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Quality of work life (QWL) refers to a process where an organization allows employees to participate in decisions that affect their work lives. QWL aims to provide favorable working conditions through job security, satisfaction, fair compensation, benefits, employee involvement, and improved organizational performance. It can be measured through surveys assessing employee satisfaction with factors like their job, wages, company policies, management support, job safety, benefits, and participation in decision-making.
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Quality of Working Life 2012 Executive Summary
This document provides an executive summary for the report "The Quality of Working Life 2012". It discusses the following key points in 3 sentences:
The report examines managers' wellbeing, motivation, and productivity in the current economic climate, comparing data to 2007 before the recession. It explores how factors in the workplace and different leadership styles impact managers' sense of wellbeing, and how wellbeing affects motivation and productivity. The 2012 survey aimed to maintain comparability to previous years while addressing current issues managers face, such as the transition from pre-recession growth to the current deficit reduction and anemic growth period.
Quality of worklife of hr
This document discusses the topic of quality of work life (QWL). It defines QWL as efforts to improve working conditions, work content, safety, security, wages and benefits to enhance employee satisfaction and organizational effectiveness. QWL aims to improve life both at and outside of work by making jobs less routine and more rewarding. The concept of QWL originated after the industrial revolution as mechanization reduced the importance of human factors and led to issues like job dissatisfaction. Strategies to improve QWL discussed in the document include self-managed work teams, participative management, better worker-supervisor relationships, recognition programs, and organizational health programs. The role of the HR department is to help implement these strategies to retain talent
Quality of work life
This document discusses quality of work life (QWL), which refers to the relationship between employees and their total working environment. QWL aims to create a positive attitude, increase productivity and improve standards of living. Major issues that affect QWL include pay/benefits, job security, occupational stress, and adequate resources. Strategies to improve QWL involve self-managed work teams, participative management, supervisor relationships, promotion opportunities, recognition programs, health initiatives, and flexible schedules. QWL is measured through surveys and interviews. Successful implementation requires cooperation between management and employees through action plans and middle management support. Barriers to effective QWL include resistance to change and perceptions that it reduces productivity.
Qwl.ppt
The document discusses quality of worklife (QWL), which involves factors like supervision, working conditions, pay, benefits, and job satisfaction. QWL aims to help employees enhance their personal lives through their work. It focuses on employee well-being rather than just work aspects. Organizations are starting to consider overall employee development and reducing stress, while maintaining economic health. Approaches to improving QWL discussed in the document include job security, flexible schedules, job redesign, development opportunities, employee participation, and autonomous work groups.
Qwl.ppt
This document presents information on quality of worklife (QWL) from a presentation given by Seema, an MBA student. It defines QWL as involving the quality of supervision, working conditions, pay, benefits and the nature of the job. The objectives of QWL are outlined as understanding the relationship between QWL and employee satisfaction, learning employee satisfaction levels, and determining if QWL improves organizational productivity and motivates employees to learn. Approaches to improving QWL discussed include job security, flexible schedules, job redesign, opportunities for development, and employee participation in management. Techniques for improving QWL focus on compensation, working conditions, career growth opportunities, and social integration in the workforce.
Qwl & qc l 14
Quality of work life aims to improve employee satisfaction and involvement by addressing factors like pay, benefits, job security, and empowerment. Quality circles are small voluntary groups that meet regularly to identify and solve work-related issues. They were created in Japan in 1962 and have since spread internationally. The stages of implementing quality circles include evaluating feasibility, creating awareness, planning circles, training leaders, adopting circles, and monitoring progress. Quality circles can boost morale, teamwork, problem-solving skills, and communication while reducing costs when implemented effectively. Potential limitations include integrating them into the existing organizational culture and motivating sustained participation.
QWL
This document discusses quality of work life (QWL) at two case studies - CMC Ltd. and Pune Municipal Transport (PMT).
For CMC Ltd., the company focuses on developing people through an open culture with flexibility, trust, autonomy, and collaboration. This leads to benefits like employee involvement, innovation, and flexible policies. However, some negatives were also reported like ambiguity, need for streamlining, and potential for misuse of flexibility.
For PMT bus drivers, issues with QWL included lack of decision making, fatigue, fear of assault, tight schedules, poor working conditions, and work-life imbalance. Strategies proposed to improve QWL included social facilities, teamwork, flexible
Quality of work life
The document discusses Quality of Work Life (QWL), which views employees as assets rather than costs, and believes people perform better when allowed to participate in managing their work. QWL aims to satisfy both economic and socio-psychological needs of employees. Key determinants of QWL include employee pay, benefits, schedule flexibility and working conditions. New tools to improve QWL mentioned include quality circles, suggestion systems, employee participation, and autonomous work teams. The goals of QWL programs are to provide employees with a decent living standard, economic security, and a healthy work-life balance.
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Quality of Working Life 2012 Executive Summary
This document provides an executive summary for the report "The Quality of Working Life 2012". It discusses the following key points in 3 sentences:
The report examines managers' wellbeing, motivation, and productivity in the current economic climate, comparing data to 2007 before the recession. It explores how factors in the workplace and different leadership styles impact managers' sense of wellbeing, and how wellbeing affects motivation and productivity. The 2012 survey aimed to maintain comparability to previous years while addressing current issues managers face, such as the transition from pre-recession growth to the current deficit reduction and anemic growth period.
