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ABSTRACT
Quality of work life is the degree to which individuals are able to satisfy their important
personal needs while employed by the firm. Quality of work life refers to the level of
satisfaction, motivation, involvement and commitment individuals experience with respect to
their lives at work
Quality of work life is a process in organizations, which enables its members at all levels to
participate actively and effectively in shaping the organization environment, methods, and
outcomes.
The objective of the study is to help the organization to know the level of satisfaction of the
workers and executives at various hierarchical levels, towards the facilities and welfare amenities
provided by them and also to find out the challenges and difficulties faced by the management in
providing better quality of work life to the employees.
Most of the employees covered under my study have not been found to be feeling any
stress in their jobs and related working environment
There should be no communication gap between the team leader and group members. The
communication flow must be improved to make it smooth to maintain cordial inter personal
relations in the organization. The training and development programs have to be more effectively
planned and implemented.
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INTRODUCTION
Quality of Work Life is the existence of a certain set of organizational conditions or
practices. This definition frequently argues that a high quality of work life exists when
democratic management practices are used, employees jobs are enriched, employees are treated
with dignity and safe working conditions exist.
Quality of Work Life refers to the level of satisfaction, motivation, involvement and
commitment individuals experience with respect to their lives at work.
Quality of Work Life is the degree to which individuals are able to satisfy their important
personal needs while employed by the firm. Companies interested in enhancing employees
Quality of Work Life generally try to instill in employees the feelings of security, equity, pride,
internal democracy, ownership, autonomy, responsibility and flexibility.
DEFINITION:
Richardand J. Loydefine Quality of Work Life means the degree to much the members of
the working organization are able to satisfy important personnel needs through their experience
in the organization.
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OBJECTIVE OF THE STUDY
The objective of the study is to find out the quality of working life of the employees in ITSector
The objective of the study is to know the level of satisfaction of the employees towardsthe facilities and welfare amenities provided by their company.
The study is also aimed at reviewing the working conditions including total environmentto bring in positive change for betterment of the Quality of Work Life of employees.
The objective of the study is also to find out the challenges and difficulties faced by themanagement in providing better Quality of Work Life to the employees.
The objective of the study is also to find out the thinking of the employees with respect tothe work culture in the organization.
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SCOPE OF THE STUDY .
Though few companies are approached for conducting survey, the analysis of Quality ofWork Life their gives a better understanding of the concept.
The scope of the study also includes the response of the employees to the variousmeasures taken by their companies to make the employees comfortable at the work place.
The scope is also widened to find out the expectations of the employees from themanagement with respect to the above concept.
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RESEARCH METHODOLOGY
The study has been covered based on the following steps:
A) DATA COLLECTION: The data has been collected from the two main
Sources of data namely:
Primary Source of data Secondary Source of data
PRIMARY SOURCE
Primary source includes the data that is collected from different companies and selected
respondents. The required information is collected in the following ways:
Administered a structured questionnaire. By interacting with the concerned employees.
Tools used for data collection are as follows:
Discussions (Unstructured Discussions) Questionnaire (Structured Questionnaire)
Unstructured Discussion:
Under this method of data collection the researcher personally interviews the respondents to
gather the information. The respondents are asked to present their views and opinions about the
topic under discussion. The opinions of the respondents are used as the primary source of
information for preparing the study report.
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Structured Questionnaire:
It is usually associated with the self-administered tools with items of the closed or fixedalternative type. The respondents feel greater confidence in the anonymity of questionnaire than
in that of any interview. It places less pressure on the subject of immediate response. These
were the reasons for choosing questionnaire as one of the tools for data collection.
The questionnaire consists of two types of questions:
Close-ended questions:The close-ended questions consist of multiple choices, which offer the
respondents with a choice of specific answers.
Open-ended questions:An open-ended question is a question where no choices of answer are
given the respondent and the respondent is given freedom to respond according to his wish.
SECONDARY SOURCE
Secondary source is that information that is obtained from those sources other than direct sources
and the information is collected through the mentioned ways.
Research papers Text books published on Human Resource Management. Websites and Search engines. Other records.
B) SAMPLE SELECTION:
A sample is known as the sub-unit of population which shares the similar features. The number
of units in the sample is known as the sample size.
After the selection of sample size, the sampling was done based on convenient sampling
method.
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C) ANALYSIS:
The collected data has been coded and represented diagrammatically in the form of bardiagrams by calculating the frequency and average. Based on this suitable interpretations
were made.
