Quality Work Life

Team Members Roll no.Kedar Gharat 20Manoj Gupta 21Pramod Jadhav 24Arun Pacheco 38Nilesh Raut 49Anand Singh 60

What exactly is Quality Work Life?What exactly is Quality Work Life? Introduced in 1972 during an international labour relations conference

QWL is the level at which the employees can satisfy their personal requirements through their experience in the organization Objective is to create a good working environment so that employees work together in a cooperative way & contribute their best in achieving organizational goals.

• High rate of Absenteeism• Tardiness • High Labour Turnover• Strikes & Sabotage• Wastage & Spoilage• Low Productivity

Effects of Low Morale

Sue Bearfield, Sept 03, ACIRRT, University of Sydney

To examine the attitudes of employees towards their working life. Respondents were asked their views on 16 QWL measures in relation to their current job. The analysis centres on two occupational groups: professionals and intermediate clerical, sales and service workers.

Objectives:

Sample:

Opinions of 1,032 Australian employees aged 15 & over.

1. My current pay is fair and reasonable compared to what others doing similar work are paid

2. I am concerned that I will lose my job in the next 12 months

3. Harassment, discrimination or bullying is a problem at my workplace

4. Overall I trust senior management at my workplace

5. In general the work I do is not very interesting

6. People at my workplace get on together quite well

7. My Manager recognises the efforts I put in at work

8. Management at my workplace keeps me informed about what is going on.

Questionnaire9. Your promotion prospects in job over the next 2

yrs

10. • Control you have over the way you work

11. • The standards of health and safety where you work

12. • The balance between the time you spend working and the time spent with family & friends

13. • How you are treated by your immediate manager

14. • The amount of work you have to do

15. • The opportunities you have in your current job for developing your skills

16. • The amount of pressure you feel under at work.

More suitable working hours

Better promotion opportunities

Better pay & conditions

Better work-life balance and greater job security

More emphasis on making work a positive experience

Professionals were more likely to have interesting work and better opportunities for developing their skills.

Factors that make work a positive experience eg interesting or rewarding work.

better work-life balance and greater job security

Despite the relatively high status of their work, professionals are less satisfied with their QWL than workers.

Clerical Staff Professionals:

Sue Bearfield, Sept 03, ACIRRT, University of Sydney - Inferences

Raduan Che Rose - Graduate School of ManagementLooSee Beh - Faculty of Economics and AdministrationJegak Uli & Khairuddin Idris - Faculty of Educational Studies

Conducted By University of Malaysia

Determine the level and relationship between qualities of work life (QWL) with career-related variables

An Analysis of QWL & Career- Related Variables

American Journal of Applied Sciences, 2006

Objective:

475 executives from the electrical and electronics industry in the free trade zones in Malaysia for both the multinational corporations (MNCs) and the small-medium industries (SMIs)

Sample size:

American Journal of Applied Sciences, 2006

Hypothesis 1: Career satisfaction is positively related to QWL.

Hypothesis 2: The total career tenure and tenure with the current employer are positively related to QWL.

Hypothesis 3: Career achievement is positively related to QWL.

Hypothesis 4: Career balance is positively related to QWL.

Level of QWL: Based on the ten-point scale used, the minimum QWL rating was 2.30 and a maximum of 10.00, median QWL rating value was 6.40. The executives who felt that their level of QWL is good (49.5%), moderate (30.7%), excellent (13.1%) and low (6.1%)

Findings:

Factors affecting QWL:Work involvement

Intrinsic job motivation Higher order need strength

Perceived intrinsic job characteristics

Job satisfaction & Self-rated anxiety

Life satisfaction & happiness

Found evidence for association between total job satisfaction and total life satisfaction

Research Findings: QWL

Mirvis, P.H. and Lawler, E.E. (1984) Warr, Cook, and Wall, (1979)“Basic elements of a good quality of work life” as; Satisfaction with wages

Safe work environment Equal opportunities for advancement

V Laar, Edwards J & Easton S (2007)

The QWL measure uses 6 core factors to explain most of the variation in an individualsJob and Career Satisfaction Working Conditions

General Well-Being Home-Work Interface Stress at Work Control at Work

Worrall, L. & Cooper, C. L. (2006)

Reported that a low level of well-being at work is estimated to cost about 5-10% of Gross National Product p.a.

Best Employers Survey By Hewitt Associates

Best Employers in India in 2007

1. Aditya Birla Group 2. Satyam Computer Services Ltd3. Marriott Hotels India 4. Eureka Forbes Limited 5. Cisco Systems (India) Pvt Ltd6. Godrej Consumer Products Ltd. 7. Agilent Technologies Ltd. 8. Standard Chartered Scope Intl.9. Tata Consultancy Services Ltd. 10.Kotak Mahindra Bank Ltd.

