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INTRODUCTION
Work-life balance is a broad concept
including proper prioritizing between "work"
(career and ambition) on one hand and "life"
(Health, pleasure, leisure, family and spiritual
development) on the other.
• Recent research says that more than 60% respondents are not
able to find a balance between their personal and professional
life.
• Traditional thinking leading to more stress and lack of
concentration in work , hence leading to greater absenteeism and
increase in attrition rate.
• Activities and social spaces are becoming ambiguous.

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Reasons for Imbalance

I just want to take this

opportunity to thank all
those who helped me
get to where I am
today!

©dhayward
7
• Global Economy
: 2006 By CallCeiiter Coinics.com

Longer working
hours

8
• International business
I DON’T HAVE A BAD ATTHUDE SIR. I ALREADY TOLD
YOU THAT WE HAVE OUTSOURCED ALL NON
ESSENTIAL TASKS LIKE BEING EMPATHETIC AND
COURTEOUS. SO WE CAN FOCUS ON WHAT’S REALLY
IMPORTANT.

9
The Six Components of Work-Life Balance

Leisure Management
 HR SOLUTION TO WORK LIFE BALANCE

♦♦♦ On-the-Job Training

o Surveys of employees' work/life issues.
o Set priorities for all work.
o Train line managers to recognize signs of
overwork.
o Seminars on work/life balance.

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 HR SOLUTION TO WORK LIFE BALANCE

❖ Make Work More Flexible

o Flextime o Job sharing
o Sponsoring employees' family-oriented
activities.
❖ Allow for Time Off from Work o A formal leave
policy.
o Paid childbirth or adoption leave.
o Allow employees to take leave for community

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HR SOLUTION TO WORK LIFE BALANCE

service.

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3
 BENEFITS
TO ORGANIZATION
• Measured increase in productivity, accountability
and commitment.
• Better team work and communication.

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• Improved morale.
• Less negative

organizational stress.
 TO INDIVIDUAL
More value and balance in daily life.
Better understanding of work life balance
Increased productivity.
Improved on-the-job
and off-the-job
relationship Reduced
stress.
WORK LIFE BALANCE PROGRAMS
 THE FINAL THOUGHT...

the key word is balance..

• Find the right balance that works for you.

• Celebrate your successes and don't dwell on your
failures.
• Life is a process .. and so is striving for balance in
your life.
 CONCLUSION
• A balanced life style boosts the sense of
responsibility and ownership.

• Build better relationship with management.

Builds confidence.
“Life is ad about balance, too much and too little can kid. The best way

to balance life, is by setting your boundaries in learning to say Enough.

Quality of Work Life
 Quality of Work Life
• A multi-faceted concept
• It means having a work-environment where an employee's
activities become more important by implementing
procedures or policies that make the work less routine and
more rewarding for the employee
• There exists a relationship between Q.W.L and productivity
 Quality of Work Life

• Results of low
Q.W.L are
absenteeism, low
• The people involved get a sense of satisfaction in
performance, poor
their and
morale work. Work then becomes not a burden but a
means by which the abilities of a person can find
occasional
expression
sabotage.
• Mass-production technology has made worker's job
monotonous and it is of little meaning to them

t
Quality of Work Life
Quality of Work Life-Origin of the concept
 Quality of Work Life
After Industrial Revolution, the
importance of human factor
reduced because of the vast
mechanization. Various problems
like job dissatisfaction, boredom,
absenteeism, lack of commitment
etc came up.
Most mgt theories gave emphasis
on production, manipulating the
skills of the employees
 Meaning and definition of Q.W.L
• Q.W.L is any conscious effort for improving working conditions, work content, and its safety,
security, wages and benefits, etc.
• Q.W.L can be said to be all the original inputs which aim at improving the employees' satisfaction
and enhancing organizational effectiveness
• Q.W.L is a concern not only to improve life at work, but also life outside work
• It is nothing but having a work environment where an employees activities become more important.
This means implementing procedures or policies that make the work less routine and more
rewarding for the employee. These procedures or policies include autonomy, recognition,
belongingness, development and external rewards
 Quality of Work Life
• Simply speaking, through Q.W.L the
people involved get a sense of
satisfaction in their work. Work then
becomes not a burden but a means
by which the abilities of a person
can find expression
• Q.W.L is just humanizing the work
• Q.W.L = The sum total of physical
(working conditions), psychological
and economic factors which affect
the job.
 Objectives of Q.W.L
• To improve the standard of living of the employees
• To increase the productivity
• To create a positive attitude in the minds of the employees
• To increase the effectiveness of the organization (Profitability,
goal accomplishment etc.)
 Factors affecting Quality of Work Life

