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Quality of work life new
- 1. Quality of WorkLife (QWL) Presented by Pratap Kumar Pathak
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- 3. Conceptualizing Quality ofWork Life
- 4. Context of Qualityof Work Life • Happy and satisfied, and productive workers are the basic outcomes of QWL. • Four things are important for QWL – Firstly, employees must take the work pleasing and challenging – Secondly, they must be fit for it. – Thirdly, they must not do too much of it. – Finally, they must have a sense of success.
- 5. Increasing Concerns overQWL • QWL is based on sociotechnic approach to management dealing with stagnating productivity – Focus on production, office operations and other areas with close relationships between the technical system and people. – Emphasis only on blue-collar and lower-level work, ignores much of other managerial knowledge. • QWL rose to prominence only in the 1970’s, there are now hundreds of case studies and practical programmes and a number of QWL centers, primarily in the United States, Great Britain and Scandinavia • It has received enthusiastic support from a number of sources since it is regarded as a promising means of dealing with stagnating productivity, especially in the United States and Europe.
- 6. Increasing Concerns…continued • Itis a participatory means of improving working conditions and productivity • It is used as an operative means of justifying higher pay • Government agencies have been attracted to QWL as a means of increasing productivity and reducing inflation • Way of obtaining industrial democracy, maintaining industrial peace, achieving decent work. • Close attention to QWL provides a more humanized work environment.
- 7. Quality of worklife is the sense of betterment and happiness at work, and the extent to which employees can enhance their personal lives through their work environment and experiences.
- 9. Quality of WorkLife • QWL is the most interesting approach to motivation concentrating on physical and mental satisfaction throughout the life in job. • It refers to the favourableness or unfavourableness of a total job environment for people at work. • Through QWL programmes, organizations recognize their responsibility to develop jobs and working conditions that are excellent for people as well as for the economic health of the organization. • It is systems approach to job design and a promising development in the broad areas of job enrichment, combined with a grounding in the sociotechnical systems approach to management of human resources. • It is an interdisciplinary field of inquiry and action combining industrial and organization psychology, industrial engineering, organization theory and management development, motivation and leadership theory and industrial relations
- 12. Basic Elements ofQWL • Supportive organizational behaviour and climate – Open communications – Equitable reward systems – Adequate concern for employee’s job security and satisfying careers – Caring supervision – Participation in decision making – Cooperative labour-management relations • Job enrichment and job enlargement – Job enrichment is related to Herzberg’s theory of motivation in which recognition, autonomy, capacity and accountability are seen as real motivators – Efforts to change the scope and breadth of job – Vertical and horizontal loading of job contents and responsibility – Making the job challenging and meaningful • Development of employee’s professional capacity: job and behaviour • Safe and healthy working conditions • Protection of individual interests and rights
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- 17. Impacts of QWLInterventions • A study was done in 1973 by US Department of Health, Education and Welfare based on analysis of worker attitudes and the quality of working life. • The study concluded that – The primary cause of worker dissatisfaction is the nature of their work and the quality of their working life – Blue-collar workers will work harder if their jobs are enriched and expanded so as to give them greater autonomy and control over their work.
