAKHAND SIGNATURE:- DATE:--DECLARATION I, ABID HUSSAIN LONE, here by declare that the project titled “QUALITY OF WORK LIFE IN RSPL LIMITED" is my original work conducted for the fulfilment of my major research project. This work is conducted under the guidance and supervision of Mr. ARPIT WALIA ( Project mentor). This report work has not been performed on the bases for the award of any Degree or Diploma Associate-ship/ Fellowship and any other similar project if any. This Report has not been previously committed for any Examinations/ Institute/ Universities. The information submitted is true and original to the best of my knowledge. Signature of the StudentACKNOWLEDGMENT _"It is not possible to prepare a project report without the assistant & encouragement of other people. This one is certainly no exception." At the very outset of this report. | would like to extend my sincere & heartfelt obligation to all the personages who have helped me in this endeavour. Without there active guidance, help, corporation & encouragement, | would not have made headway in the project. lam extremely thankful and pay my gratitude to my faculty, Mr. ARPIT WALIA, for his valuable guidance and support in the completion of this project in it's present. | extend my gratitude to ALPINE GROUP OF INSTITUTE for giving me this opportunity. Thanking you, ABID HUSSAIN LONES.No. TOPIC Pg. No. 1, Declaration 4 2. Acknowledgement 5 3. Objectives of the study 6 4. ‘ations of the study Z 5. Research Methodology 8-12 6. Organizational profile 13-22 7. Introduction to quality of work life 23-24 71. Evolution of Quality of Work Life (QWL) 25-26 72. Meaning and Concept of QWL 27 iz: Theory of Motivation and Quality of Work Life 28 74. Definition of Quality and Quality of Work Life 29-30 7.5. Factors Influencing the Quality of Working Life 31:33 7.6. Dimensions of Quality of Work Life 33-35 ai. Indian Approach to QWL 36-38 78. Quality of Work Life Parameters 39 7.9. Health and Safety 40-42 7.10. Welfare facilities 42-44 TAL. Working conditions 45 7.12. Compensation 47 7.13. Career Growth and Development 49 7.14. Grievance redressal mechanism 50-52 7.15. Social Integration at Work 53 2he7.16. Social Relevance of Work Life 54 LAT: ‘Who Needs Quality of Work Life? 55 7.18, Humanized work through quality of work life 56 7.19. Job Enlargement vs. Job Enrichment Ss? 7.20. The human resource department’s role 58 7.21, Motivation 59 7.22. Job satisfaction 60 7.23. ‘Objectives of Quality of Work Life 61 7.24. Importance of Quality of Work Life 61-63 7.25. About QWL strategy 63 7.26. Quality of Work Life as a process 64-65 7.27. Problems of implementing Quality of Work Life 66 programmes 7.28. ‘Strategies to improve Quality of Work Life 65-66 8. Findings 67 9. Impact of Quality Of Work Life-RSPL 68 10. Conclusion 69 il. Suggestions 70-71 3|Page12. Questionnaire 72-75 a3: References 76OBJECTIVES OF THE STUDY The objective of the study is to find out the quality of working life of the employees in RSPL Ltd. The objective of the study is to help the organization to know the level of satisfaction of the workers and executive's at all hierarchical levels towards the facilities and welfare amenities provided by them. The study is also aimed at reviewing the working conditions including the total environment to bring in positive change for betterment of the Quality of Work Life of employees. The objective of the study is also to find out the challenges and difficulties faced by the management in providing better Quality of Work Life to the employees. The objective of the study is also to find out the thinking of the employees with respect to the work culture in the organization. 6|PageLI TI F THE STUDY > The time taken for my project study was 45 days to gather opinions from the employees and the management. » The data collected by me through primary source is constrained by the sample size which is only 50 employees. > The data collected other than the questionnaire is from the secondary source only. 7[PageRESEARCH DESIGN “Research design is the plan, structure, and strategy of investigation conceived so as to obtain answers to research questions and to control variance” According to Kerlinger. The plan is an outline of the research scheme on which the researcher is to work. The structure of the research is a more specific outline or the scheme and the strategy shows how the research will be carried out, specifying the methods to be used in the collection and analysis of the data. Research design is the blueprint of the research it lays down the method and procedure for the collection of requisite information and its measurement and analysis with a view to arriving at certain meaningful conclusions at the end of the proposed study. Research design used in the project The Research method followed in this project is ‘Descriptive Research’. | chose the mentioned research method as the basic objective of the project was to examine Quality of Work Life prevailing in the company, suggest some suitable changes in existing system in order to make it more positive and meaningful in achievement of desired organizational goals. 8| PageDescriptive studies Descriptive studies are undertaken when the researcher is interested in knowing the characteristics of certain groups such as age, sex, education level, occupation orincome, It can also be conducted when he wants to know the proportion of people in a given population who have behaved in a particular manner, making projections of a certain things; or determining the relationship between two or more variables. The objective of such a study is to answer the “who, what, where, and how” of the subject under investigation. Descriptive studies are well structured. It is therefore, necessary that the researcher gives sufficient thought to framing research questions and deciding the types of data to be collected and the procedure to be used for this purpose. The data and records of the employees are also examined to understand the purpose well. Then the research was designed as a good research design facilitates the study and makes it an efficient as possible. A systematic research with structured and specified steps in specified sequence was designed and is as follows: Step1: The objective is specified with sufficient precision to ensure that data collected is relevant. 9|PageStep 2: The data collection method to be used is questionnaires, interviews and observations. While designing data collection procedure, adequate safeguards against bias and unreliability are ensured. Step 3: The questions are prepared in a clear, understandable manner. Step 4: The sampling design used is stratified random sampling, under this sampling design; every item of the universe has an equal chance of inclusion in the sample. RESEARCH TOOLS AND QUESTIONNAIRE Sampling Design Sample size: Random sampling technique was adopted to choose the respondents for the sample. This technique was used keeping in view the scope of the study, which try to cover different departments and cadres of people. The sample drawn is 50 which are from the whole population. Sample universe: RSPLLTD., FazalGanj, KalpiRoad, Kanpur. Research tools: The instrument used by me for collecting the information is QUESTIONNAIRE which contained questions covering various aspects related to Quality of Work Life. It contained open ended questions and close ended questions. ACTION PLAN FOR DATA COLLECTION 1o|PageTo obtain the data free from errors, | performed every step carefully while collecting and recording information and tried to get complete, comprehensible and consistent data The data for the present research study was collected through two methods: 1. Primary data collection method 2. Secondary data collection method PRIMARY DATA COLLECTION The primary data are those which are collected afresh and for the first time. These data are obtained by a study specifically designed to fulfill the data needs of the problems at hand. Such data are original in character. Methods of primary data collection: The primary data has been collected through following methods: 1. Interview method: > Direct personal interview method was used to collect the information from the respondents (employees) by personally visiting and meeting the people from whom data have to be collected. This method was used because the project includes an intensive study of a limited field. > Moreover, the data needed for the purpose is more of personal nature which can be collected through directly communicating with the employees in order to increase its reliability. The information thus collected is original, accurate and in depth. u|Page> The interview was unstructured as it was characterized by flexibility of approach to questioning and did not follow a system of pre-determined questions and standardized techniques of recording information. > The method of unstructured interview was chosen so as to have greater freedom to ask, in case of need, supplementary questions or at times to change the sequence of questions. 