– Five consistent Characteristics of Best Employers:

– Inspired Leadership– Unique Company Culture– Focus on Growing Talent– Strong Sense of

Accountability– Aligned HR Practices and

Excellent Execution– It found that Best

emplyers place a high value on employees’ needs and create an environment in which employees’ needs are met.

DQ-IDC Best Employers Survey 2006

Growth opportunity/ Career development

Flexibility of Office Hours/ Balancing of social life

Organizational Culture/ Work Culture

Job Content

Job Security/ Stability

Project one is working on

Company image

Salary & compensation

Overseas Opportunity

Training & Development opportunity

Facilities/ Resources

Policies & procedures

Interpersonal Relationship

Appraisal system

Perks & benefits

Survey sample: 3,006 employees

QWL parameters such as:

1. Growth opportunity,

2. work-life balance and

3. work culture

are the most desired attributes identified by the surveyed workforce.

CASE STUDIES

Case 1: QWL at CMC Ltd.

HRD is a “ Philosophy Of Management”

Guides management ‘s approaches to its employees, a belief that the

development of people is the prime responsibility of the organization and

if the environment is created where individuals can develop their

competence , people can and will do the best.

Factors like : Open communication , Trust , Flexibility , Autonomy , Proactivity and Collaboration were given prime importance to create a developmental climate

Flexibility• Transfer within Depts. / area allowed

• No rigid boundaries.

• Tolerance for ambiguity is one of the qualities sought for during recruitment.

• Close monitoring doesn’t exist.

• Employees are expected to take decisions.

• Policies like medical reimbursement , leave entitlement ,travel procedure are flexible.

• Rules & policies are guidelines, susceptible to changes as per individual needs and priorities.

Trust and faith• Basic belief in the goodness of human beings ---not as CMC employees but as individuals

• Minimum checks and controls are prevalent in the organization

• More emphasis is on to task accomplishment

• Feeling of trust enmates from Top

• No limit of sick leave, and there exists a concept of time off.

• Another manifestation of trust in employees is the system of self approval.

• Financial powers are given to the individuals to choose their own course of activities

Concern For Individuals

• People are free to express their ideas and the organization is willing to take the risks and experiment with these new ideas.

• Seniors like the CMD are easily accessible thus minimizing the levels of communication.

• Seniors are addressed by their names rather ‘SIR’

• People are considered as the organizations greatest assets.

• Schemes institutionalized for this are: - Study leave - Scholarship scheme - Self development subsidy - Membership fee for personal bodies

Open Culture

• Employee involvement in appraisal system•Focus while appraising is not highlighting what is wrong or what is lacking in the appraise, rather on potential and ways of overcoming

Senior Subordinate Relationships Employee Welfare• Employee families are invited to participate in functions like CMC Day. • CLASS awards: C - Culture L - Literature A - Arts S - Sports S - Social Activities are extended to family members .•Scholarships to employees’ children

Feedback received from both Management and employees are inagreement regarding Open CultureOpen Culture in CMC

1. Sitting in open halls – Leads to greater interaction & accessibility.Senior managers are approachable without prior appointment.

2. Common facilities – All including CMD eat together in same canteen.No peon in CMC. Everybody does their own work. Everybody sits in sametype of chairs. Induction programs attended by executives and non-executives together.

3. Freedom to express views – There are ‘no proper channels’ systems but a ‘speak out’ system whereby employees express themselves regardingpersonal, family or work-life problems to their superiors. Staff meetings usually headed by G. M. or C.M.D and difference of opinion was not regarded as an offense. Actions were usually taken within 5 to 7 days.

A negative feedback here however emphasized that ‘speakouts’strained relationship & people rarely indulged in it.

IMPACT OF CULTURE AND OTHER HRD IMPACT OF CULTURE AND OTHER HRD INTERVENTIONS -INTERVENTIONS - EMPLOYEES PERCEPTIONEMPLOYEES PERCEPTION

The +ve aspects : -Flexi - timings Employees decide their own working hours. No rigid time

Taking decisions (1) Use their discretion (2) Waiting for clearance was not req'd (3) In meetings, persons from different dept. interact and take final decisions (4) At times spot action plan were decided (5) Feel their involvement and do not take work as thrust on them and felt that they are consulted

Goals Goals decided/chosen by individuals

Transfers (1)Not imposed on individuals (ii) Management tries to convince the individual (iii) For more productivity : The employees were posted to that place where his/her spouse is transferred.

Innovation & Creativity (i) A consequence of flexibility (ii)Company encourages and finances those who are keen to innovate (iii) CMC not concerned with financial implications

Providing facilities Designations determined by need and kind of work the employee is involved.