Quality of worklife of hr
This document discusses the topic of quality of work life (QWL). It defines QWL as efforts to improve working conditions, work content, safety, security, wages and benefits to enhance employee satisfaction and organizational effectiveness. QWL aims to improve life both at and outside of work by making jobs less routine and more rewarding. The concept of QWL originated after the industrial revolution as mechanization reduced the importance of human factors and led to issues like job dissatisfaction. Strategies to improve QWL discussed in the document include self-managed work teams, participative management, better worker-supervisor relationships, recognition programs, and organizational health programs. The role of the HR department is to help implement these strategies to retain talent
Quality of work life
This document discusses quality of work life (QWL), which refers to the relationship between employees and their total working environment. QWL aims to create a positive attitude, increase productivity and improve standards of living. Major issues that affect QWL include pay/benefits, job security, occupational stress, and adequate resources. Strategies to improve QWL involve self-managed work teams, participative management, supervisor relationships, promotion opportunities, recognition programs, health initiatives, and flexible schedules. QWL is measured through surveys and interviews. Successful implementation requires cooperation between management and employees through action plans and middle management support. Barriers to effective QWL include resistance to change and perceptions that it reduces productivity.
Qwl.ppt
The document discusses quality of worklife (QWL), which involves factors like supervision, working conditions, pay, benefits, and job satisfaction. QWL aims to help employees enhance their personal lives through their work. It focuses on employee well-being rather than just work aspects. Organizations are starting to consider overall employee development and reducing stress, while maintaining economic health. Approaches to improving QWL discussed in the document include job security, flexible schedules, job redesign, development opportunities, employee participation, and autonomous work groups.
Qwl.ppt
This document presents information on quality of worklife (QWL) from a presentation given by Seema, an MBA student. It defines QWL as involving the quality of supervision, working conditions, pay, benefits and the nature of the job. The objectives of QWL are outlined as understanding the relationship between QWL and employee satisfaction, learning employee satisfaction levels, and determining if QWL improves organizational productivity and motivates employees to learn. Approaches to improving QWL discussed include job security, flexible schedules, job redesign, opportunities for development, and employee participation in management. Techniques for improving QWL focus on compensation, working conditions, career growth opportunities, and social integration in the workforce.
Qwl & qc l 14
Quality of work life aims to improve employee satisfaction and involvement by addressing factors like pay, benefits, job security, and empowerment. Quality circles are small voluntary groups that meet regularly to identify and solve work-related issues. They were created in Japan in 1962 and have since spread internationally. The stages of implementing quality circles include evaluating feasibility, creating awareness, planning circles, training leaders, adopting circles, and monitoring progress. Quality circles can boost morale, teamwork, problem-solving skills, and communication while reducing costs when implemented effectively. Potential limitations include integrating them into the existing organizational culture and motivating sustained participation.
QWL
This document discusses quality of work life (QWL) at two case studies - CMC Ltd. and Pune Municipal Transport (PMT).
For CMC Ltd., the company focuses on developing people through an open culture with flexibility, trust, autonomy, and collaboration. This leads to benefits like employee involvement, innovation, and flexible policies. However, some negatives were also reported like ambiguity, need for streamlining, and potential for misuse of flexibility.
For PMT bus drivers, issues with QWL included lack of decision making, fatigue, fear of assault, tight schedules, poor working conditions, and work-life imbalance. Strategies proposed to improve QWL included social facilities, teamwork, flexible
Quality of work life
The document discusses Quality of Work Life (QWL), which views employees as assets rather than costs, and believes people perform better when allowed to participate in managing their work. QWL aims to satisfy both economic and socio-psychological needs of employees. Key determinants of QWL include employee pay, benefits, schedule flexibility and working conditions. New tools to improve QWL mentioned include quality circles, suggestion systems, employee participation, and autonomous work teams. The goals of QWL programs are to provide employees with a decent living standard, economic security, and a healthy work-life balance.
Quality of Work Life
Quality of working life refers to the degree to which employees are able to satisfy their personal needs through their experiences in an organization. It is impacted by physical, economic, and psychological factors that affect an employee's job. Some key aspects that influence quality of working life include fair pay, a safe working environment, reasonable working hours, employment benefits, job security, job satisfaction, career opportunities, a suggestion system, autonomous workgroups, job enrichment, opportunities for growth, flexible work schedules, and employee participation.
Improving Quality of work Life
The document discusses principles and practices of management. It emerged as a concept in 1970 focusing on the relationship between employees and their total working environment, with the aim of creating a better quality of work life. This involves the human-technological-organizational interface and participation in organizational problem solving and decision making. Some key principles discussed include autonomous work groups, opportunities for growth, effective communication, job enrichment, and flexibility in work schedules. The overall goals are to create positive attitudes, increase productivity, and improve standards of living.
Quality work life $ stress management
This document discusses quality of work life and stress management. It addresses the relationship between employees and their working environment, and objectives like attracting and retaining talent. Strategies for improving quality of work life include organizational justice, career growth plans, flexible work timing and increased employee participation. Barriers include resistance to change and workload. The document also provides tips for better work-life balance, examples from IBM, causes of stress, effects on organizations, and suggestions for managing stress.
Enhancing qwl
This document discusses enhancing the quality of work life (QWL). It explains that QWL views employees as assets rather than costs, and that people perform better when allowed to participate in decision making. It lists some determinants of QWL like pay, benefits, and flexible schedules. Employee involvement practices like quality circles, suggestion systems, and empowerment are also discussed. Several examples of companies in India implementing these practices are provided.
quality of work life
This document discusses quality of work life (QWL), which refers to the relationship between employees and their total working environment. QWL aims to create a positive attitude, increase productivity, and improve employees' standard of living. Major issues that affect QWL include pay/benefits, job security, occupational stress, and inadequate resources. Strategies to improve QWL involve self-managed work teams, participative management, good worker-supervisor relationships, promotion opportunities, recognition programs, health initiatives, and flexible schedules. The HR department plays a role in QWL that varies between organizations but often involves providing support and resources to implement QWL strategies. In conclusion, QWL focuses on employee involvement and motivation to
Quality of Work Life
BVG India Ltd is a flagship facility management company with over 45,000 employees across 70 locations in India. It was established in 1997 and provides services like housekeeping, landscaping, and electrical and mechanical services to 400+ clients in government and private sectors. The document discusses BVG's vision, mission, and the various services it offers. It then outlines the objectives and methodology of a study conducted to understand employee work life quality, satisfaction, and opinions of work culture at BVG. The study found that employees generally appreciate the work culture and career development opportunities, though compensation could be improved. Good performance is rewarded through promotion, job enrichment, and monetary benefits.