2. Questionnaire method: In this methad, a questionnaire was made consisting of a number of questions to be answered and filled by the respondents (employees) on their own. This method was used in order to enable the respondents to answer the questions as per their convenience and to provide those adequate to give well thought out answers. Thus this further increases accuracy. SECONDARY DATA COLLECTION The secondary data are those which have already been collected by someone else and which have already been passed through the statistical processes. Thus such data is not originally collected rather obtained from published or unpublished sources. Methods of secondary data collection: Company’s Website Magazines & Journals Internet Books and newspapers 12|PageThe collection of the secondary data was done through published sources and Unpublished sources of Work Life. ORGANIZATIONAL PROFILE Introduction > © EVOLUTION IS CONSTANT RSPL Limited - Company does the manufacturing and trading of detergents, toilet soaps and other FMCG products. Poonam Developers & Infrastructure India Private Limited -This Company is involved in the business of construction and real estate. Calcutta Detergents Private Limited -This Company does activities of manufacturing and trading of detergents. All the Companies are under the supervision and control of the same management, thereby making its recognition as the “GHARI GROUP”. Ghari Detergents brand is one of the fastest growing in the stagnant FMCG market. The Ghari Group, in spite of such competition, is making great strides in the Indian Detergent Industry and is currently ranked as third largest brand in its category with more than 16% market share (approx.) and is striving to better its 13|Pageposition byconstant endeavor. With the passage of time, by adopting latest technology and using premium quality raw material, it developed a product under the brand name ‘GHARI’ to the liking of the masses and achieved a group turnover Of more than Rupees 1000 Crores in the financial year 2006-07, are continuing with an average growth rate of 15 to 20%. Today, Ghari is one of the fastest growing brands with a market share of around 40% in UP and Bihar with close to 10% volume share on an all-India basis. It caters to the mass market through a wide network of 300 distributors and a million retail outlets spread from the smallest rural village to the largest metro with a strong base in North India. KTC clocked a sales turnover of Rs 840 crore in '05-06 with a net income of Rs 35 crore. It has projected a net profit of Rs 60 crore in the current fiscal, on a turnover of over Rs 1,000 crore. The funds raised through the private placement route would be used to finance KTC’s ongoing projects in Uttaranchal and other parts of the country, Currently, KTC makes Ghari detergent at its plants in several locations including Kanpur, New Delhi, Indore, Sahibabad and Alwar. 14| PageKTC is also setting up an IT park in Noida on 1.5-2 lakh sq ft. With the valuation ruling high, industry watchers say this is an ideal time to offload equity. The leading brand “GHARI” and some other brands in the detergent segment were earlier owned by KTC Private Limited, the marketing company of the group. The company has been merged with Leayan Over-seas Private Limited; another group company engaged in the manufacturing and marketing of leather shoes under the brand name of “RED CHIEF” and finished leather. Pursuant to the Scheme of amalgamation becoming effective, the name of the company has been changed to “Ghari Industries Private Limited”. The activities of the merged entity are now broadly into two segments, the marketing and trading of Ghari detergent cake/detergent powder and manufacturing and marketing of leather shoes and finished leather. 15|PageFootwear range of Ghari Industries Pvt. Ltd. was launched under the brand name Red Chief in 1997 to meet the growing demand for branded high quality leather footwear at an affordable price. Starting with a handful of employees in 1997, Red Chief now has a workforce of more than 350 dedicated employees.The company has recorded an impressive growth through its enthusiastic and highly motivated marketing team and _an efficient distribution network covering nearly the whole of north & west India. For future growth the company is now all set to explore overseas market. 16|PageMission & core business / functions RSPI's Core Ideology OUR MISSION To be a part of consumer’s daily life by giving them best value for money through well researched and ever evolving excellent products. OUR CORE VALUES ¢ Consumer Centricity e Continuous Improvement e Integrity e Thorough Planning & Execution Ghari group has diversified into other businesses with firm foot in leather, wind energy, construction, and toilet soap. With a view to backward integration of raw materials (Alpha olefin suffocates, optical brightener and integrated packaging unit for captive consumption) the group has allocated rupees 50 crores for this purpose and has managed its funding with its internal accruals and borrowing from financial institution. Rs 35crores approx. have already been invested. The group with its commitment to quality control to utmost level has setup a fleet of tankers and trailers to stop adulteration and to manage its logistics more efficiently and cost effectively. 17|PageTo avoid double taxation and transport cost group has established their production units and depots in different locations across the country. The company has a very strong market presence in major parts of India; however some parts had been left untouched hitherto. Steps are being taken to strengthen and increase our already strong dealer network of 2500 dealers, so that they are able to penetrate those markets where we have little or no presence. By the next two to three years, they hope to have a significant share of the Indian Detergent market. Initiatives are being taken to set up modernized units in order to meet the growing consumer demand for our products and fulfil the age-old adage of ‘value for money’. izational cd Shri MurliDhar Executive Chairman 2. Shri Bimal Kumar Managing Director 3. Shri Manoj Kumar Managing Director | 4. Shri Rahul Gyanchandani Joint Managing Director | 5. Shri RohitGyanchandani Director | hee ffiAddress: 119-121(Part) Block P&T FazalGanj,KalpiRoad, Kanpur,208012 U.P. Telephone No: 0512-2221201 to 205 Fax No: 0512-2221229-30 Email: info@gharidetergent,com Corporate office Address: Plot No.124 Sector-44.Gurugram-122003(Haryana) Telephone No: +91-124- 2544186 to 88, 7518204740-41. Executive summary e The project work entitled “BRAND AVAILABILITY” is carried out in the purview of Fast Moving Consumer Goods market. The objective of the project work was to identify the presence of brands of FMCG sector of RSPL. 19|Page¢ If we look upon the overall industry then we see that industry is witnessing exceptional growth rates. © The market will get transformed into a mass market phenomenon that relies on economies of scale. Overall penetration and market opportunity will increase, but with thinner margins. Operators will struggle to find a balance between yield and growth to fulfill growth expectations. Value added services such as a service differentiator and as an important revenue stream that will help to cushion the pressure on overall service revenues. ¢ Insuch conditions, the new augmented products, effective service delivery, technologically updated value added services and customer relationship management will be crucial for each of the players in the tractor services industry. © After making the comparative analysis of BRAND AVAILABILITY we come to know that only the brand Ghari is so famous &Xpert& Venus is also going well. But MR2 is not doing well. e The advertisement strategy of RSPL is not too good. FMCG Industry These are the five most important things which are in involved in FMCG industry. This is the Porter’s five forces model regarding FMCG industry. 20|Page> Rivalry among Competing Firms: In the FMCG industry, rivalry among competitors is very fierce. There are scarce customers because the industry is highly saturated and the competitors try to snatch their share of market. They use all sorts of tactics from intensive advertisement campaigns to promotional stuff and price wars etc. so overall the intensity of rivalry is very high. > Potential Entry of New Competitors: The industry does not have any measures with which it can control the entry of new firms. The resistance is very low and the structure of the industry is so complex that new firms can easily enter and also offer tough competition due to cost effectiveness. Thus, potential entry of new firms is highly viable. Potential Development of Substitute Products: There are complex and never ending consumer needs and no firm can satisfy all sorts of needs alone. There are plenty of substitute goods available in the market that can be replaced if consumers are not satisfied with one. The wide range of choices and needs give a sufficient room for new product development that can replace existing goods, > Bargaining Power of Suppliers: The bargaining power of suppliers of raw materials and intermediate goods is very high. There is ample number of substitute suppliers available and the raw materials are also readily available. There is no monopoly situation in the supplier side because the suppliers are also competing among themselves. 2i[Page> Bargaining Power of Consumers: Bargaining power of consumers is also very high. This is because in FMCG industry the switching costs of most of the goods is very low and there is no threat of buying one product over other. Customers are never reluctant to buy or try new things off the shelf. Abstract In modern era, it has been observed that stress management has become one of the most substantial conceptsin the professional environment. It is also seen that working efficiency has degraded to some extent as professionals are unable to maintain a balance between their personal and_ professional lives. This difference has made organizations to formulate such policies that lead to better job performance which results in job satisfaction moreover employee satisfaction. This degree of satisfaction has been referred to as QUALITY OF WORK LIFE. Quality of work life is a process in an organization which enables its members at all levels to participate actively and effectively in shaping organizational environment, methods and outcomes. This study focuses on the subjective matter of QWL i.e. its key elements like job security, job performance, employee satisfaction etc. 22|PageINTRODUCTION TO QUALITY OFWORK LIFE 7. Introduction to quality of work life This topic serves as an introduction and provides the necessary theoretical Framework for developing proper perspectives of the subject. Quality of Work Life (QWL) is a relatively new concept which is defined as the overall quality of an Individual’s working life. QWL is sometimes considered as a sub-concept of the broad concept of quality of life, which refers to the overall quality of an individual's life. Quality of life includes factors such as income, health, social relationships, and other factors such as happiness and fulfillment. QWL being the main subject of the present study meaning, definition, scope of the QWL, and QWL in the Indian context, etc.,have been discussed. The pursuit for improved productivity through human resources has its foundation in the early nineteenth century with F.W Taylor developing Scientific Management Theory and creating a new awareness regarding human resources. Prior to the advent of Scientific Management, human resources were considered as a mere instrument of production with regard to work from dawn to dusk. The working conditions were paid scanty attention. The labour was motivated by the lure of money. The Scientific Management focused mostly on division of labour, hierarchy,close supervision and management principles. 