The real thrust of quality-of-work-life programs-improving organizational life and behavior and the fundamental health of the organization-should result in a higher level of organizational performance and a better work environment.

Quality of Work Life: Perspectives and Directions

David A. Nadler Edward E. Lawler, III

ore than a decade has passed since the phrase “quality of work life” (QWL) was first intro- duced. During this period, QWL has been the subject of many academic papers, experi- ments in different settings and, recently, in- creased interest among managers and the popular press. At the same time, we have witnessed increasing confusion about what QWL means and what its imp1ication.s for action are. It now appears that QWL may become another victim of the managerial fadism syndrome that strikes down so many workplace innovations; this year’s innova- tion quickly becomes passe as it ceases to be new and loses the attention of the press and of managers who have been told to use it. We feel it would be a major mistake to repeat this pattern with QWL because its de-

mise could result in the loss of important concepts and valid approaches.

One antidote to fadism, in this case, would be a clear assessment and defini- tion of QWL- that is, a sober realization of what it is, what can be done, what can be ex- pected, and under what conditions one might truly expect QWL efforts to succeed. This article attempts to provide such a per- spective. We will discuss the origins of QWL as a concern, as well as its various defini- tions. We will provide our own working definition of QWL, with the goal of focusing the discussion. Then we will raise certain is- sues and concerns about the current state of the art and, finally, discuss factors that our research indicates predict the success of QWL projects.

20 Organizational Dynamics, Winter 1983. 8 1983, AMACOM Periodicals Division,

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