- 18. Impacts of QWL…continued •The major impacts of QWL initiatives included – Productivity was increased – Organic system in the organization activated – Absenteeism and turnover reduced – Morale of employee improved – Participation of employees enhanced – Sense of achievement and accomplishment – Raised the concern over the needs of workforce diversity, OSH and social protection – Become the basis for outsourcing and contingency employment
- 19. Factors of JobSatisfaction as Core Need of QWL • Internal Factors – The work – Job variety – Autonomy – Goal determination – Feedback and recognition • External Factors – Achievement – Role definition and clarity – Opportunity and prospects – Job security – Social interactions – Supervision – Organizational culture – Matching work schedules – Seniority and expertise – Compensation
- 20. Factors…..continued • Personal andIndividual Factors – Commitment – Expectations from work – Job involvement – Equity – Influence of coworkers – Job comparisons – Valuing the job – Personal outlook – Age factor
- 21. Measuring Quality ofWork Life
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- 23. Measuring Quality ofWork Life: Different Indices • Brief Index of Affective Job Satisfaction • Work-related Quality of Life Scale – Stress at Work – Control at Work • Job and Career Satisfaction Scale • General Well-being Scale • Home-work interface Scale • Working Conditions Scale
- 24. Different Indices forMeasuring QWL
- 25. Factor Analysis inQWL • Job factors • Psychosocial factors • Systemic factors • Economic factors • Relational factors • Developmental factors
- 26. Enhancing Quality ofWork Life
- 27. What Influences QWL •Adequate and fair compensation – Sufficient for maintaining a reasonable standard of living – Performance and competency based salary/benefit structure – Benefits comparable to amounts received by others in similar positions • Safe and healthy working conditions – Regard for occupational safety and health concerns – Measures for protection from hazards, chemical exposures, discrimination and all forms of abuses • Opportunity for career development – Addressing employee’s self-esteem – Developing skills and knowledge to support work performance – Place for creativity and innovativeness – Optimizing career prospects – Addressing the strategic career needs of workforce diversity
- 28. What Influences….continued • Decentwork – Rights at work, dignity and respect – Decent employment – Social protection – Social dialogue for grievance handling and dispute settlement • Utilization of human capacity: acquired and potential – Recognition of human capacity – Opportunity for utilization of skills and competencies – Fair appraisal of performance – Involvement and participation in organizational decision making – Challenging task through job enrichment and advancement
- 29. What Influences…continued • Opportunityfor continued growth and security – Work as path to advancement – Job perceived as achievement – Economic and social security • Ownership building – Sense of belongingness – Team-building – Accountability and responsibility • Work and total life space – Integration between personal life and job life – Integration between family roles and organizational roles • Social relevance of work life – Social responsibility of organization – Organizational outputs relevant to employee’s pride and social value – Ethical and moral considerations of organization’s performance
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- 31. Improving the QWL:Different Approaches • Job reengineering Approach – Job enrichment: attempt to build into jobs a higher sense of challenge and achievement – Job enlargement – Job rotation – Feedback and reinforcement • Decent work Approach – Dignity of work – Productive employment – Social protection – Participation and dialogue
- 32. Improving QWL…continued • Motivationand morale Approach: Job Satisfaction • Empowerment Approach – Involvement in decision making – Capacity development – Authority delegation – Autonomy – Feedback and reinforcement • Human Capacity Approach – Job skills and competencies – Behavioural skills and competencies
- 33. Aspects of ImprovingQuality of Work Life • Flexible work schedules • Job redesign • Opportunity for development • Autonomous work groups • Employees participation in management • Job security • Equitable justice in disciplinary action, career development and management of human resources
- 34. Increasing Quality ofWork Life • Avoid micromanaging while managing workforce • Recognizing good work • Set goals and reward the best performers • Put employees in challenging situation • Entertainment and food for refreshment
- 35. Innovative Ways toAchieve QWL • Performance-based and production-based compensation plans • Making job enrichment more effective – Better understanding of what people in organization really want. – If productivity increases are the main goal of enrichment, the QWL programme must show how workers will benefit. – People like to be involved, to be consulted, and to be given an opportunity to offer developmental feedback. Therefore workers should be considered as important part. – Concern with worker’s welfare, provide developmental feedback to support better performance, appreciation and recognition for the work done by workers.
- 36. Innovative Ways…continued • Flextimeand flexplace – Flextime allows employees to begin their normal workday at whatever time they wish, often within a predermined window – Flextime enables employees to better balance work and family responsibilities – Flexplace allows regular employees to work at home or at another location away from the organization in convenience. • Flexible benefits for employees – Employment benefit options available for employees best suited to their personal desires and individual and family situations • Vocational guidance and counseling
- 37. Innovative Ways….continued • Compressedworkweek – From 5/40 to 4/40 workweek • Contingent employment – Flexecutives - interim assignments for professional soundness • Job sharing – It is a synergic partnership of two or more employees for performing a job. – It is a type of part-time work that allows two or more employees to split a traditional 40-hour-a-week job. • Right-side-up organizations – Putting client or customer at the top of the organization that enhances job satisfaction and thereby reinforcing the quality of work life.
- 38. Management Techniques toImprove QWL
- 39. Any queries, commentsand feedback…..PLEASE.
- 40. Thank You foryour attention, support and inspiration