Based on the responses obtained and the gathered data suitable recommendations weregiven which can help the organization in retaining their employees
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(1975) viewed quality of work life more broadly as an individuals evaluation of the outcome of
the work relationship. They observed that a employee may be said to enjoy a high quality of
working life when he has positive feelings towards his job and its future prospects, is motivated
to stay on the job and performs well and feels his working life fits well with his private life to
afford him a balance between the two in terms of his personal values. Walton (1973) suggested
eight major conceptual areas for understanding quality of work life. These were adequate and
fair compensation, safe and healthy working conditions, development of human competencies,
growth and security, social integration, constitutionalization and total life space and social
reliance. Various other studies conducted on quality of work life include employment conditions,
employment security, income adequacy, profit sharing, equity and other rewards, employee
autonomy, employee commitment, social interaction, self- esteem, self- expression, democracy,
employee satisfaction, employee involvement, advancement, relations with supervisors and peers
and job enrichment ( Chander and Singh, 1993)
Runcie (1980) remarked that should an employee have positive perception of the quality of
worklife in the company, he would further probably strive to further improve the working
conditions, increase production and quality products. The experiences of a fair number of
organizations indicate that a number of specific roles and structures and the support systems,
must be in place and functioning effectively in order that the quality of work life programmes
remain viable grow, involve, permeate the organizational culture and produce long term success
and benefits.The cross nation experiences amply demonstrate that improvement in quality of
work life has definite potential and scope in improving productivity (Ledford and Lawler, 1982)
and overall organizational effectiveness ( Buchanan and Boddy, 1982) as also reducing
grievances, turnover and absenteeism ( Goodman, 1980) and industrial accidents (Havolovic,
1991). Yet inspite of the plethora of research on the subject, the efforts on the part of researchers
to identify the factors of quality of work life in the Indian context have not been encouraging.
Thompson indicated quality of work life programs a movement toward greater engagement with
the cooperation, knowledge and tactic skills of the work force. Delamotte and Walker (1974)
indicated that the number of emphasis have been made in the humanization of work including:
the need to protect the worker from hazards to health and safety, the wage work bargain, the
protection of workers from hazards of illness and unemployment and the protection of the
worker from arbitrary the authority of management.
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Importance of QWL
Quality of Work Life is basically the Quality of life that an employee experiences at his work
place. Unless good Quality of Work Life is provided to an employee, he cannot be motivated
towards work. Quality of Work Life covers all aspects of employees work life like economic,
social, psychological and organizational. Among these aspects, economic aspects occupy first
place. The importance of monetary benefits prevails in both manufacturing as well as service
oriented industries. Family life too plays an important role in the work life of an employee.
Family is the one social institution which has the greatest influence on the behavior of
employees. This is especially true in the Indian context, wherein, individuals are socially
conditioned to prioritize domestic-life over work-life. Human Resource is an important factor of
production but behaviour and productivity of employees cannot be predicted. As such,
management of human resource is a complex process. However, productivity can be improved
considerably through proper management of human resources. This could play a significant role
in developing countries like ours. The changing needs of employees, their culture, values
aspirations and work environment give birth to new sub-systems of human resource
management, such new sub-system is Quality of Work Life (QWL). It covers many aspects of
employees work life such as monetary benefits, physical working conditions, social and career
aspects. It has its initial roots in scientific management. It took a shape with human relations
movement and socio-technical system, which forms the basis for present QWL. Work is a major
formative experience which can either promote or limit a mans growth in ways, which affect
him as a whole; it shapes his life outside the job as well as within. The Quality of Work Life
becomes relevant in developing countries like India because in a developing country, the
Quality of Work Life can become both ends and means. It is an end in itself; because it is a
highly significant component in the quality of life the goal of all development. It is a means
because the experiences of participation in decision-making at the work place and of progressivelearning, help workers acquire the civic competencies and skills, on which a country developing
in the social democratic mode must rely.
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Impact of QWL
Improved communication and co-ordination among the workers and organization, helps to
integrate different jobs resulting in better task performance. Better working condition enhances
workers motivation to work in a healthy atmosphere resulting in motivation and increase in
production. This is because QWL calls for participation in group discussion and solving the
problem, improving skills etc., enhancing capabilities and thus building confidence and increased
output. QWL attracts talented employees and make them loyal towards the organization. The
practice makes employees feel valued, contributes to increased productivity and reduced
absenteeism, helps earn the reputation of being an employer of choice, impacts employee
retention, helps employees achieve work-life balance. The net result is more satisfied and
productive workers produce better and quality products. QWL programmes do not seem to take
off unless unions force the management. In our country, the working conditions at work premises
are not conducive for healthy and challenging nature of work. The wages are very poor; the
treatment of the management woefully lacking in the understanding of human values and rights.
On the other hand, the personnel in the executive cadre also feel frustrated because of alienation
over their conditions of employment, interpersonal conflicts, role conflicts, job pressures, lack of
freedom in work, absence of challenging work etc., public sector has acquired a prominent place
and has witnessed phenomenal growth particularly in developing economies, since attainment of
political independence.
