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7/29/2019 hrm-qualityofworklife-100410132249-phpapp01(1)

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HRM

Quality of Work Life


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A multi-faceted concept

It means having a work-environmentwhere an employees activities become

more important by implementingprocedures or policies that make the workless routine and more rewarding for theemployee

There exists a relationship between Q.W.Land productivity


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The people involved get a sense of satisfactionin their work. Work then becomes not a burdenbut a means by which the abilities of a personcan find expression

Mass-production technology has made workersjob monotonous and it is of little meaning to him

Results of low Q.W.L are absenteeism, low

performance, poor morale and occasionalsabotage. Ultimately it is the organization thatsuffers.


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Quality of Work Life-Origin of the

concept 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

Tavi Stock Institute of Human Relations, Londonconducted some research on workers problems inIndustrial world and they produced a study approachcalled Socio-technical system in which they gave greatimportance to Job Design to satisfy human needsadequately and the need for Q.W.L in an Organizationwas emphasized.


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Meaning and definition of Q.W.L

Q.W.L is any conscious effort for improving workingconditions, work content, and its safety, security, wagesand benefits, etc.

Q.W.L can be said to be all the original inputs which aimat improving the employees satisfaction and enhancingorganizational effectiveness

Q.W.L is a concern not only to improve life at work, butalso life outside work

It is nothing but having a work environment where anemployees activities become more important. Thismeans implementing procedures or policies that makethe work less routine and more rewarding for theemployee. These procedures or policies includeautonomy, recognition, belongingness, development andexternal rewards


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Simply speaking, through Q.W.L thepeople involved get a sense of satisfactionin their work. Work then becomes not a

burden but a means by which the abilitiesof a person can find expression

Q.W.L is just humanizing the work

Q.W.L = The sum total of physical(working conditions), psychological andeconomic factors which affect the job.


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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 theorganization (Profitability, goal

accomplishment etc.)


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Factors affecting Quality of Work

LifeSome people consider Q.W.L as the existenceof a certain set of original conditions andpractices. They agree that high Q.W.L existswhen

Democratic management practices are prevalentin the organization

When employees jobs are enriching

They are treated with dignity and safe working

conditions are presentOthers equate Q.W.L with the impact of workingconditions on the employee's well-being


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Countries that practiced Q.W.L

initially

Sweden

Denmark

Holland Switzerland

Australia

USA


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Companies practicing Quality of

Work Life

General Motors

Ford Motors with UAW

XEROX IBM

BHEL, Hardwar

TISCO


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Measuring 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 employeeseach year. The responses are then used

to measure the employees perception of

their work life.


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Implementation of Q.W.L

Management and Employees co-operation- Aworker-Mgt committee on work improvement canfunction effectively to increase co-operation

Action plans developed must be followed to

completion Support ot middle-managers by top

management and bottom-level employees toimplement the programme

The objectives of Q.W.L should be a joint one,i.e., for workers it is to improve Q.W.L; formanagement it is to improve organizationalefficiency


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Barriers to Q.W.L

Resistance to change both by mgt andemployees

There is a general perception that Q.W.L

implementation will cost much to theorganization

Continuous increase in Q.W.L may result

in less productivity, i.e., after a certainlevel the productivity will not increase inproportion to the increase in Q.W.L


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Barriers to Q.W.L in India

(According to Dr. S.K. Chakraborty of IIM-C)

Widespread unhappiness due to comparison withcolleagues

Skepticism about the performance appraisal system and

promotion criteria Division into camps and cliques hampering fruitfulcommunication

Frequent fits of anger of top level officials

Regional prejudice

Glorification of speed and excitement as against serenity Unreasonable personal expectation

Limitless addiction to lower-order material needsSource: The Hindu, November 29, 1990, p 18

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