Some people consider Q.W.L

as the existence of a certain
set of original conditions and
practices. They agree that
high Q.W.L exists when
• Democratic management
practices are prevalent in the
organization
• When employees' jobs are
enriching
• They are treated with dignity
Countries that practiced Q.W.L initially
and safe working conditions
are present
Others equate Q.W.L with the
impact of working conditions
on the employee's well-being
 Factors affecting Quality of Work Life

• Sweden
• Denmark
• Holland
• Switzerlan
• Australia
• USA
Companies practicing Quality of Work
Life
General Motors
Ford Motors with UAW

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IBM
BHEL
TISCO
 Implementation of Q.W.L
Questionnaires and interviews are relevant here. In
General Motors the management gives a
questionnaire of 16 critical dimensions of Q.W.L to
its employees each year. The responses are then
used to measure the employees' perce
 Measuring of Q.W.L

• Management and Employees' co-operation- A worker-Mgt

committee on work improvement can function effectively to
increase co-operation
• Action plans developed must be followed to completion
• Support ot middle-managers by top management and bottom-
level employees to implement the programme
 Implementation of Q.W.L
• The objectives of Q.W.L should be a joint one, i.e., for workers
it is to improve Q.W.L; for management it is to improve
organizational efficiency
 Barriers to Q.W.L
• Resistance to change both by mgt and employees
• There is a general perception that Q.W.L
implementation will cost much to the organization
• Continuous increase in Q.W.L may result in less
productivity, i.e., after a certain level the productivity
will not increase in proportion to the increase in
EMPLOYEE EMPOWERMENT
 Meaning

“To empower,” means to enable, to allow or to permit,

and can be conceived as both self-initiated and initiated
by others.

Empowerment is the process of enabling employees to set

their own work-related goals, make decisions and solve
problems within their spheres of responsibility and
authority.
Empowerment is the process of enabling or authorizing an
individual to think, behaves, take action, and control
work and decision making in autonomous ways.
Need of Empowerment
• Time to respond is much shorter today.
• First line employees must make many decisions.
• There is great-untapped potential.
• Employees feel much more control over their
lives.
• Empowered people do not feel like victims.
 Need of Definitions
Empowerment
“Empowerment is the process of sharing power
with employees”.
Bateman & Snell: 2003

“Employee Empowerment predominantly about

encouraging front-line staff to solve customer
problems on the spot, without constant recourse to
management approval”.
Goldsmith et al: 1997
 Ways of Employee Empowerment
• Express confidence in employees’ abilities.
• Hold high expectations concerning their
performance.
• Allow employees to participate in the
decisionmaking process.
• Allow employees freedom and autonomy in
how they perform their jobs.
• Use position power in a positive way and limit
the use of coercive power.
• Set inspirational and managerial goals for
employees.
 Significance of Empowerment
• Enhances beliefs of employees that they are
influential contributors to the organizational
success.
• Employees perceive meaning in work.
• Employees feel competent.
• Employees derive a sense of selfdetermination.
• Employees believe that they have an impact
on important decisions.
 Pre-requisites of Employee
Empowerment
• Involvement
• Quick decision-making
• Solving complex problems
• 360-degree Feedback
• Enhanced Communication
• Trust and Support of Management
 Characteristics of Empowered
Employees
• Sense of Self-Determination: autonomy in the initiation and
continuation of work behaviors and process

• Sense of Meaning: Meaningfulness is when someone feels

that his work is important to him and he likes what he is
doing.

• Sense of Competence: Competence is the confidence someone has

about his ability to do his work well.

• Sense of Impact: Impact is when someone believes he can influence

his work and that others will respond to his ideas.
 EMPLOYEE ENGAGEMENT
"An employee is engaged if he or she is willing to go above and beyond what would
typically be expected in his or her role".
Engagement is generally associated with satisfaction.
Nature of Employee Engagement
 Drivers to Engagement
■ Leadership
■ Structure, roles and capability
■ People, system and process
■ Strategy
■ Positive work & Culture
■ Values
 Drivers of Engagement
Wellness in work place Career
Development opportunities
Leadership Priority
Engagement Culture Effective
Communication Individual Attributes
Job Itself

Working relationships Values of

Organization Participative
Management Others
HR Ethical Issues

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UNIT- IV
WORK STRESS
SYMPTOMS OF STRESS

In general sense, Stress is the pressure people feel in life

due to their reaction to situation.
Hans Selye defines stress as “an adoptive response to
the external situation that results in physical,
psychological, and/or behavioral deviation for
organizational participants."
 WORK STRESS
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Uncoop 'Sleepin'
Chroni
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Attitude Worry problem s worry.
CAUSES OF STRESS