Quality of work life new
This document discusses Quality of Work Life (QWL). It defines QWL as the sense of betterment and happiness employees feel in their work environment and the extent to which work enhances personal life. Key aspects of QWL include supportive organizational behavior, job enrichment, employee development, safe working conditions, and work-life balance. The document outlines factors that influence job satisfaction and QWL, such as compensation, career growth opportunities, and work conditions. It also discusses approaches and techniques for improving QWL, such as flexible schedules, job redesign, employee participation, and recognition programs. Measurement of QWL includes indices that assess job satisfaction, well-being, work conditions and other psychosocial factors.
Quality of work life
This document discusses the quality of work life. It defines work life as the overall quality of an individual's working life, including factors like income, health, relationships, and happiness. It aims to create a positive attitude, increase productivity, and improve standard of living. The document then discusses the history of work life quality, dimensions for measuring it, factors that influence it like job satisfaction and stress, and strategies for improving work life quality such as self-managed work teams and participative management.
Quality of work life structural od intervention - Organizational Change an...
Organizational improvement efforts.
Attempt to restructure multiple dimensions of the organization.
To institute a mechanism which introduces and sustains changes over time.
An increase in participation by employees and increase in problem solving between the union and management.
Job design and quality of work life
This document discusses job design and quality of work life. It defines key terms related to job design like job analysis, job description, and job specification. It then explains different methods of job design like job specialization, job enlargement, job rotation, and job enrichment. It also discusses how well-designed and poorly-designed jobs can impact productivity, satisfaction, and quality of work life. Finally, it defines quality of work life and discusses ways to measure and improve it through programs, job redesign, and quality circles.
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The document is a report on Total Quality Management in HRM written by a group of students for a university course. It includes an introduction to TQM, how TQM relates to HRM, job involvement and organizational commitment. It then discusses how TQM impacts various HRM functions such as job design, recruitment and selection, training and development, employee empowerment, teamwork and leadership, and employee participation. The report aims to demonstrate how applying TQM principles can help align HRM functions and improve organizational performance.
Quality work life
Quality work life (QWL) aims to improve employees' standard of living and organizational effectiveness through (1) considering how work impacts people and (2) involving employees in problem-solving and decision-making. QWL seeks to improve productivity, create positive attitudes, and increase the organization's effectiveness by evaluating the effects of changes on employees, identifying job quality strengths and weaknesses, and addressing major barriers like occupational stress. Strategies to improve QWL include self-managed work teams, participative management, and recognition programs.
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This document discusses employee empowerment as a strategy to increase workplace commitment. It defines employee empowerment as giving workers autonomy and responsibility over decision making in their tasks. Empowerment can increase trust, commitment, productivity and loyalty while decreasing absenteeism. Factors like role clarity, access to information and a participative environment affect the degree of empowerment. Strategies for empowerment include allocating authority, forming employee committees and interacting with top executives. Workplace commitment includes organizational commitment to goals/values and individual commitment to jobs, teams and careers. Indicators of commitment are strategic alignment and decision making. Empowerment helps performance by fostering innovation, accountability and desire to improve work.
Organization Management System Powerpoint Presentation Slides
Determine your organization structure and design by using the Organization Management System PowerPoint Presentation Slides. This presentation analyzes the current situation of the organization by highlighting problem areas. Utilize our content-ready organization structure and management PowerPoint templates and depict the organization readiness criteria for the development process. Discuss the organization development action plan by using a visually appealing PPT slide deck. The presentation will help to develop an organization development framework with a timeline to complete each phase of the development process. Present management skills and styles along with the features and discuss the impact on the organizational success rate. The organization management system PPT slides also covers work culture improvement plan, communication plan after organization management. After that discuss common threats faced by the organization such as data misused, insider threats, strict compliance regulations, etc. It also covers the roles of team members in the organization development process, roles of employees in reducing threats, the role of HR consulting in redesigning organizational structure, organization management workstream, etc. https://bit.ly/3cedTq6
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A quality circle is a volunteer group of workers, led by a supervisor, that identifies, analyzes, and solves work-related problems. They present solutions to management to improve organizational performance and employee motivation/enrichment. Quality circles benefit organizations by developing employees' skills and creating a positive work environment, while also improving products/services and reducing costs through increased efficiency.
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Feedback aimed at guiding implementation efforts
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Quality of Work Life
Quality of working life refers to the degree to which employees are able to satisfy their personal needs through their experiences in an organization. It is impacted by physical, economic, and psychological factors that affect an employee's job. Some key aspects that influence quality of working life include fair pay, a safe working environment, reasonable working hours, employment benefits, job security, job satisfaction, career opportunities, a suggestion system, autonomous workgroups, job enrichment, opportunities for growth, flexible work schedules, and employee participation.
Improving Quality of work Life
The document discusses principles and practices of management. It emerged as a concept in 1970 focusing on the relationship between employees and their total working environment, with the aim of creating a better quality of work life. This involves the human-technological-organizational interface and participation in organizational problem solving and decision making. Some key principles discussed include autonomous work groups, opportunities for growth, effective communication, job enrichment, and flexibility in work schedules. The overall goals are to create positive attitudes, increase productivity, and improve standards of living.
Quality work life $ stress management
This document discusses quality of work life and stress management. It addresses the relationship between employees and their working environment, and objectives like attracting and retaining talent. Strategies for improving quality of work life include organizational justice, career growth plans, flexible work timing and increased employee participation. Barriers include resistance to change and workload. The document also provides tips for better work-life balance, examples from IBM, causes of stress, effects on organizations, and suggestions for managing stress.