23) PageThese have no doubt brought several benefits to the society. From then onwards continuous research and investigations have been undertaken ta understand human behavior at work and the way's to improve their job satisfaction, balanced with the aim of the organizations to work for better productivity with job and employee satisfaction. In order to achieve these twin objectives, different approaches have been developed and applied for improvement of quality of working life of workers. oe 4 “ = CAREER GROWTH FLBNBLE work TIMINGS INCREASED EMPLOVEE PARTICIPATION COMMUNICATION 24| Page7.1 Evolution of Quality of Work Life (QWL) The Quality of Work Life refers to all the organizational inputs that aim at the Employees’ satisfaction and enhancing organizational effectiveness. Walton R.E. 2(1973)1 attributed the evolution of Quality of Work Life to various phases in history. Legislation enacted in early 20th century to protect employees from risks inherent in job and to eliminate hazardous working conditions, followed by the unionization Movement in the 1930s and 1940s were the initial steps. Emphasis was on ‘job Security, due process at the work place and economic gains for the worker’. The 1950s and the 1960s saw the development of different theories by psychologists Proposing a positive relationship between morale and productivity, and the possibility that improved human relations that would lead to enhancement of productivity. Attempts at reforms to acquire equal employment opportunity and job enrichment Schemes also were introduced. During 1970's, the idea of QWL was evolved, According to Walton, as a broader concept than the earlier developments, and something that includes the values, human needs and aspirations. An international conference was held at Arden House, New York in 1972. It dealt in detail with the practice and theory of democratization of work place. In this conference the term “Quality of Working Life’ was introduced, and the International Council for Quality of Working Life (ICQWL) was formed to facilitate research on and action for Quality of Working Life. During 1972 to 1980 the concern for QWL gained momentum, and assumed the proportion of a 25|Pagemovement. Some of the members of ICQWL wanted to hold another International Conference, during the 1980s. In Canada, QWL researches were gaining attention; and a weekend meeting was organized in Toronto in 1980 to discuss ICQWL’s proposal. The first open International Conference was organized in Toronto in August 1981 on Quality of Work Life. A large number of managers, union representatives and academicians, attended the conference. Jenkins (1981) observed that the Toronto conference demonstrated that the Quality of Working Life is becoming an important issue of the ongoing organizational reality to enhance the Quality of Work Life of employees. Evolution of quality Quality Total Taciam Quality Qu Circle Quality Employee Involvement of Work life 7.2: Meaning and Concept of OWL 26|PaceQWL is the favorableness or unfavorableness of a job environment for people; it refers to the quality of relationship between employees and the total working environment. According to Harrison, QWL is the degree to which the working organization contributes to material and psychological well-being of its members. The QWL as “a process of joint decision making, collaboration and building mutual respect between management and employees”; it is concerned with increasing labour management co-operation to solve the problems, improving organizational performance and employee satisfaction. According to the American Society of Training and Development (1979), it is a process of work organization which enables its members at all levels to actively participate in shaping the organization’s environment, methods and outcomes. This value based process is aimed towards meeting the twin goals of enhanced effectiveness of the organization and improved quality of life for employees. Broadly, the concept of QWL involves four major aspects: 1) Safe work environment, 2) Occupational health care, 3) Suitable working time, and 4) Appropriate salary. The safe work environment provides the basis for a person to be happy at work. The work should not pose a health hazard for the person. The employer and employees are aware of their risks and rights, and could achieve a lot for their mutual benefit. 73 Tk £ Motivati J Quality of Work Lif 27|PageThe ‘Quality of Work Life, (QWL) is a philosophy, a set of principles, which holds that people are the most important resources. Straw, R.J., and C.C. Heckscher, (1984) 8 started that in an organisation, people are trustworthy, responsible and capable of making valuable contribution, and they should be treated with dignity and respect. The elements that are relevant to an individual’s quality of work life include: 1. The task, 2. Physical work environment, 3. Social environment within the organization, 4. Administrative system and 5. Relationship between the life and job Humanistic Theory of Motivation Mastow's terarchy of Weeds pret art taney acer rama oh Fe AE 7.4 Definition of Quali J Quality of Work Lif 28|PageThere are many aspects of quality and they fall into categories such as consumer view point of quality, producer view point of quality, personnel, behavioural quality, quality practices, reliability, education, training, team work, communication and other such topics are always included in ‘quality’ discussion. Quality is the totality of the features and characteristics of a product, service or a person that bear on its or his ability to satisfy stated or implied needs. Walton. R.E, (1973)21 who had taken up extensive research on QWL can be considered as a major contributor to the concept of productivity and human resources. He devised an eight point criteria to measure the ‘Quality of WorkingLife’. The categories are: > Adequate and fair compensation, > Safe and healthyworking environment, > Opportunity to develop human capabilities, > Growth and security, » Social integration, > Constitutionalism, > Total life space and > Social relevance. According Lippitt, G.L. (1978) 22 the term QWL broadly referring to thedegree to which work provides an opportunity for an individual to satisfy a widevariety of personal needs to survive with some security, to interact with others, tohave a 29|Pagesense of personal usefulness, to be recognized for achievement and to have anopportunity to improve one’s skills and knowledge. Nadler, D.A. and Lawler, E.E. (1983)23 defined QWL as an individual’sperception of and attitudes towards, his or her work and the total workingenvironment. In simple words, QWL can be defined as an individual’s evaluativereactions to satisfaction with his/her work and the total working environment. Beukema, L. Groningen et al. (1987)24 expressed that QWL is defined as the degreeto which employees are able to shape their jobs actively, in accordance with theiroptions, interests and needs Many different factors influence the quality of an individual’s working life. 30| PageThese factors include working conditions, workplace-stress and job satisfaction. 1. Job satisfaction refers to how far the individuals are satisfied with theirposition of employment. Factors such as workplace environment, peers, and income and work duties influence how satisfied an employee is with the job. When job satisfaction is positive, this contributes to a better quality ofworking life. An individual who is satisfied with their job is more likely toexperience a higher quality of working life than an employee who isdissatisfied or even resentful of the work. 2. Workplace-stress refers to the amount of stress experienced by an employee in the work environment. Workplace-stress is caused by numerous factors, including what duties an individual must perform, or their peer group in a company, and their overall workload. An employee who has stressful work related duties, such as an emergency room doctor who is responsible for thelives of countless people each day, is more likely to experience workplace stress. An employee, who has a heavy workload, is also more likely to experience workplace-stress. Workplace- stress often leads to the stress outside the workplace due to the attending to other items of work in an individual’s daily life. This stress is the cause of experiencing lower quality of work life. 3. Other factors which influence quality of working life are: 1. Individual Employees Wage, 2. Their Working Hours, 3. Workplace Conditions, 4. Fairness In The Workplace, 5. Personal characteristics such as anxiety or depression i) An individual who is receiving a low wage, especially in comparison to how difficult their job is, will have a lower quality of working life. 31| Pageii) The working hours can also influence the overall quality of working life. Employees who work for too many hours, too few hours or unusual hours are more likely to report that they have a lower quality of working life. An individual who has very few working hours at the work place is not likely to receive enough money to maintain his standard of living, while an individual who is working for too many hours is likely to experience workplace stress and decline in social relationships. The unusual hours can cause a decline in the quality of life due to the fact that individuals with unusual hours are more likely to see a decline in social relationships as well as experience difficulty in attending to normal activities. iii) The wage of the individual employees should be related to the job they perform, through fair compensation. iv) Work place conditions are influencing the performance of their work, and it consists of all the factors which act and react on the body and mind of an employee. Working conditions refer to these as properly maintained as per the norms of Factories Act and other enactments. v) Fairness in the workplace refers to how fair a workplace is and how fairly it is maintained. When a workplace is not managed fairly, it generally means that every individual in the workplace is not treated equally. For example; if a certain employee is continually late for work but does not receive a reduction in pay or any other warning or punishment, while other employees are punished for being late to work even once and their pay is cut for these days, then this is considered