Group Causes/ Individual Environmental Organizational

Stressor Causes/ Causes Causes
Stressors
•Lack of group •Technological • Organizational
•Role Conflict change •Family Policies/
cohesiveness
•Role Ambiguity demands procedure
•Lack f social
support • •Workload •Economic and
Interpersonal • Life Events financial
and • Personality conditions
intergroup Traits
conflict
 HOW TO COPE UP WITH STRESS
CONSEQUENCES OF STRESS
 Setting clear Objectives

Stress Audit Counseling

□ Spread the Message

Individual Level Organizational Level
□ Fit|~|between
Physicalperson & work
Excersice

□ Clarity in roles

|~| Behavioral Self Control |~| Social

Support

□ Yoga & Meditation

□ Changing Gears

□ Pampering Oneself

□ Warming up oneself

□ Rearranging One's Job Schedule

HOW TO COPE UP WITH STRESS
 COUNSELLING
• Counselling is the process of helping
other persons to find and act upon a
solution to their problems, anxieties,
uncertainties and issues.
• The person conducting counselling is
called counsellor and the person being
counselled is called councellee or client.
• The councellor helps the counsellee to
identify his or her his problem and
develop his or her own solution rather
than imposing his or her solution.
CAUSES FOR COUNSELLING

□ Stress
□ Change
□ Conflict
□ Career Planning
□ Depression
□ Relationship Issues
□ Family Problems
□ Anxiety
FEATURES OF COUNSELLING

□ Drug and Alcohol Problem

CAUSES FOR COUNSELLING

□ Understanding
□ Change in the client
□ The quality of the relationship
□ Self disclosure and self-confrontation
□ An intense working experience
□ Ethical conduct
OBJECTIVES OF COUNCELLING
• To provide help for employee who are having problem.
• To offer counselling by fully qualified counsellors
• Managers and supervisors should assess whether counselling may be
useful to support employees
• To ensure that counselling is separate from disciplinary procedures
PROCESS OF COUNSELLING
MANAGING THE COUNSELING INTERVIEW
S Setting up the interview S Creating the
right interview Opportunity S Starting the
Interview S Encouraging the people to talk S
Reaching the core problem S Discovering
when to ask and what to ask S Exploring the
feelings S Solving the underlying problems
S Develop and provide solution.
 TYPES OF COUNSELLING
• Uses his or her expertise and offer solution to the problem.
The counsellor is not concerned with the feelings of the client or the
consequence of the solution.

• The counsellor in this approach is more concerned with the clients human
feeling rather than problem.
Manipulating • The counsellor knows what would be the best for the client rather than a
best solution

• The counsellor is more concerned with the problem. But he/she is duly
Advising
concerned with the client also.
QUALITIES OF EFFECTIVE COUNSELLOR
S Encourage others to communicate openly and honestly with them.
S Inspire feelings of trust, credibility and confidence from people.
S Effective counsellors communicate caring and respect for the persons
they are trying to help.
S Effective helpers communicate caring and respect for the person they are
trying to help.
S Effective helpers have expertise in some area
S Effective helpers attempt to understand the behavior of the people they
try to help
S Effective helpers develop an in-depth understanding of human behavior.
COUNSELLING AS A PROCESS OF DEVELOPING IN ORGANISATION
" Mentoring is the process of providing guidance
and advice by specially selected and trained
MENTORING
individuals in order to help to develop the
careers of the proteges allocated to them.
■ Normally, superiors/managers at higher level
have special technical and managerial
competence and provide guidance and
assistance to subordinates in their career as
well as their personal issues.
■ The managers and superior who coach, advice
and encourage employees are called mentors
■ The subordinates who receive guidance and
advice are called proteges
MENTORING FUNCTIONS