Enhancing qwl
This document discusses enhancing the quality of work life (QWL). It explains that QWL views employees as assets rather than costs, and that people perform better when allowed to participate in decision making. It lists some determinants of QWL like pay, benefits, and flexible schedules. Employee involvement practices like quality circles, suggestion systems, and empowerment are also discussed. Several examples of companies in India implementing these practices are provided.
quality of work life
This document discusses quality of work life (QWL), which refers to the relationship between employees and their total working environment. QWL aims to create a positive attitude, increase productivity, and improve employees' standard of living. Major issues that affect QWL include pay/benefits, job security, occupational stress, and inadequate resources. Strategies to improve QWL involve self-managed work teams, participative management, good worker-supervisor relationships, promotion opportunities, recognition programs, health initiatives, and flexible schedules. The HR department plays a role in QWL that varies between organizations but often involves providing support and resources to implement QWL strategies. In conclusion, QWL focuses on employee involvement and motivation to
Quality of Work Life
BVG India Ltd is a flagship facility management company with over 45,000 employees across 70 locations in India. It was established in 1997 and provides services like housekeeping, landscaping, and electrical and mechanical services to 400+ clients in government and private sectors. The document discusses BVG's vision, mission, and the various services it offers. It then outlines the objectives and methodology of a study conducted to understand employee work life quality, satisfaction, and opinions of work culture at BVG. The study found that employees generally appreciate the work culture and career development opportunities, though compensation could be improved. Good performance is rewarded through promotion, job enrichment, and monetary benefits.
Quality of work life new
This document discusses Quality of Work Life (QWL). It defines QWL as the sense of betterment and happiness employees feel in their work environment and the extent to which work enhances personal life. Key aspects of QWL include supportive organizational behavior, job enrichment, employee development, safe working conditions, and work-life balance. The document outlines factors that influence job satisfaction and QWL, such as compensation, career growth opportunities, and work conditions. It also discusses approaches and techniques for improving QWL, such as flexible schedules, job redesign, employee participation, and recognition programs. Measurement of QWL includes indices that assess job satisfaction, well-being, work conditions and other psychosocial factors.
Quality of work life
This document discusses the quality of work life. It defines work life as the overall quality of an individual's working life, including factors like income, health, relationships, and happiness. It aims to create a positive attitude, increase productivity, and improve standard of living. The document then discusses the history of work life quality, dimensions for measuring it, factors that influence it like job satisfaction and stress, and strategies for improving work life quality such as self-managed work teams and participative management.
Quality of work life structural od intervention - Organizational Change an...
Organizational improvement efforts.
Attempt to restructure multiple dimensions of the organization.
To institute a mechanism which introduces and sustains changes over time.
An increase in participation by employees and increase in problem solving between the union and management.
Job design and quality of work life
This document discusses job design and quality of work life. It defines key terms related to job design like job analysis, job description, and job specification. It then explains different methods of job design like job specialization, job enlargement, job rotation, and job enrichment. It also discusses how well-designed and poorly-designed jobs can impact productivity, satisfaction, and quality of work life. Finally, it defines quality of work life and discusses ways to measure and improve it through programs, job redesign, and quality circles.
TQM in HR
The document is a report on Total Quality Management in HRM written by a group of students for a university course. It includes an introduction to TQM, how TQM relates to HRM, job involvement and organizational commitment. It then discusses how TQM impacts various HRM functions such as job design, recruitment and selection, training and development, employee empowerment, teamwork and leadership, and employee participation. The report aims to demonstrate how applying TQM principles can help align HRM functions and improve organizational performance.
Quality work life
Quality work life (QWL) aims to improve employees' standard of living and organizational effectiveness through (1) considering how work impacts people and (2) involving employees in problem-solving and decision-making. QWL seeks to improve productivity, create positive attitudes, and increase the organization's effectiveness by evaluating the effects of changes on employees, identifying job quality strengths and weaknesses, and addressing major barriers like occupational stress. Strategies to improve QWL include self-managed work teams, participative management, and recognition programs.
Techno structural interventions
This document discusses techno-structural interventions in organizations. It defines techno-structural interventions as change programs focusing on an organization's technology and structure to address global competition, technological changes, and environmental changes. Examples of techno-structural interventions include structural design, downsizing, process reengineering, employee involvement, and work design. The document then focuses on work design, describing three approaches: the engineering approach, which focuses only on technical aspects; the motivational approach, which focuses only on psychological aspects; and the socio-technical systems approach, which considers both technical and social factors.
Employee empowerment-MBA
This document discusses employee empowerment as a strategy to increase workplace commitment. It defines employee empowerment as giving workers autonomy and responsibility over decision making in their tasks. Empowerment can increase trust, commitment, productivity and loyalty while decreasing absenteeism. Factors like role clarity, access to information and a participative environment affect the degree of empowerment. Strategies for empowerment include allocating authority, forming employee committees and interacting with top executives. Workplace commitment includes organizational commitment to goals/values and individual commitment to jobs, teams and careers. Indicators of commitment are strategic alignment and decision making. Empowerment helps performance by fostering innovation, accountability and desire to improve work.
Organization Management System Powerpoint Presentation Slides
Determine your organization structure and design by using the Organization Management System PowerPoint Presentation Slides. This presentation analyzes the current situation of the organization by highlighting problem areas. Utilize our content-ready organization structure and management PowerPoint templates and depict the organization readiness criteria for the development process. Discuss the organization development action plan by using a visually appealing PPT slide deck. The presentation will help to develop an organization development framework with a timeline to complete each phase of the development process. Present management skills and styles along with the features and discuss the impact on the organizational success rate. The organization management system PPT slides also covers work culture improvement plan, communication plan after organization management. After that discuss common threats faced by the organization such as data misused, insider threats, strict compliance regulations, etc. It also covers the roles of team members in the organization development process, roles of employees in reducing threats, the role of HR consulting in redesigning organizational structure, organization management workstream, etc. https://bit.ly/3cedTq6
QUALITY CIRCLE
A quality circle is a volunteer group of workers, led by a supervisor, that identifies, analyzes, and solves work-related problems. They present solutions to management to improve organizational performance and employee motivation/enrichment. Quality circles benefit organizations by developing employees' skills and creating a positive work environment, while also improving products/services and reducing costs through increased efficiency.