unfairness in the workplace. When a workplace is considered unfair, this leads to a decline in the quality of working life because an individual worker may feel resentment at being unfairly punished or fired due to the workplace unfairness.vi) Quality of working life may be affected by personal characteristics exhibited by an employee. Personal characteristics can affect a workplace through how it is perceived, or how job duties are performed. An individual who is anxious in social situations, for example, will report a lower quality of working life if this situation requires constant, daily interaction with other people. Other personal characteristics such as shyness, depression and general happiness can also affect the overall quality of working life as these characteristics influence the way the individual performs the duties sincerely. ae healt! Peal er ere ans ibi lite AAs 7.6 Dimensions of Quality of Work Life A number of attempts have been made to identify various dimensions of QWL by the “Philosophers and Research Scholars’. Some have emphasized the importance in working conditions leading to better quality of work life while others feel a fair compensation and job security should be emphasized.” (Mirza, S. Saiyadain, 1995)Hackman and Suttle (1977) described the QWL from various viewpoints: 33| Page(i)From a professional viewpoint, it is an industrial democracy increased worker participation in corporate decision-making, or a culmination of the goals of human relations, (ii)From the management perspective, it is a variety of efforts to improve productivity through improvements in the human, rather than the capital or technological inputs of production, {iii)From the stand point of the characteristics of individual workers: it refers to the degree, to which members of a work organization are able to satisfy important personal needs through their experience in the organization, (iv)From union's perspective: it is a more equitable sharing of the income and resources of the work organization and more human and healthier working conditions, (v)As a philosophy, it means the quality of the content of relationship between man and his task in all its diversity; (vi)The relationship can be approached from divergent view points, including the man, the organization and the society, embracing job design work organization basic human needs and values and societal concepts. Gadon (1984) suggested that the QWL efforts include the areas of personal and professional development, work redesign, building of teams, work scheduling, and total organizational change. MichallMaccaoby (1984) identified four factors to measure the QWL, such as: 34|Pagei) Security (right to work and working conditions), ii) Equality (distributive justice) iii) Democracy (autonomy and opportunity to useabilities) and, iv) Individualization (perception of uniqueness). Klott, Mundick and Schuster (1985)suggested 11 major QWL issues. They are: i) Payand stability of employment, ii) Occupational stress , iii) Organizationalhealth programs, iv) Alternative work schedules, v) Participative management and control of work, vi) Recognition, vii) Congenial worker supervisor relations, viii) Grievance procedure, ix) Adequacy of resources, x) Seniority and merit in promotions and xi) Employment on permanent basis. Havlovic (1991)found in his study that the key elements of QWL include: Job security, Job satisfaction, Better reward system, Employee benefits, Employee involvement and organizational performance. 7.7 Indian Approach to QWL 35| PageIndian philosophy advocates self-actualization as the goal of life, and the work as a way of life instrumental in achieving the ultimate goal. “Work-life, according to the Indian view, is itself a spiritual discipline. The process of refinement to realize this objective or the identity of the self is yoga or work”. SwamyYaktananda (1980)48 says according to the traditional teachings, the work place is a temple and work is worship, “The basic philosophy - the central theme of Gita - is ‘Karma Yoga’. KarmaYoga is concerned with multifarious development. The development of the self, the community, the society and industry is possible only through Karma Yoga. Karma Yoga means action, duty or work which is not prohibited, which is not harmful, and which is not performed with a selfish motive but with the object of serving humanity. Nishkama Karma proclaims the philosophy of performing one’s duty without the desire for reward. Work in itself is considered as the reward. At this point, one starts, wondering as to whether the quint-essence of this philosophy applies to the employer as well or only to the employee, in the modern industrialized phase of recent history. There is another theory of Indian school of thought which can be called as ‘Sacrifice - ChittaSuddhi’ theory of work. As Radhakrishnan (1976) has so aptly remarked, Work is the worship of the supreme, man’s homage to God.50 It is the quiet nurturing of this attitude towards work, deep within, through all the ups and downs,successes and failures that can gradually stimulate movement towards perfection and progress in respect of the nature of work. Thus stress is not laid on the nature of work in the Indian school of philosophical thought. If one accepts the principle- work is worship of God, then automatically a good quality of work life prevails. For instance, there is a convention in the Ramakrishna order, a universally recognized voluntary organization, in the allotment of duties, e.g., a monk performing morning and evening puja in the temple is assigned on one fine morning to ledger posting work in a hospital, or a 36|Pagecollege teacher is sent out for prolonged relief work in a drought-stricken desert area. By this means, the Ramakrishna mission wanted its members to learn that satisfaction did not lie in the nature of work alone, but in the attitude of the workers. Indian approach towards the quality of work life and work ethic is founded on the premise that a man has a spiritual metaphysical dimension too to his personality, a dimension inherently superior to that of his economic, biological and social dimensions. Bulk of the task of improving the quality of work life and work ethics has to be performed within the mind’s empire of each worker. For this, an altogetherdifferent kind of education and training is required compared to what is corner-stoneof QWL. As a society, India has its roots in an agrarian culture; that in turn influences the Indian industrial work culture. In an agrarian culture, the workplace and home are not located far away. The work design provided space and time to take care of the family and children, and maintain healthy social relations. The social system perfectly matched the nature of work, festivals and celebration was related to harvests, which enabled the people to relax and enjoy the outcome of their hard work. In an industrialized society, the worker has to leave behind his home, sometime his village as well, to reach the workplace. Coming to it required considerable energy, and time. The industrialized society also demands a discipline, which is new to the people. Leaving aside the natural planning of a work culture, nearby work fields, peaceful and pollution-free atmosphere and self-disciplined working times, the industrial worker enters into a new unknown workplace and faces given tasks to be finished in a given time, and in a fixed way to doing it. Nishkama Karma opts for detachment from rewards while industrialization demands detachment from the family. The life theemployee lives is highly determined by the nature of work life. His family life, socialrelations, even routing habits and hobbies revolve round his job. Suddenly afterleaving the job, the employee considers himself a stranger to his family, and realizesthat this would not have been so if only he could have ao 37|Pagespent some time in earlier yearswith the members of his family. Hence, the QWL has an intimate relation with thepattern of living and the job entrusted to the employee. The organization cannot affordto ignore these. 7.8 Quality of Work Life Parameters x 38|PIn this research study the parameters of Quality of Work Life which influence the adverse effects of changes in work environment to QWL with implications for career development and human resource management are examined. Parameters of QWL are also called constructs of QWL, and Hackmen and Oldham (1980) 51 highlight the constructs of QWL in relation to the interaction between work environment and personal needs. This study extends and integrates the various parameters of QWL considered crucial in modern organisations, describing their importance and utility. In India, its scope seems to be much broader than the provisions of the labour legislation enacted to protect the workers. It is more than a sheer work organization movement which focuses on job security and economic growth of the employees. The basic idea is to develop work environments that are excellent for people as well as for the wellbeing of the organization. Based on theforegoing factors influencing the quality of work life, parameters like health and safety, welfare facilities, working conditions, compensation, career growth and development, grievance redressal mechanism, social integration and social relevance of work life are selected for this study. These parameters are discussed briefly in this section. rvic eae . moni ici ae uali 7.9 Health and Safety 39|Pageem The concept of health is a broader term. It may have both subjective and objective interpretations. According to Guyatt, the concept of health includes various aspects of life, which may be evaluated either positively such as happiness, or negatively such as death. Health and safety of the workers are quite important in every organisation. In the Chapter IV of the Factories Act, 1948 its amendment 1987 has given several provisions in factories to maintain the health and safety of the workers. There are different aspects which enable health and safety of the workers in the workplace and are maintained in accordance to the provisions of the Factories Act, 1948. They include social security measures such as Insurance of workers, compensation on disablement or death, etc. 40|PaceThe Factories Act also emphasized the different infrastructure such as Bathrooms, rest rooms, urinals, first aid boxes, medical facilities, etc. to the workers in industries. The laws also