The concept of QWL is based on the assumption that a job is more than just a job. It is the canter
of a persons life. In recent years there has been increasing concern for QWL due to several
factors:
Increase in education level and consequently job aspirations of employees;
Association of workers;
Significance of human resource management;Widespread industrial unrest;
Growing of knowledge in human behaviour, etc.
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Measurement
There are few recognised measures of quality of working life, and of those that exist few have
evidence of validity and reliability, that is, there is a very limited literature based on peer
reviewed evbaluations of available assessments. A recent statistical analysis of a new measure,
the Work-Related Quality of Life scale (WRQoL), indicates that this assessment device should
prove to be a useful instrument, although further evaluation would be useful. The WRQoWL
measure 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.
The Job & Career Satisfaction Job and Career satisfaction (JCS)scale of the the Work-Related
Quality of Life scale (WRQoL) is said to reflect an employees feelings about, or evaluation of,
their satisfaction or contentment with their job and career and the training they receive to do it.
Within the WRQoL measure, JCS is reflected by questions asking how satisfied people feel
about their work. It has been proposed that this Positive Job Satisfaction factor is influenced by
various issues including clarity of goals and role ambiguity, appraisal, recognition and reward,
personal development career benefits and enhancement and training needs.
The General well-being (GWB)scale of the Work-Related Quality of Life scale (WRQoL), aims
to assess the extent to which an individual feels good or content in themselves, in a way which
may be independent of their work situation. It is suggested that general well-being both
influences, and is influenced by work. Mental health problems, predominantly depression and
anxiety disorders, are common, and may have a major impact on the general well-being of the
population. The WRQoL GWB factor assesses issues of mood, depression and anxiety, life
satisfaction, general quality of life, optimism and happiness.
The WRQoL Stress at Work sub-scale (SAW) reflects the extent to which an individual
perceives they have excessive pressures, and feel stressed at work. The WRQoL SAW factor is
assessed through items dealing with demand and perception of stress and actual demand
overload. Whilst it is possible to be pressured at work and not be stressed at work, in general,
high stress is associated with high pressure.
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The Control at Work (CAW) subsacle of the WRQoL scale addresses how much employees feel
they can control their work through the freedom to express their opinions and being involved in
decisions at work. Perceived control at work as measureed by the Work-Related Quality of Life
scale (WRQoL)(18)is recognized as a central concept in the understanding of relationships
between stressful experiences, behaviour and health. Control at work, within the theoretical
model underpinning the WRQoL, is influenced by issues of communication at work, decision
making and decision control.
The WRQoL Home-Work Interface scale (HWI) measures the extent to which an employer is
perceived to support the family and home life of employees. This factor explores the
interrelationship between home and work life domains. Issues that appear to influence employee
HWI include adequate facilities at work, flexibile working hours and the understanding ofmanagers.
The Working Conditions scale of the WRQoL assesses the extent to which the employee is
satisfied with the fundamental resources, working conditions and security necessary to do their
job effectively. Physical working conditions influence employee health and safety and thus
employee Quality of working life. This scale also taps into satisfaction with the resources
provided to help people do their jobs.
Applications
Regular assessment of Quality of Working Life can potentially provide organizations with
important information about the welfare of their employees, such as job satisfaction, general
well-being, work-related stress and the home-work interface. Studies in the UK University sector
have shown a valid measure of Quality of Working Life exists and can be used as a basis for
effective interventions.
Some of the factors used to measure quality of working life pick up on things that dont actually
make people feel good, but which seem to make people feel bad about work if those things are
absent.
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For example, noise if the place where someone works is too noisy, they might get frequent
headaches, or find they can not concentrate, and so feel dissatisfied. But when it is quiet enough
they dont feel pleased or happy - they just dont feel bad. This can apply to a range of factors
that affect someone's working conditions.
Other things seem to be more likely to make people feel good about work and themselves once
the basics are OK at work. Challenging work (not too little, not too much) can make them feel
good. Similarly, opportunities for career progression and using their abilities can contribute to
someone's quality of working life.
WORK LIFE BALANCE
BENEFITS TO THE
ORGANIZATION
WORKLIFE BALANCE
BENEFITS TO THE INDIVIDUAL
Measured increases inindividual productivity,
accountability and
commitment
Better teamwork andcommunication
Improved morale Less negative organizational
stress
More value and balance inyour daily life
Better understanding of whatyour best individual work
life balance is
Increased productivity Improved relationships both
on and off the job
Reduced stress
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About QWL Strategy:
Improve communication with employees
Strengthen family friendly programs
Provide all employees with Internet access
Increase investment in workplace learning
Improve the effectiveness of supervisors and team leaders
Evaluate the effectiveness of diversity management practices and
Improve ability to manage change and transition
The programs, policies and services through Quality of Work life Programmes:
a. Support faculty and staff efforts to manage the competing demands of work and personallife
b. Support health promotions and wellnessc. Express appreciation for faculty and staff contribution to the university, highlight
outstanding individual contributions and recognize long term commitment.