Class Report Managing Change and Innovation PLM MBA TEP Batch 6
***DISCLAIMER**** Presentation based on textbook Management by Robbins and Coulter. Images appropriated for classroom discussion only.
Implementation assessment of OD - OD process - Organizational Change and De...
Feedback aimed at guiding implementation efforts
Milestones, intermediate targets
Measures of the intervention’s progress
Workplace policies
This document discusses workplace policies and outlines their importance and benefits. It defines a workplace policy as a formal policy instituted by management to set clear boundaries for employees and employers. Establishing policies provides a framework for how an organization operates by defining what the organization does and how. Policies fall under categories like governing, operational and administrative. They help ensure standards of behavior and performance are followed, set guidelines for routine decision making, and allow for consistent treatment of employees. Having clear policies offers protection from legal issues and a means to communicate expectations to new employees. Good policies are written, understood by all affected parties, stable over time, consistent across an organization, sincere in intentions, and realistic given current conditions.
Performance Management
Performance management is defined as an ongoing process of communication between supervisors and employees to accomplish organizational objectives. It aims to improve performance through setting expectations, providing feedback, and reviewing results. The key aspects of performance management include defining performance standards, conducting appraisals, measuring performance, and providing feedback and coaching. It differs from performance appraisal systems in focusing on continuous improvement rather than annual ratings and involving respective departments rather than just HR.
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Quality of work life structural od intervention - Organizational Change an...
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Organization Management System Powerpoint Presentation Slides
Organization Management System Powerpoint Presentation Slides
Class Report Managing Change and Innovation PLM MBA TEP Batch 6
Class Report Managing Change and Innovation PLM MBA TEP Batch 6
Implementation assessment of OD - OD process - Organizational Change and De...
Implementation assessment of OD - OD process - Organizational Change and De...
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testing slide
Socio-technical systems include both technical systems like hardware and software as well as people and operational processes. Unlike computer-based systems, socio-technical systems are non-deterministic and have emergent properties that depend on relationships between components and human operators. These systems also have complex relationships with organizational objectives that depend not just on the system itself but also the organizational context. Legacy systems are critical to many businesses despite being socio-technical systems.
QUALITY OF WORKLIFE Of Diamond Industry Workers
The document discusses the diamond industry in India, focusing on Gujarat. It provides details on the history and present state of the industry, quality of work life for diamond workers, common health issues faced, and measures taken to support workers during an economic recession. The diamond industry employs over 1 million workers in India and is an important economic contributor. However, workers face challenges like dust, heat and health issues. Employers and the government have implemented some welfare schemes and training programs to help workers.
Quality of worklife
The document discusses quality of work life (Q.W.L), which refers to improving employee satisfaction and organizational effectiveness through conscious efforts to improve working conditions, work content, safety, security, wages and benefits. Historically, Q.W.L emerged as an area of focus after the Industrial Revolution reduced the importance of the human factor in mechanized production environments. Key aspects of Q.W.L include job enrichment, democratic management practices, employee dignity, and safe working conditions. High Q.W.L is associated with increased productivity, positive attitudes, and organizational effectiveness.
Quality of work life ppt
The document discusses quality of work life (QWL), which refers to the relationship between employees and their total working environment. QWL aims to create a positive attitude and increase productivity by responding to employee needs. Major issues that affect QWL include pay/benefits, job security, occupational stress, and resource availability. Strategies to improve QWL involve self-managed work teams, participative management, improving worker-supervisor relationships, recognition programs, and organizational health programs. The HR department plays a role in helping organizations address QWL issues.
Hype vs. Reality: The AI Explainer
Artificial intelligence (AI) is everywhere, promising self-driving cars, medical breakthroughs, and new ways of working. But how do you separate hype from reality? How can your company apply AI to solve real business problems?
Here’s what AI learnings your business should keep in mind for 2017.
Study: The Future of VR, AR and Self-Driving Cars
We asked LinkedIn members worldwide about their levels of interest in the latest wave of technology: whether they’re using wearables, and whether they intend to buy self-driving cars and VR headsets as they become available. We asked them too about their attitudes to technology and to the growing role of Artificial Intelligence (AI) in the devices that they use. The answers were fascinating – and in many cases, surprising.
This SlideShare explores the full results of this study, including detailed market-by-market breakdowns of intention levels for each technology – and how attitudes change with age, location and seniority level. If you’re marketing a tech brand – or planning to use VR and wearables to reach a professional audience – then these are insights you won’t want to miss.
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This document appears to be a research paper or project report on studying the impact of rewards and recognition on employee motivation. It includes an abstract outlining the objectives of studying effective rewards, employee behavior differences, motivation's effect on performance and growth. It also describes the descriptive research design used with company employees as respondents. The introduction discusses using rewards and recognition to motivate employees. It then provides a company profile and organizational chart before reviewing relevant literature and outlining the study's scope, objectives, data analysis, findings, suggestions and conclusions.
EFFECTIVENESS OF REWARD SYSTEM AND APPRAISAL SYSTEM IN INCREASIN.docx
The document discusses the importance and effectiveness of reward and appraisal systems in increasing employee retention and productivity in the retail sector. It outlines the objectives as determining the significance of appraisal and reward systems, their impact on productivity, systems used for appraising and rewarding employees, and their role in retention and increased productivity. The theoretical framework discusses equity theory and agency theory in relation to motivating employees. Previous studies found that effective reward and appraisal systems help align employee and company goals, engage workers, and develop talent to increase business success and profitability.