enable use of personal protective equipments, such as helmets, hard hats, etc in the work place. Occupational health and safety is an area concerned with protecting the safety, health and welfare of people engaged in work. A safe and hygienic working environment shall be provided, and the best occupational health and safety practice shall be promoted, bearing in mind the prevailing knowledge of the industry and of any specific hazards. Workers health and safety aim to protect the health, safety and welfare of workers at work and other people affected by the work. Quality of work life related to physical working conditions that ensure safety, minimize risk of illness and other occupational diseases and provides special emphasis on the well-being of the women and children. Industrial health and 41| Pagesafety is one of the crucialcontemporary factors that influence QWL of employees. There is no denying the factthat safety is the primary responsibility of management; it should be made a matter of high concern by all the echelons of management, namely, plant manager, safety and maintenance engineers, supervisors and the other authorities of concern. In tobacco processing units’ work place environment is fully loaded with occupational stress like extreme heat, tobacco dust inadequate illumination, and noise vibration. Wali, B.S and Raut,, their study pointed out the occupational stresses and hazards caused due to tobacco dust, indoor environmental factors like noise, vibration, poor ventilation, inadequate illuminated heat etc. and discuss various hazardous conditions due to unhealthy practices and workplace of female tobacco workers. The hazards of the workplace stress are coupled with poor living conditions, poor socio-economic conditions, malnutrition, lack of medical facilities, and violence at domestic which levels can affect physical and mental health of the body. 7.10 Welfare facilitiesaccommodation of workers employed at a distance from their homes, and such other services, amenities and facilities including social security measures as contribute to conditions under which workers are employed.” The concept of labour welfare has received inspiration from the concept of democracy and welfare state. Democracy does not simply denote a form govt. it is rather a way of life based on certain value such as equal rights and privileges for all. The constituents of labour welfare included working hours, working condition, safety, industrial health insurance, workmen’s compensation, provident funds, gratuity, pension, protection against indebtedness, industrial housing, rest room, canteens, and créches wash places, toilet facilities, lunch, cinemas, music, reading rooms, co-operative store, playground etc. Employee welfare measures promote the physical, social, psychological and general well - being of the working population. Welfare work in any industry aims at improving the working and living conditions of workers and their families. Welfare is the provision and maintenance of the conditions of life for individuals by the community. Employee welfare is flexible and elastic and differs widely with time and region, industry, social value and customs, degree of industrialization the general social - economic development of the people and the political ideologies prevailing at a particular time. It is also molded according to the age groups, socio-cultural background, and educational level of workers in various industries. Industrial progress depends on satisfied labour force and in this connectionthe importance of labour welfare measures was accepted long back. Way back in 1931 the Royal Commission on Labour stressed the need of labour welfare primarily because of the harsh treatment meted out to the workers. This need was further emphasized in Independent India by the Constitution, 43 [Page(1950)which lays down the following articles in this regard, “Article 42 explained, The state shall make provision for securing just and humane conditions of work” “Article 43 The state shall endeavor to secure by suitable legislation or economic organization or in any other way, to all workers agricultural, industrial or otherwise, a living wage, conditions of work ensuring a decent standard of life and full enjoyment of leisure and social and cultural opportunities. “Discussing the importance of the labour welfare” S.T. Edwards (1953) said, “One can buy a man’s time, his physical presence at a particular space, even a few muscular movements, but enthusiasm, initiative, loyalty and devotion to duty cannot be bought. They will have to be created through right employer-employee relations, provision of constructive opportunities for satisfying the major motivating desires of human action”. Welfare facilities help to develop loyalty among workers towards the organisation. They tend to make the employee happy. These measures include convenience and comfort during work, provision for rest hours, provision of drinking water, canteen facilities, medical facilities, transport facilities, recreation facilities, health insurance, provident fund, gratuity and pension, rewards and incentives and family assistance in times of need, housing accommodation and education facilities for the children. Generally, it provides a psychologically satisfactory work environment. To meet the legal requirements one must provide labour welfare facilities. Labourwelfare aims at providing such service facilities and amenities as would enable the worker in factories and industries to perform their work in a healthy congenial atmosphere to maintain good health and high morale. 4a|[Page“R= || Greate te| 2 1@ ©” emriovee 2 {mre Jf usar aki RAISE a 7.11 Working conditions Quality of work life is dependent on various aspects of the employee's work life. The first and foremost important factor among them is economic aspects. The second important aspect is working conditions. Thus order can be compared to Maslow’s hierarchy of work motivation. Abraham Maslow arranged a person’s motivational needs in a hierarchical manner. He believed that once a given level of need is satisfied, the next level of need has to be activated in order to motivate the individual. Once the employee is satisfied with the monetary benefits, he aspires for higher level of needs to be fulfilled, i.e, good working and employment conditions. However, the hierarchical model need not be in the same way. Sometimes higher order needs may emerge along with or prior to the lower level needs. This priority depends upon requirements, culture and region where employees work. As such physical working conditions may sometimes come prior to monetary aspects in order of performance of employees. 45|PageWorking conditions come under Hygienic factors of Herzberg’s two factortheories of motivation. As such, theories do not motivate an employee, non-existence of good working conditions do dissatisfy him. An employee normally spends 6 to 8 hours at his work place which is significant part of the employee’s time. Hence, providing good working conditions play an important role in reducing employee dissatisfaction about the job. A well equipped building with good furniture and other facilities impact employees more than anyone else. The conditions under which a job is performed can be different - from those completely comfortable to those very difficult and dangerous to employees’ life and health. Different working conditions can be influenced by: i) external factors that influence climate-meteorological conditions, temperature, humidity, drafts, lighting in the workplace, noise and interference, gases, radiations, dust, smoking and other harmful factors; i)Subjective factors that influence gender and gas of the worker, ii) Fatigue, monotony, unfavorable posture during work, etc. iii) Factors related to the organization of production of production such as duration of the work shift, work schedule, working time, work pace, excessive strain etc. Jobs with difficult working conditions may be performed only by those employees who meet specific requirement in terms of age, sex, qualification, health physical and mental condition and psycho-physiological and psychological capabilities. Difficult working conditions influence employees’ performances. It is, therefore, necessary to take measures to eliminate uncomfortable working conditions or, if 46|Pacenot possible, to take appropriate safety measures. Safety at work is carried out to ensure working conditions without danger to life of health, or to avoid accidents, injuries, occupational diseases and, or at least mitigate their consequences. In the context of safety at work reference is to the equipment that employees use in their daily work. Equipment (machinery, equipment, plant, tools, supplies, laboratory equipment, etc.) that employees use in their work has to be functional and correctly to avoid injuries at work or reduced performances. It is important that workers are trained how to work with the equipment because inadequate equipment handling care may result in accidents or deviations in performance, no matter how much equipment was proper. Training of employees should be also oriented to the proper use of protective equipment and protection 7.12 Compensation B Prey] een) enraoeny een Compensation and rewards are motivational factors. The best performer is given the rewards, and this builds competition among the employees to work hard and to achieve both organizational and individual goals. The economic interests of people drive them to work at a job, and employee satisfaction depends at least partially, on the compensation offered. Pay should be fixed on the basis of the 4a7|Pagework done, responsibilities undertaken, individual skills, performance and accomplishments. Mirvis and Lawler (1984) highlighted that Quality of working life was associated with satisfaction with wages, hours and working conditions, describing the “basic elements of a good quality of work life” as; safe work environment, equitable wages,equal employment opportunities and opportunities for advancement. Oshagbemi, Sloane and Williams, highlighted that differences in remuneration aspects received by the employee suddenly affect their work satisfaction and work performance. Drobnicet al.suggests that employees who have secured jobs and pay would feelcomfortable at the work place and this affects their quality of life. Meeting sociallydetermined needs and fair compensation can create an appropriate