MENTORING ACTIVITIES
□ Research the person’s background
□ Make contact with the person
□ Request help as a particular matter
□ Consider what you can offer in
exchange
□ Arrange a meeting
□ Follow - up
□ Ask to meet on an on-going basis
FUNCTIONS OF SUCCESSFUL MENTORING
Efficient Listen and understand
mentors Challenge and stimulate
learning Coach
Build self- confidence Provide
wise council Teach by example
Act as a role model Share
experiences Offer
encouragement Listen
Act as advised
Efficient Show commitment to learn
proteges Check ego at the door
Ask for feedback
Are open minded
Are willing to change
Are proactive
EMPLOYEE WELFARE
Welfare means faring or doing well and refers to the physical, mental, moral
and emotional well-being of an individual.
Labor welfare, also referred to as betterment work for employees,
relates to taking care of the well being of workers by employers,
trade unions and governmental and non governmental agencies.
 NEED FOR LABOR WELFARE
□ From the point of view of workers
□ From Employer’s point of view
□ From union’s point of view
WELFARE MEASURES INSIDE THE WORK PLACE
1. Conditions of the work environment
■ Neighborhood safety and cleanliness
" Housekeeping
■ Sanitation & Cleanliness; temperature, humidity, ventilation, lighting,
■ Control of effluents
■ Convenience and comfort during work
■ Distribution of work hours and provision for rest hours, meal times and
breaks.
■ Workmen’s safety measures, that is, maintenance of machines and tools,
fencing of machines, providing guards, helmets, approns and first aid
equipment.
■ Notice boards; posters, pictures, information and slogans
2. Conveniences
■ Rest rooms, wash basins, bathrooms, provision for spittoons; Waste
disposal
■ Provision of drinking water; water coolers.
■ Canteen services: Full meal, mobile canteen.
■ Management of worker’s cloak rooms, rest rooms, reading room and
library.
3. Worker’s Health services
■ Health Centre, Dispensary, ambulance, medical examination for workers,
health education, health research
4. Women and Child welfare
■ Maternity aid, creche and child care; women’s general education
separate services for women workers, that is, lunch rooms, toilet, rest
rooms.
5. Worker’s Recreation
6. Economic Services: Co-operative Loans, health insurance, profit sharing
and bonus scheme; transport services; provident fund, gratuity &
pension; rewards & incentives; workmen’s compensation for injury.
7. Labour- Management Participation: Formation and working of various
committee, that is, works committees, safety committee.
8. Worker’s Education: Reading room, library, adult education, social
education
WELFARE MEASURES OUTSIDE THE WORK PLACE

1. Housing: Bachelors’ Quarters; family residences

2. Water, sanitation, waste disposal
3. Roads, lighting, parks, recreations, playgrounds
4. Schools
5. Markets
6. Banks
7. Transport
8. Communication: post, telegraphs and telephone
9. Health and medical services
10. Recreation: clubs; cultural programs; Festival celebrations, open air
theater, swimming pools
11. Watch & ward; security
TYPES OF LABOUR WELFARE (ILO)
Intra Mural
Extra- Mural

• Drinking water • Health and Medical

• Toilets facilities
• Creche • Transport
• Washing Facilities • Education Facilities
• Occupational Safety • Recreation Facilities
• Uniforms and • Leave travel facilities
protective clothing • Social security like
• Shift Allowance gratuity, pension, Pf
• Canteen • Maternity Benefits
CLASSIFICATION OF LABOUR WELFARE
1. Statutory Labour Welfare:
a) The Factories Act 1948
b) Employees’ State Insurance Scheme
2. Voluntary Labour Welfare Scheme: Concerns those activities which are
undertaken voluntarily by employers e.g., housing, education, recreation,
transportation etc.
THE FACTORIES ACT 1948
The Factories Act 1948 came into force on the first day of April 1949. Its
objective is to regulate the conditions of work in manufacturing
establishments which come within the definition of the term ‘factory’ as
used in the act.
According to Sec 2 (m) ‘factory’ means any premises including the
precincts thereof
i. Whereon 10 or more workers or were working on any day of the
preceding 12 months and in any part of which a manufacturing process
is being carried out with the aid of power, or is ordinarily so carried on
or
ii. Whereon 20 or more workers or were working on any day of the
preceding 12 months and in any part of which a manufacturing process
is being carried out with the aid of power, or is ordinarily so carried on
or
STATUTORY PROVISIONS
Health: Sec. 11 to 20 of the act
Sec. 11 - Cleanliness
Sec. 12 - Disposal of wastes
Sec. 13 - Ventilation & Temperature
Sec. 14 - Dust & Fume
Sec. 15 - Artificial Humidification
Sec. 16 - Overcrowding
Sec. 17 - Lighting
Sec. 18 - Drinking Water
Sec. 19 - Urinals
Sec. 20 - Spittoons
Safety: Sec. 21 to 41
WELFARE: SEC 42 TO 49
Sec. 42 - Washing Facility
Sec. 43 - Facilities for storing and drying clothes
Sec. 44 - Facilities for sitting
Sec. 45 - First Aid Appliances
Sec. 46 - Canteens
Sec. 47 - Shelters, rest rooms and lunch
rooms Sec. 48 - Creches Sec. 49 - Welfare