GENS9005 Presentation Group 40
Traditional performance management focuses on setting individual objectives and assessing achievement. While intended to increase control, identify problems early, align goals, motivate employees, and provide clear standards, in reality managers are reluctant to give honest feedback and employees do not believe managers are qualified to evaluate them. Only 30% of workers feel performance management helps improve performance. Automated performance management aims to implement best practices more easily and improve feedback quality. A study of Pakistani industries found positive relationships between effective management by objectives practices, organizational productivity, and employee performance. The balanced scorecard measures performance across financial, customer, internal process, and learning/growth perspectives. 360 degree feedback involves confidential, anonymous feedback from subordinates, peers, and supervisors to provide development insights.
Employee’s performance evaluation needs to be fair
Evaluating employee’s performance is one of the necessary procedures in an effective management process. Reviewing employee’s performance routinely provides an understanding between the organization and the employee.
Employee Evaluation System.pptx
An effective employee evaluation system provides regular feedback, sets clear expectations, and recognizes achievements to help employees feel valued and motivated. It also helps organizations identify areas for improvement, develop talent, and align goals. Implementing such a system can be challenging due to employee resistance and lack of resources, but communicating benefits, involving employees, allocating training resources, and regularly evaluating effectiveness can help overcome issues.
performance appraisal
The document discusses performance appraisal systems. It begins by outlining the contents to be covered, which include planning performance appraisal systems, types of systems, problems with systems, and essential characteristics of effective systems. It then provides definitions and examples. One definition states that a performance appraisal is the process of evaluating an employee's job performance in terms of requirements. It also discusses the primary uses of performance appraisals and common problems with systems, such as personal bias, lack of uniform standards, and stress on the individual rather than performance. Lastly, it outlines traditional and modern methods of conducting performance appraisals.
Personnel policies And Organizational Climate in Personnel Management
This document discusses personnel policies and their administration. It covers topics like:
- The usefulness of personnel policies in areas like employee orientation, disciplinary action, and handling complaints.
- Problems that can arise in implementing policies, such as a lack of clear procedures, inefficient administration, and resistance to policies.
- How policies should be communicated to employees through various means like employee handbooks and meetings.
- The importance of establishing rules to guide conduct and make policies uniform, as well as defining procedures to implement policies.
- How the costs of personnel programs and services can be measured and justified through their impact on management, efficiency, and the company image.
Wage and salary administration
This document discusses reward systems and their objectives in organizations. It explains that reward systems are critical parts of an organization's design that impact motivation, performance, skills, culture, structure, and costs. The key objectives of reward systems are attraction and retention of employees, motivation of performance, development of skills and knowledge, shaping of organizational culture, reinforcement and definition of organizational structure, and consideration of costs. It also discusses wages versus salaries and the principles of effective wage and salary administration in organizations.
QAV Final
This document discusses using assurance imperatives to drive meaningful change for patients, staff, and financial outcomes. It describes offering quality assurance visits and daily assurance inspections to help organizations establish consistent standards of care. The interventions described include organizational health checks, audits of key lines of inquiry, and co-creating action plans. These whole systems interventions are intended to help organizations prepare for inspections and address challenges like financial pressures, aging populations, and changing workforce and regulatory expectations. The goal is to transform approaches and enable staff to create a positive environment delivering safe and effective services.
Employee relations and rewards seminar
The document discusses employee relations and reward systems. It defines employee relations as a company's efforts to manage relationships between employers and employees. It notes that a good employee relations program provides fair treatment to employees to gain their commitment and loyalty. It also discusses the importance of developing harmonious relations between management and labor for productivity and industrial progress. Additionally, it outlines factors that influence employee relations such as institutional, economic, technological, psychological, political/legal, and global factors. Finally, it discusses challenges and best practices for employee reward systems, including linking rewards to performance and company objectives.
Oriantation training program
This document outlines an employee orientation program. It begins by defining employee orientation and its objectives, which include helping new employees feel comfortable in their new roles and environments, developing loyalty to the organization, and building relationships. It then describes what an orientation program should include, such as an introduction to the company's history, policies, benefits, facilities, and job responsibilities. A case study is also presented on developing an orientation program for a software company that was experiencing high management turnover. The solution involved gathering feedback, creating orientation content and assessments, and conducting training courses, workshops and assessments. The results showed that the new program increased employee satisfaction and significantly reduced management turnover.
Compensation mangt 04 session.strategic reward
This document discusses strategic reward management and compensation strategies. It covers:
- The aims of strategic reward to align practices with business goals and employee values.
- Guiding principles for strategic reward including fairness, equity, consistency, and transparency.
- Overall reward management principles such as aligning strategies with business objectives and valuing employee competence and contribution.
- Considerations for designing grade and pay structures including analysis of organization needs, stakeholder involvement, job evaluation, and cost implications.
- Principles for pay progression and job evaluation focused on fairness, consistency, and rewarding desired skills and behaviors.
Compensation & benefits
This document discusses compensation philosophy and performance management at TradeLink Pakistan. It outlines the purpose of compensation programs as attracting and retaining employees while recognizing differences in jobs. Compensation has direct elements like salary and incentives, and indirect elements like benefits. Performance is managed through annual and mid-year appraisals linking employee ratings to incentives. A 3-step process evaluates performance against objectives, rates components, and links grades to compensation increases.
Quality assurance
Quality assurance is a way of preventing mistakes and defects in manufactured products and avoiding problems when delivering products or services to customers; which ISO 9000 defines as "part of quality management focused on providing confidence that quality requirements will be fulfilled".
Motivational Techniques
The document discusses various motivational techniques used in management including management by objectives (MBO), job satisfaction, job enrichment, job enlargement, and job rotation. It defines each technique and outlines their advantages and limitations. MBO involves setting central and individual goals, periodic performance reviews, and final appraisals. Job satisfaction is influenced by organizational, work environment, work itself, and personal factors and impacts productivity and turnover. Job enrichment aims to make jobs more challenging and intrinsically satisfying while job enlargement expands job responsibilities horizontally. Job rotation periodically shifts employees between assignments to diversify experience and skills.