work environment. Cres 7.13Career Growth and Development 4g|P aceA career is the evolving sequence of a person’s work experiences over time. Career is typically defined as a ‘sequence of work roles or a sequence of a person’s work experience over time. Career arises from the interaction of individuals with organizations and society. Career is nota primarily a theoretical construct but is used in meaningful ways, given meaning, and it creates meaning and also experience. More specifically, career is referred to as a succession of related jobs, arranged in a hierarchy of prestige, through which persons move in an ordered, predictable sequence. There is also another side of career which is linked to the individual’s “moving perspective” on their life and its meaning. Career growth and development help employees expand their knowledge, skills and abilities, and apply the competencies they have gained to new situations. The opportunity to gain new skills and experiences can increase the employee motivation and job satisfaction, and help workers to more effectively manage job stress. By providing opportunities for growth and development, organizations can improve the quality of their employees’ work experience, and realize the benefits of developing workers to their full potential. The purpose of career planning as part of an employee development program is not only to help employees feel like their employers are investing in them, but also help people manage the many aspects of their lives and deal with the fact that there is a clear promotion track. Employers can no longer promise job security, but they can help people maintain the skills they need to remain viable in the job market. Moses suggests that there is a comparison of employees’ perceptions of the quality of working tasks, the degree of involvement in decision making, career 49|Pageopportunities, and job security to see whether the Scandinavian countries have a distinctive pattern from other European Union countries. 7.14 Grievance redressal mechanism Grievance is a disagreement between an employee and management on the rules, terms or conditions of employment. The causes for a grievance may include, but are not limited to, complaints concerning wages, hours of work, working conditions, performance evaluations, job assignments, or the interpretation or application of a rule, regulation or policy. According to the International LabourOrganisation (ILO), “the grounds for a grievance may be any measure or situation which concerns the relation between the employer and worker or which affects or may affect the conditions of employment of one or several workers in the undertaking when that measure or situation appears contrary to provisions of an applicable collective agreement or of an individual s0|Pagecontract of employment, to work rules, to laws to regulation or to the custom or usage of the occupation, branch of economic activity or country, regarded being faith”. It means that an act of omission or commission on the part of the employer, which affects the morale of individual workers or a group of workers, gives birth to grievances. Grievance is all about violation of the contract, practices, rules and regulations. As human beings are different, there are bound to be grievances among employees leading to conflicts at the workplace. To avert any kind of conflicts within the organization, there is need for a proper grievance redressal procedure so that the employees feel that their grievances are addressed and redressed. The grievance process must be clear and simple. It must be well-defined. It must conform to the current legislation without any prejudice. There should not be any delay in the grievance process it a might result into a crisis. The sheer volume of grievances and disciplinary actions that arise will affect the costs of managing an organisation. To the extent that management and unions devote time and effort to these formal adversarial procedures, they limit resources available for training, problem solving, communications, and other activities linked toproductivity, human resource management, or organisational development. Consequently, volume of grievances and disciplinary actions should be systematically related to other measures of the performance of an industrial relations system. High degree of conflict between labour and management lead to lower efficiency, poorer quality and poorer organizational performance. Therefore, grievance and conflict resolution measures serve important and useful functions for labour and management for resolving the inevitable conflicts of employment relationships and for protecting the individual rights of employees. S51] PageGrievance is the seed of dispute and the management should give due consideration to the employees’ day to day grievances. In order to maintain industrial peace and harmonious relations, the management should take proactive measures to settle the industrial conflicts and to avoid work stoppages. The performance of grievance redressal mechanism in both the organisations is well understood from. The grievance committee and multistage grievance handling machinery are very much effective in the organisations. It is also observed that the management is successfully handling grievances to prevent dissatisfaction and frustration as well as taking collaborative approach for quick and prompt resolution of conflicts. = | ieee Process 7.15 Social Integration at Work sz) PageThe work environment should provide opportunities for preserving an employee’s personal identity and self-esteem through freedom from prejudice, a sense of community interpersonal openness and the absence of stratification in the organisation. The workers should be made to feel a sense of identity with the organization and develop a feeling of self-esteem. Openness, trust, sense of community feeling, scope for upward mobility, equitable treatment etc. are essential for this purpose. Social integration in work organisation will definitely encourage workers to act as a unity; and it provides them a lot of team spirit. Social integration in the work force can be established by creating freedom from prejudice, supporting primary work group a sense of community and interpersonnelopenness, egalitarian and upward mobility. Social integration is social relations that employees share at work place with his superiors and subordinates. If he has strained relations with his superiors or his colleagues his work life is naturally affected. The opportunity for socialisation with colleagues is an important aspect of Quality of Work life. 7.16 Social Relevance of Work Life 53|[PageSocial relevance is a distinct concept that relates to an employee's desire toremain with an organization out of a sense of loyalty, emotional attachment and financial need (Meyer et al., 1989)67. Employees must be given the perspective of how his/her work in the organisation helps the society. This is essential to build relevance of the employee’s existence to the society he/she lives in relationship between and among the employees is an indicator of healthy work organisation. Therefore, opportunities must be provided for formal and informal interaction. All kind of classes’ religions, races, crafts, and designations must be treated equally on asocial platform. In other words, it creates egalitarian environment. This leads toorganizational commitment which can be defined as the relative strength of an individual's identification with and involvement in a particular organization. Employees’ commitment can be characterized by at least 3 related factors: i) A strong belief in and acceptance of the organization’s goals and values; ii) A willingness to exert a considerable effort on behalf of the organization, and iii) | A strong desire to maintain membership in the organization. Porter and Lawler (1983)identify two subscales: i) Value commitment, (a commitment to support organizational goals), and ii) Commitment to stay (a desire toretain organizational membership). QWL is positively correlated with organizationalcommitment, job involvement, motivation, organizational citizenship behavior, lifesatisfaction, mental health and 54] PageSocial relevance is a distinct concept that relates to an employee's desire toremain with an organization out of a sense of loyalty, emotional attachment and financial need (Meyer et al., 1989)67. Employees must be given the perspective of how his/her work in the organisation helps the society. This is essential to build relevance of the employee’s existence to the society he/she lives in relationship between and among the employees is an indicator of healthy work organisation. Therefore, opportunities must be provided for formal and informal interaction. All kind of classes’ religions, races, crafts, and designations must be treated equally on asocial platform. In other words, it creates egalitarian environment. This leads toorganizational commitment which can be defined as the relative strength of an individual's identification with and involvement in a particular organization. Employees’ commitment can be characterized by at least 3 related factors: i) A strong belief in and acceptance of the organization’s goals and values; ii) A willingness to exert a considerable effort on behalf of the organization, and iii) | A strong desire to maintain membership in the organization. Porter and Lawler (1983)identify two subscales: i) Value commitment, (a commitment to support organizational goals), and ii) Commitment to stay (a desire toretain organizational membership). QWL is positively correlated with organizationalcommitment, job involvement, motivation, organizational citizenship behavior, lifesatisfaction, mental health and 54|Pagejob performance. It is negatively related to turnover, absenteeism and perceived stress, 7.17 Who Needs Quality of Work Life? We know that we just can't stop "working at it", discovering, creating and sharing new stuff. We're all so busy psychologically; work has always been one of the most significant of human experiences. But when for many people sex and relationships are troublesome since they are often hazardous to our health work plays an even greater role in keeping us "out of trouble." Regardless of how much we earn, most of us have some kind of agenda or work plan. And with so many people opening a home and a cyber-office, with mounting levels of technology-related stress, owner turned content. Many of us end up involved in more than one job, which we feel compelled to get done, spending the greatest portion of our lives in what we consider our workplace. SoQWL is not some notion of frivolous luxury. QWL is just as real and useful as virtual reality itself. The brainchild of Quality of Work Life Services, Manhattan-based, woman-created enterprise, QWL SPACE has been occupied by equally experienced, open-minded, goal- king of free days before national holidays have been separately stipulated. The differences regarding the working time have been established for the persons less than 18 years of age, pregnant women, breast-feeding mothers and the person raising the disabled child. The appropriate salary is agreed upon by the employee and the employer. The Government of the Republic establishes each year the rate of minimum salary; the employer should not pay less than that to the employee.Work represents such a role in life which has been designated to it by the person himself. 