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Quality ofWork Life
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Work Life
Presented By
-Pratibha and
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QWL is the level at which the members of an
organisation can satisfy their personalrequirements through their experience in the
organisation.
Its main obj. is to focus on creating a good
working environment as a result of which
employees work together in a cooperative wayand contribute their best in achieving the
organizational goals.
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Quality of work life (QWL) is viewed as analternative to the control approach of managingpeople.
The QWL approach considers people as anassets to the organization rather than ascosts.
It believes that people perform better when theyareallowed to participate in managing theirwork and make decisions.
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Lawler (1982):-Quality of Working Life is conceptually
similar to well-being of employees but
differs from job satisfaction which solelyrepresents the workplace domain.
Definition:-
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Mirvis and Lawler (1984):-
Quality of working life was associated with
satisfaction with wages, hours and working
conditions. They describe the basicelements of a good quality of work life as;
safe work environment, equitable wages,
equal employment opportunities and
opportunities for advancement.
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Danna & Griffin (1999):-
Quality of Working Life is not a unitary concept,but has been seen as incorporating a hierarchy of
perspectives that not only include work-based
factors such as job satisfaction, satisfaction withpay and relationships with work colleagues, but
also factors that broadly reflect life satisfaction and
general feelings of well-being .
Thus ,the defining of quality of work life involves
three major parts: occupational health care, suitable
working time and appropriate salary.
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Ellis and Pompli (2002):-
They identified a number of factors contributingto job dissatisfaction and quality of working life
in nurses, including: Poor working environments,
Resident aggression, Workload, Unable to deliverquality of care preferred, Balance of work and
family, Shift work, Lack of involvement in
decision making, Professional isolation, Lack ofrecognition, Poor relationships with
supervisor/peers, Role conflict, Lack of
opportunity to learn new skills.
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Bearfield (2003):-
He used 16 questions to examine quality of
working life, and distinguished between
causes of dissatisfaction in professionals,intermediate clerical, sales and service
workers, indicating that different concerns
might have to be addressed for different
groups.
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1959-1972 QWL=variable
1969-1975 QWL= Approach
1972-1975 QWL= Methods
1975-1980 QWL= Movements
1979-1982 QWL=best approach
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QWL means different things todifferent persons
to a clerk in dispatch
To a mineworker
Shop floor workers
A probationary officer
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MEASUREMENT
The Work-Related Quality of Life scale (WRQoL)
uses 6 core factors to explain most of the variation
in an individuals quality of working life
Job and Career Satisfaction Working Conditions
General Well-Being
Home-Work Interface Stress at Work and
Control at Work
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Scope of QWL
(i) Restructuring of multiple dimensions of theorganisation by instituting a mechanism which
introduces and sustains changes over time;(ii) Focus on work teams;
(iii)Autonomy in planning work;
(iv)Focus on skill development; and(v) Increased responsiveness to employee concerns.
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Needs to be fulfilled by theorganisation
Adequate pay
Favourable and safer environment
Job security Employment Benefit
Job satisfaction
Scope of advancement
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Approaches to improve QWL
Flexibility in work schedule
1.Flexi time- A system of flexible workinghours.
2.Staggered hours- Different groups ofemployees begin and end work at differentintervals.
3.Compressed work week-It involves morehours of work per day for fewer days perweek.
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Autonomous workgroups
Example- Milliken &Company in The United States employs 14300workers or what company terms associates. The company has achieved
a flat management structure in which associates, working primarily in self-managed work teams ,exercise considerable authority. Self managed
work teams are groups of employees who have the power to makeoperating decisions and operate the system designed by managers. Thisapproach has worked so well that Milliken has eliminated nearly 700management positions since 1981, freeing that many individuals to serveas process-improvement specialists. Since the early
1980s, productivity has increased 42 per cent, and sales have risensignificantly.
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Job Enrichement
Opportunity for growth Suggestion system
It can make work easier It can make-work more safe
It can remove mistakes
It can improve quality
. It can increase efficiency
It can decrease rejects
It can reduce costs It can give more satisfaction to customers through better service
Employees participation
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Thank You