The effects of quality management practices on and employees’ well-being
Quality has become an increasingly indispensable part of our lives nowadays. People are constantly looking for quality products and services. Quality management practices have been widely used in almost all organizations throughout the world. An important factor that affects not only work motivation but also job performance is employees’ well-being. Satisfied and happy employees are more productive, they are more likely to comply with company regulations and commit to developing themselves within the organization. Thus, an examination of the relationship between quality management practices and employee’s well-being could provide useful insights for the employers in the organization.
147390592005
This presentation summarizes a study on employee work-life satisfaction at UGVCL, a public power transmission company in Gujarat, India. It provides background on the company and describes the research objectives, which were to understand employee quality of work life, participation, and satisfaction levels. A survey was conducted of 100 employees using a questionnaire, with results showing that most employees were satisfied with factors like physical work conditions, colleagues, supervisors, pay, changes by management, and welfare benefits. Suggestions for improvement included increasing employee participation in management and providing more opportunities to use skills.
rewardsystemsl7-211207030109 (1) (2).pptx
This document provides an overview of reward management systems. It defines reward management and discusses its aims and philosophy. The key elements of a reward system are described, including total reward, policies, practices, processes, and structures. Specific reward strategies for directors/executives, sales staff, and manual workers are also outlined.
quality .pptx
THIS SLIDE IS THE SUPPLIMENTRY SIDE PREPARED TO COVER THE SYALLABUS OF CONSTRUCTION MANAGEMENT OF GRADE 12 CHAPTER NAMED QUALITY
Similar to 17 (20)
EFFECTIVENESS OF REWARD SYSTEM AND APPRAISAL SYSTEM IN INCREASIN.docx
EFFECTIVENESS OF REWARD SYSTEM AND APPRAISAL SYSTEM IN INCREASIN.docx
Employee’s performance evaluation needs to be fair
Employee’s performance evaluation needs to be fair
Personnel policies And Organizational Climate in Personnel Management
Personnel policies And Organizational Climate in Personnel Management
The effects of quality management practices on and employees’ well-being
The effects of quality management practices on and employees’ well-being
More from Karthik Kumar
59
An entrepreneur is defined as a person who coordinates scarce resources to take on the risk of producing and selling goods or services at uncertain prices in order to generate profit. Key characteristics of successful entrepreneurs include having mental ability, clear objectives, business secrecy, communication skills, technical knowledge, self-motivation, self-confidence, ethics, time management skills, sales abilities, and financial literacy. Entrepreneurs play important roles through innovation, risk-taking, and building organizations, and they can engage in small business entrepreneurship or corporate entrepreneurship. Small businesses are significant for the Indian economy by providing employment, promoting regional development, optimizing capital, mobilizing local resources, earning foreign exchange, and supplying large industries.
55
The Indian retail industry is the fifth largest in the world and is expected to grow at 25-30% annually. Major players in the industry include Pantaloon, Tata Group, RPG Group, Reliance, and AV Birla Group. Common retail formats in India are mom-and-pop stores, department stores, convenience stores, shopping malls, e-tailers, discount stores, and vending machines. The retail industry is growing rapidly and is projected to reach $833 billion by 2013 and $1.3 trillion by 2018.
52
The document discusses the importance of customer satisfaction and retention for businesses. It notes that the goal of customer-focused strategies is to retain existing customers and generate new customers through referrals, leading to continuous revenue streams. It provides tips for measuring customer satisfaction such as gathering feedback at every opportunity, observing both good and bad feedback, seeking real-time feedback, and using feedback to make quick changes.
51
This document provides an overview of mutual funds including:
- What mutual funds are and how they work by pooling together money from investors to purchase securities.
- The advantages of mutual funds such as diversification, professional management, regulatory oversight and liquidity.
- The disadvantages including lack of guarantees, taxes, and fees.
- The types of mutual funds such as equity funds, growth funds, income funds, and more.
- The Association of Mutual Funds in India which was established to regulate the industry.
49
The Reserve Bank of India (RBI) is the central bank of India established on April 1, 1935 under the provisions of the RBI Act of 1934. Originally a privately owned bank, the RBI was fully nationalized in 1949 and is now fully owned by the Government of India. The RBI has its central office in Mumbai and 22 regional offices located mostly in state capitals. Its functions include traditional central banking activities like issuing currency, acting as the government's bank and banker to other banks. It also plays promotional, supervisory and regulatory roles in the country's financial system.
36
Sales promotion involves activities to boost product sales such as advertising, public relations, free samples, gifts, and price discounts. The purpose is to encourage customers to try new products, attract new customers, counter competitors, and increase brand loyalty. Sales promotion is important to introduce new products, tackle recessions through discounts and contests, and spur impulse buying. Common types are consumer promotions using discounts, coupons, gifts, and contests, and trade promotions like buying allowances for retailers.
35
Human resource management involves recruiting and selecting employees, disciplining them when needed, and developing their skills through training. It also includes establishing reward systems and dealing with trade unions to improve employee productivity.
34
The document defines advertising and discusses its benefits, process, message creation approaches, and top advertising agencies in India. It states that advertising is a paid form of presenting goods/services to reach large audiences and create awareness and desire to buy. The benefits include reaching many people simultaneously and repeating messages to boost sales and build strong brand images. The advertising process involves identifying targets, objectives, budgets, messages, media, scheduling, and measuring effectiveness. Message approaches include comparative, refutation, and emotion-based advertising. The top agencies in India are Ogilvy, J. Walter Thompson, and Mudra known for advertisements for companies like Hutch, Cadbury, Asian Paints, and Philips.