55|PageOn the one hand work is an earning of one's living for the family, on the other hand it could be a self-realization providing enjoyment and satisfaction. We know that we just can't stop "working at it", discovering, creating and sharing new stuff. We're all so busy psychologically; work has always been one of the most significant of human experiences. But when for many people sex and relationships are troublesome since they are often hazardous to our health work plays an even greater role in keeping us "out of trouble." Regardless of how much we earn, most of us have some kind of agenda or work plan. > Promote human dignity and growth » Work together collaboratively » Participative determine work changes > Assume comparability of people and organizational goal 7.18 Humanized work through quality of work life One option is to re-design jobs to have the attributes desired by people, and re- design organisations to have the environment desired by the people. This approach seeks to improve QWL. There is a need to give workers more of a challenge, more of a whole task, more opportunity to use their ideas. Close attention to QWL provides a more humanised work environment. It attempts to serve the higher-order needs of workers as well as their more basic needs. It seeks to employ the higher skills of workers and to provide an environment that encourages them to improve their skills. The idea is that human resources should be developed and not simply used. Further, the work should not have excessively negative conditions. It should not put workers under undue stress. It should not damage or degrade their humanness. It should not be 56|Pagethreatening or unduly dangerous. Finally, it should contribute to, or at least leave unimpaired, workers’ abilities to perform in other life roles, such as citizen, spouse and parent. That is, work should contribute to general social advancement. 7.19 Job Enlargement vs. Job Enrichment The modern interest in quality of work life was stimulated through efforts to change the scope of people’s jobs in attempting to motivate them. Job scope has two dimensions — breadth and depth. Job breadth is the number of different tasks an individual is directly responsible for. It ranges from very narrow (one task performed repetitively) to wide (several tasks). Employees with narrow job breadth were sometimes given a wider variety of duties in order to reduce their monotony; this process is called job enlargement. In order to perform these additional duties, employees spend less time on each duty. Another approach to changing job breadth is job rotation, which involves periodic assignment of an employee to completely different sets of job activities. Job rotation is an effective way to develop multiple skills in employees, which benefits the organisation while creating greater job interest and career options for the employee. Applicati Viewed in terms of Herzberg’s motivational factors, job enrichment occurs when the work itself is more challenging, when achievement is encouraged, when there is opportunity for growth and when responsibility, feedback and recognition are provided. However, employees are the final judges of what enriches their jobs. S7|PageAll that management can do is gather information about what tend to enrich jobs, try those changes in the job system and then determine whether employees feel that enrichment has occurred. In trying to build motivational factors, management also gives attention to maintenance factors. It attempts to keep maintenance factors constant or higher as the motivational factors are increased. If maintenance factors are allowed to decline during an enrichment program, then employees may be less responsive to the enrichment program because they are distracted by inadequate maintenance. The need for a systems approach in job enrichment is satisfied by the practice of gain sharing. Since job enrichment must occur from each employee’s personal viewpoint, not all employees will choose enriched jobs if they have an option. A contingency relationship exists in terms of different job needs, and some employees prefer the simplicity and security of more routine jobs. 7.20 The human resource department’s role The role of human resource department in QWL efforts varies widely. In some organizations, top management appoints an executive to ensure that QWL and productivity efforts occur throughout the organization. In most cases, these executives have a small staff and must rely on the human resource department for help with employee training, communications, attitude survey feedback, and similar assistance. In other organizations, the department is responsible for initiating and directing the firm’s QWL and productivity efforts. Perhaps the most crucial role of the department is winning the support of key managers. Management support - particularly top management support appears to be an almost universal prerequisite for successful QWL programs. By substantiating employee satisfaction and bottom-line benefits, which range from lower 58|Pageabsenteeism and turnover to higher productivity and fewer accidents, the department can 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 might not have continued its strong support. The department also has both a direct and indirect influence on employee motivation and satisfaction. The policies and practices of the department also influence motivation and satisfaction indirectly. Rigorous enforced safety and health programs, for example, can give employees and supervisors a greater sense of safety from accidents and industrial health hazards. Likewise, compensation policies may motivate and satisfy employees through incentive plans, or they may harm motivation and satisfaction through insufficient raises or outright salary freezes. The motivation and satisfaction of employees act as feedback on the organization’s QWL and on the department's day-to-day activities. 7.21 Motivation Motivation is a complex subject. It involves the unique feelings, thoughts and past experiences of each of us as we share a variety of relationships within and outside organisations. To expect a single motivational approach work in every situation is probably unrealistic. In fact, even theorists and researches take different points of view about motivation. Nevertheless, motivation can be defined as a person’s drive to take an action because that person wants to do so. People act because they feel that they have 59|Pageto. However, if they are motivated they make the positive choice to act for a purpose — because, for example, it may satisfy some of their needs. 7.22 Job satisfaction Job satisfaction is the favorableness or unfavourableness with which employees view their work. As with motivation, it is affected by the environment. Job satisfaction is impacted by job design. Jobs that are rich in positive behavioural elements — such as autonomy, variety, task identity, task significance and feedback contribute to employee’s satisfaction. Likewise, orientation is important because the employee’s acceptance by the work group contributes to satisfaction. If better performance leads to higher rewards and if these rewards are seen as fair and equitable, then results in improved satisfaction. On the other hand, inadequate rewards can lead to dissatisfaction. In either case, satisfaction becomes feedback that affects one’s self-image and motivation to perform. The total performance-satisfaction relationship is a continuous system, making it difficult to assess the impact of satisfaction on motivation or on performance, and vice-versa. 7.23 60| Page> To increase in individual productivity, accountability and commitment. » For better teamwork and communication. > For improving the morale of employees. > To reduce organizational stress. > Toimprove relationships both on and off the job. > Toimprove the safety working conditions. » To provide adequate Human Resource Development Programs. » Toimprove employee satisfaction. > To strengthen workplace learning. > To better manage on-going change and transition. » To participate in management at all levels in shaping the organization. 