IMPACT OF CULTURE AND OTHER HRD IMPACT OF CULTURE AND OTHER HRD INTERVENTIONS -INTERVENTIONS - EMPLOYEES PERCEPTIONEMPLOYEES PERCEPTION

The - ve aspects : -Ambiguity : Lack of Job Description

Streamlining : Existing system was not streamline and guidelines was requ'd

Disorganization : Filing system was not organized

Rapport : For availing some facilities, Rapport with seniors was required

Recognition & opportunity : For those who do not deserve

Assessment : Project assigned to team, so individual assessment was difficult

Relationship : To be benefited, a good relationship with supervisors should avail

Misuse of facilities : Due to few approvals, facilities were misused

Handicap : In future flexibility may prove to be handicap as it was both satisfier as

well as demotivator

RECOMMENDATIONS FOR CMCRECOMMENDATIONS FOR CMC

•Structured Key Result Areas (KRAs) Structured Key Result Areas (KRAs) •Streamline system with clear guidelinesStreamline system with clear guidelines•Filing system to be improvedFiling system to be improved•System to be improved to curb power & politicsSystem to be improved to curb power & politics•Recognition & opportunity only to deserving candidatesRecognition & opportunity only to deserving candidates•Assessment : Mechanism to assess individual performance vis a vis Assessment : Mechanism to assess individual performance vis a vis

teamteam•Control over Misuse of facilitiesControl over Misuse of facilities

Telephonic interview of Mr. Natrajan – AVP HR Telephonic interview of Mr. Natrajan – AVP HR

“Work life quality is designed by a company so that employees are motivated. Work culture is created to be vibrant and innovative. A balance of work and personal life is strived at so that employee is comfortable and invigorated to contribute to operations.

Employee satisfaction survey is conducted annually to measure satisfaction level of employee. Areas of improvement are shared with vertical heads for implementation. Family outings ,like dinner movies picnics are arranged. Open door policy is followed. Employee can feel free to discuss his queries problems with his supervisors / upper management”

CASE II -QWL at PMCIndia’s passenger transport is bus oriented.Buses even compete with railways by offering night services. Bus drivers successfully balance the competing demands of safety, customer focused service and company operating regulations.Physical & psychological health of bus driver critical for driving. Any impairment could lead to undesirable consequences for the passengers.

Quality of work life of the Pune municipal Transport (PMT) bus drivers. It is concerned with exploring the work life issues experienced by the drivers and the circumstances under which they perform their duties.

- Lack of driver’s decision-making authority- Fatigue, Fear of assault & social isolation- Tight running schedules & vehicle mechanical faults- Reduced rest breaks & poor cabin comfort, - Continually rotating shift patterns,- Adverse weather conditions, Traffic congestion & air pollution- Sedentary nature of the job - Pressures of ensuring of passenger safety

Working Conditions:Working Conditions:

Driver fatigue - A killer on the roads

“The condition of my bus is worst. I have reported several times but no action. Each time I use the brakes, I have a feeling that it might not work. The steering & gear is too hard to handle. I have to drive the bus slowly. This causes delay. Passengers pass comments & shout from the back. I have to just ignore them.” Mr. Narayan Pawar – Bus Driver

“Sometimes I get the feeling that my head is a top and it’s spinning like a wheel. The increasing noise and air pollution adds fuel to it. When I reach home, my entire body starts aching. My limbs get cramp. It’s very painful.” Mr. Ravi Shinde – Bus Driver

“I have to sometimes negotiate with my seniors incase I wish to go for a leave and get it exchanged with some one. Senior are not only arrogant but also sometimes, sarcastic. Sometimes, I cannot attend any family function. There is always a shortage of staff, causing extra load on us.” Mr. Rajaram Shelke – Bus Conductor

“Before starting for & after reaching the destination, we get some time to share with our colleagues. This is the time when we get an opportunity to crack a joke is the only way of entertainment for us.” Mr. Shivaji Pachpute – Bus Conductor

“In my house, I am a father, a husband & a friend, nothing else. Sometimes, on holidays, I get the message to come back to work. I have instructed my wife to say that I am not at home.” Mr. Ramesh Dange – Bus Driver

A step towards QWL…..

Fun environment:Social & recreationalfacilities Eco friendly environment Team workInformal communicationWork in cubicle No dress code

Work life balanceFlexi hours Time & work management Static working styleCSR Formal grievance mechanism Stress buster

Competitive salary, financial benefits, profit sharingMoney in hand Employee referrals Home loansESOPs Pay on merit Equity & MF Savings

Advancing their skill sets & nurturing their careersMentors not managerswork related trainingClear career pathIndividual assessments : measurable, ongoing, 360 promotions Recognition & redefinitionof work

QWL Strategies

" When organisation have addressed the issue of quality of working life, they have always achieved great productivity breakthroughs" Jerome M. Rosow

References:DRIVER FATIGUE A KILLER ON THE ROADShttp://www.itsafety.org/ITSA/driver_fatigue_a_killer_on_the_r.htm

www.punecorporation.org/pmcwebn/infrapmc.aspx

Facts about Fatigue and Drivinghttp://www.itf.org.uk/SECTIONS/It/8sept98/facts.html

THANK YOU