Quality of Work Life as a process:
As a process Quality of Work Life calls for efforts to release this goal through the active
involvement of people throughout the organization. It is about organization change usually from
a control to an Involvement organization.
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The concept of Quality of Work Life views a work as a process of interaction and joint problem
solving by work in people, managers, supervisors and workers.
This process is:
i. Co-operative rather than authoritarianii. Evolutionary and changing rather than static
iii. Open rather than rigidiv. Informal rather than rule basedv. Problem solving
vi. Win-win rather win-lose
Quality of Work life programme has become important in the work place for the following
reasons:
o Increased women in work forceo Increased male involvement in dependant care activitieso Increased responsibilities for elderso Increased demand at worko Loss of long term employment guaranteeso The need for enhanced work place skillso Greater competition for talent
The following are the some of the specific issues in Quality of Work life
o Pay and stability of employmento Occupational stresso Organizational health programmeo Alternative work scheduleso Participative management and control of worko Recognition
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Quality of Work life improvements are defined as any activity which takes place at
every level of an organization which seeks greater organizational effectiveness through
the enhancement of human dignity and growth. A process through which the state
holders in the organization, management, unions and employees - learn how to work
together better to determine for themselves what actions, changes and improvements are
desirable and workable in order to achieve the win and simultaneous goals of an
improved quality of life at work for all members of the organization and greater
effectiveness for both the company and the unions.
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QUESTIONNAIRE
Name of the Employee:
Designation:
1. How do you feel working with this company?
(a) Excellent (b) Good (c) Satisfactory (d) Poor
2. What do you like the most about this company?
(a) Job Profile (b) Work environment
(c) Growth Opportunities (d) Compensation & Benefits
3. Which of the following best describes your usual work schedule?
(a) Evening shift (b) Night shift (c) Day shift
(d) Irregular shifts /on-call (e) Rotating shifts
4. How do you rate the work culture in your organization?
(a) Excellent (b) Very good (c) Good
(d) Satisfactory (e) Bad
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5. How are the career developmental activities in your organization?
(a) Excellent (b) Very good (c) Good
(d) Satisfactory (e) Bad
6. Your main satisfaction in life comes from your work.
(a) Strongly agree (b) Agree
(c) Disagree (d) Strongly Disagree
7. The work profile gives you an opportunity to develop special abilities
(a) Very true (b) Some what true
(c) Not too true (d) Not at all true
8. How hard is it to take time off during your work to take care of personal or family
matters?
(a) Not at all hard (b) Not too hard
(c) Some what hard (d) Very hard
9. Does the management maintain quality circles according to the norms and standards of
the employees?
(a) Yes (b) No
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10. In general, how would you describe relations in your work place between
management and employees?
(a) Very good (b) Quite good (c) Neither good nor bad
(d) Quite bad (e) Very bad
11. Do you think that the organization is paying you fairly and reasonably?
(a) Strongly agree (b) Agree (c) Satisfactory
(d) Disagree (e) Strongly disagree
12. Is the compensation paid to you is sufficient for providing a satisfactory standard of
Living?
(a) High (b) Average (c) Low
13. Do you feel that there is job security in your organization?
(a) Strongly agree (b) Agree (c) Satisfactory
(d) Disagree (e) Strongly disagree
14. What are rewards given for good performance of the team?
(a) Monetary benefits (b) Promotion
(c) Job enrichment (d) Any other specify
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15. Is your performance being monitored periodically?
(a) Yes (b) Could be (c) No
16. What helps positive attitude towards the job?
(a) Nature of the job (b) Working with colleagues
(c) Recognition of effort (d) Development opportunities
(e) Pay and conditions (f) Others (mention) ____________________
17. How do you rate the employee welfare programs in your organization?
(a) Excellent (b) Very good
(c) Good (d) Satisfactory
18. What could improve the quality of your work life?
(a) More suitable working hours (b) Better pay and conditions
(c) Better development/promotional activities (d) Better management
(e) Other (f) None of the above
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19. How important do you consider the following?
Very Important Fairly Important Not Very Important
More flexible working hours
Development of occupational
healthcare
Hike in pay
Increase in training
opportunities
Learning new things
Appreciation of work
20. Your opinions and suggestions regarding quality of work life in the organization?