33
Retailers play a key role in the distribution channel by being the final link between manufacturers and consumers. Retailers perform important functions like providing an assortment of products and services, breaking bulk, holding inventory, and providing customer services. Effective retail management requires understanding customers, implementing a retail strategy through important decisions about products, pricing, placement, promotion, people, and processes.
30
Co-operative banks are part of India's banking system and operate according to cooperative principles of self-help and mutual assistance. They mobilize deposits and supply credit to support housing loans and other needs. While their aim is to provide affordable credit to members over profits, co-operative banks still rely on funding from governments, the RBI, NABARD and other banks due to limitations around self-sufficiency and infrastructure weaknesses.
25
Pre-employment testing involves assessing applicants' abilities and traits to determine if they are suited for particular jobs. While tests can help match individuals to roles and protect against negligent hiring, they also carry risks of screening out qualified candidates and failing to predict future job performance. Common types of pre-employment tests examine drugs, psychology, personality, integrity, and physical abilities.
23
The document discusses the concept and process of recruitment. Recruitment involves seeking and attracting a pool of candidates that can be chosen from to fill job vacancies. It can be internal, drawing from existing employees, or external, drawing from outside sources. External recruitment sources include advertising, employment agencies, schools/colleges, and casual applicants. Internal recruitment involves transfers, promotions, demotions, and upgrading of current employees.
15
The document discusses recruitment, defining it as the process of attracting, screening, and selecting qualified people for jobs in an organization. It notes the importance of recruitment is to attract candidates, create a talent pool for selection, and increase the candidate pool at minimum cost. The recruitment process involves application, shortlisting, preliminary assessment and final interview, and medical evaluation. A company's recruitment policy helps it respond to human resource needs and recruit the best talent quickly. Key components of a policy are recruitment services, hiring temporary employees, the selection process, and job descriptions. Recruitment strategies include identifying priority jobs, targeting candidates, recruitment sources, using trained recruiters, and evaluating candidates. Major challenges for HR in recruitment are adapting to global
10
The document discusses the key functions and organizational structures of Sales & Distribution (SD) in SAP, including functionality for sales, shipping, billing, and credit management. It also covers different views in the material master such as basic data, sales data, controlling data, and accounting data. The document was presented by Kankaraj MBA at IIET and was created by The Rushmore Group.
09 d31eoo22
Marketing involves all activities related to understanding customers, competitors, and a company's own offerings to choose target markets and attract and retain customers. It is defined as the art and science of exchanging products and services to satisfy customer needs. The key aspects of marketing include understanding customers' needs and wants, creating value for target customers, and building relationships to facilitate exchanges between buyers and sellers.
09 d31eoo05
This 3 sentence summary provides an overview of the key topics and concepts presented in the customer behavior document:
The document discusses customer behavior, outlining 5 topics that will be covered which are an introduction to customer behavior, determinants of customer behavior, the customer's mindset, customer decision making, and customer focused marketing. It also defines customer behavior as the study of how individuals and groups select, use, and dispose of products and services to satisfy needs. Finally, the summary highlights that the document discusses how marketing strategy relates to customer behavior and the stages of a customer's decision making process.
09d31e0031
The document discusses various types of investments including real estate, stocks, venture capital, get-rich-quick schemes, and mutual funds. It asks questions about typical investments, why people invest, and what investments are considered safest with high returns. Real estate is highlighted as a popular investment but questions if rapid price rises are good. Stocks in various companies are listed to choose from. Venture capital is described as providing seed money for startups. Get-rich-quick schemes aim to make money fast but often involve fraud. Mutual funds pool investor money and invest in different asset classes.
09 d31e0024
Customers want reliable, high-quality products and services that are easy to access along with great support. To achieve this, companies must build quality products based on customer input, create ways for customers to provide feedback, and foster a customer-focused culture. They also need consistent service across all relationship phases, properly trained staff, and processes tailored for each customer's lifecycle. If companies deliver on these things while measuring satisfaction, retention, and growth, they will have many happy customers and shareholders, leading to more revenue.
09 d31e0021
The Reserve Bank of India is the central bank of India, established in 1935. It has four regional representations located in New Delhi, Chennai, Kolkata, and Mumbai. The RBI has various tools to control monetary policy, which include the bank rate, cash reserve requirements, and statutory liquidity requirements. The RBI performs key functions such as monetary authority, manager of exchange control, issuer of currency, and developmental role to support national objectives.
09 d31e0019
The document discusses strategies for retail banking in India. It notes that retail banking has grown significantly, but penetration is still low compared to global benchmarks. It is expected that retail credit will grow to Rs. 575,000 crores by 2015. Future strategies discussed include focusing on customer segmentation, expanding into rural areas, avoiding debt traps, and partnering with other industries to grow retail banking. The winning strategy is to best address customer needs through their preferred channels.
More from Karthik Kumar (20)
17
- 1. quality of work life
- 2. “ a process by which an organization responds to employee needs by developing mechanisms to allow them to share fully in making the decisions that design their lives at work” QWL definition
- 3. QWL is defined as the favorable working conditions and environment of employees benefits, employees’ welfare and management attitudes towards operational workers as well as employees in general
- 4. QWL includes job security, job satisfaction, better reward system, employee benefits, employee involvement and organizational performance
- 5. QWL Measurement Employee job satisfaction Wage policy Company policies union
- 6. Job Safety & Security Not Afraid For Losing Job Satisfied With Provident Fund Supportive Supervisor Satisfied With Work Related Technology Job satisfaction
- 7. Wage Policy Wage Link With Knowledge, Skill & Ability Labor Wage Determined By Market Rates Performance Evaluated & Rewarded Satisfaction with performance related pay Measurement
- 8. Company Policies Duty & Responsibility Is Clear Worker Aware Of Company Policy Clear Work Direction Workers are punished for mistakes
- 9. Union Union Member Worker association is part of management
- 10. Thank you