7.24 Importance of Quality of Work Life: Improved Quality of Work Life was not considered as important factor in India until recently as there were important impending factors like resource deficiency, environmental threats and some services of financial problems. Quality of Work Life program has become important in work place for the following reasons: e Increase demands at work e Loss of long term employee guarantees e The need for enhanced work place skills e Greater competition for talent e Increased women in work force 61|PageGood quality of Work Life leads to an atmosphere of good impersonal relations and highly motivated employees who strive for their development. Though monetary benefits still occupy the first place in the cost of elements like physical working conditions, job restructuring and job re-designing, career development, promotional opportunities etc. are gaining importance rapidly. As such, workers expect the management to improve all these facilities which thereby improve Quality of Work life. If provided with good Quality of Work Life, employees concentrate more on both individual as well as group development which in turn leads to overall development. According to Walton (1975) proposed eight conceptual categories. They are as follows: > Adequate and fair compensation > Safe and healthy working conditions > \Immediate opportunity to use and develop human capacities > Opportunity for continued growth and security > Social integration in the work organization > Constitutionalization in the work organization » Work and the total life span > The social relevance of work life Successful organization is turning through the introduction of Quality of Work Life strategy to the people who work in them to maintain competitive advantage. The benefits to both management and workers include: 62|Pagea. Improved organization performance through the development of people. b. Increased co-operation and team work within and across all the levels of the organization including movement towards management or trade union partnership. c. Increased environment in doing a good job . d. Improved quality performance. e. Increased commitment to the values and goals of the organization. f. The anchoring of the development of a quality organization 7.25 About QWL strategy: vv v Improve communication with employees Strengthen family friendly programs Provide all employees with Internet access Increase investment in workplace learning Improve the effectiveness of supervisors and team leaders Evaluate the effectiveness of diversity management practices and Improve ability to manage change and transition 63| PageThe programs, policies and services through Quality of Work life Programs: > Support faculty and staff efforts to manage the competing demands of work and personal life > Support health promotions and wellness >» Express appreciation for faculty and staff contribution to the university, highlight outstanding individual contributions and recognize long term commitment. 7.26 Quality of Work Life as a process: The concept of Quality of Work Life views a work as a process of interaction and joint problem solving by work in people, managers, supervisors and workers. This process is: = Co-operative rather than authoritarian = Evolutionary and changing rather than static = Open rather than rigid = Informal rather than rule based = Problem solving Quality of Work life programme has become important in the work place for the following reasons: > Increased women in work force > Increased male involvement in dependent care activities 64| Page> Increased responsibilities for elders > Increased demand at work > Loss of long term employment guarantees > The need for enhanced work place skills > Greater competition for talent > The following are the some of the specific issues in Quality of Work life > Pay and stability of employment > Occupational stress > Organizational health programme > Alternative work schedules > Participative management and control of work » Recognition > Grievance procedure > Adequacy of resources > Seniority and merit in promotions 7.27 Problems of implementing Quality of Work Life programmes: Bohlander has identified three common problems of implementing Quality of Work Life programme. The three areas are: 65|Page>» Managerial attitudes > Union influence > Restrictiveness of industrial engineering 7.28 Strategies to impr uality of Work Life By implementing some changes, the management can create sense of involvement, commitment and togetherness among the employees which paves way for better Quality of Work Life. e Job enrichment and Job redesign e Autonomous work redesign © Opportunity for growth e Administrative or organizational justice e Job security e Suggestion system e Flexibility in work schedules e Employee participation Quality of Work life improvements are defined as any activity which takes place at every level of an organization which seeks greater organizational effectiveness through the enhancement of human dignity and growth. A process through which the state holders in the organization, management, unions and employees - learn how to work together better to determine for themselves what actions, changes and improvements are desirable and workable in order to achieve the win and 661 Pagesimultaneous goals of an improved quality of life at work for all members of the organization and greater effectiveness for both the company and the unions. FINDINGS. > Employees’ Level of Satisfaction towards Quality of Work Life in RSPL, in Tests It is found that majority of the RSPL employees have maximum level of satisfaction towards quality of work life. 67| PageIt is found that majority of the female respondents have maximum level of satisfaction than the male respondents. It could be found that upto 30 years aged respondents have perceived maximum level of satisfaction towards Quality of Work Life. There is a close relationship between age and level of satisfaction towards Quality of Work life of employees. While analyzing the educational qualification the respondents, qualified upto H.Sc. have perceived maximum level of satisfaction towards Quality of Work Life. It is found from the analysis that there is significant relationship between educational qualification and level of satisfaction towards Quality of Work life of employees. In the case of monthly income level of the respondents, the employees having above 25,000 income level have perceived highest level of satisfaction towards Quality of Work Life. It is found that there is a close relationship between monthly income level and level of satisfaction towards Quality of Work life of employees. It is found, that supervisor cadre employees have perceived maximum level of satisfaction towards Quality of Work Life. There is a close relationship between employees’ cadre and level of satisfaction towards Quality of Work life. It is pinpointed from the analysis that with 10 years experience in service has perceived maximum level of satisfaction towards Quality of Work Life. There is a close relationship between working experience and level of satisfaction towards Quality of Work life of employees. Impact of Quality of Work Life —RSPL 68|PageVv The study reveals that male employees are highly impacted than female employees in the study area. > The study reveals that the highly impacted employees belong to 31 to 40 years age category. v The study reveals that the employees who are qualified with Diploma level are highly impacted with the Quality of Work Life. > The study reveals that the employees who are earning below ‘25,000.00 were highly impacted with the Quality of Work Life of the. > It is found from the analysis that the managerial employees were found to be highly impacted with the Quality of Work Life. v The study indicates that the employees having 11 to 15 years of working experience were found to be highly impacted with the Quality of Work Life. > The above discussion has helped me to conclude that the identification of the measures of quality of life is indeed a difficult task, though there is a sort of common agreement on its concept of employee wellbeing. x 69|Pace> Evidently there are objective (physical and structural design) factors that provide work place setting and intervening policy factors that affect work processes of employees. » As regards the outcome factors the immediate effects on psychology of employees (positive attitudes, commitment, and satisfaction) and ultimate effects on performance of organization are being considered by researchers. > Finally it is very true to say that high degree of QWL leads to job satisfaction which ultimately results in effective and efficient performance. SUGGESTIONS To improve the Quality of Work Life of the employees in RSPL Ltd., Work Assessment Committees may be constituted in the organizations, headed by a qualified professional. The Committee shall meet frequently and assess the performance and appreciate the sincere efforts made by the professionals. 70|PageThe employees may be given due participation while framing policies in the organization they serve, which will give them a feeling of being a part of the whole. This will help them to contribute to the achievement of the company’s goals. Employees at entry cadres and junior level may be given on-the-job training to make the job more qualitative and useful. Also efforts may be made to find out the skills and talents and the area of interest of the employees so as to tap it for the improvement of one’s own welfare and that of the organization, resulting with improvement of work efficiency of employees and company performance. In the current scenario, the employees do not identify their position in the organization they serve and in the society they live. To solve the identity crisis, their present designations of Technician / Operator may be changed to Supervisor; Supervisor may be changed as Managerial, etc. There shall be chances of open forums for employees to have better exchange of their matters and discuss their problems to improve their service quality and to make them satisfied in their job. The employees shall meet at short intervals in their work place to discuss their official matters which will help them to make radical changes in their work situation and may also help to find remedies in the crisis they confront in their day-to-day professional life. This may improve the quality of work life of the individuals. Fringe benefits given to the staff may be enhanced. The employees shall be provided with additional facilities in canteen, créche, recreation and entertainment, health facilities etc. in their work place. Employees may be made very friendly with usages of modern information gadgets like Internet and computer technologies. They shall be imparted proper training and orientation to equip themselves to rise up and to meet the current requirements. Quality of Work Life and Occupation | PageStress of employees are found significantly and negatively correlated. So reducing the levels of stress is one of the best ways to enhance QWL. > Hence it is suggested that, on the basis of the outcome of the study, effective stress management programs may be adopted in steel industries to maintain the stress at reasonable and acceptable levels. 2 » The capacities of the workers are to be utilized optimally by placing right man on the right job. By this process, the management would use the capacities of the employees by providing better quality of work life. QUESTIONNAIRE Regular assessment of Quality of Work Life can potentially provide organizations with important information about the welfare of their employees, such as job satisfaction, general well-being, work-related stress and the home-work interface. 72|Page