Upload
hehe-haha
View
213
Download
0
Embed Size (px)
Citation preview
7/29/2019 hrm-qualityofworklife-100410132249-phpapp01(1)
1/14
HRM
Quality of Work Life
7/29/2019 hrm-qualityofworklife-100410132249-phpapp01(1)
2/14
Quality of Work Life
A multi-faceted concept
It means having a work-environmentwhere an employees activities become
more important by implementingprocedures or policies that make the workless routine and more rewarding for theemployee
There exists a relationship between Q.W.Land productivity
7/29/2019 hrm-qualityofworklife-100410132249-phpapp01(1)
3/14
Quality of Work Life
The people involved get a sense of satisfactionin their work. Work then becomes not a burdenbut a means by which the abilities of a personcan find expression
Mass-production technology has made workersjob monotonous and it is of little meaning to him
Results of low Q.W.L are absenteeism, low
performance, poor morale and occasionalsabotage. Ultimately it is the organization thatsuffers.
7/29/2019 hrm-qualityofworklife-100410132249-phpapp01(1)
4/14
Quality of Work Life-Origin of the
concept After Industrial Revolution, the importance of human
factor reduced because of the vast mechanization.Various problems like job dissatisfaction, boredom,absenteeism, lack of commitment etc came up.
Most mgt theories gave emphasis on production,manipulating the skills of the employees
Tavi Stock Institute of Human Relations, Londonconducted some research on workers problems inIndustrial world and they produced a study approachcalled Socio-technical system in which they gave greatimportance to Job Design to satisfy human needsadequately and the need for Q.W.L in an Organizationwas emphasized.
7/29/2019 hrm-qualityofworklife-100410132249-phpapp01(1)
5/14
Meaning and definition of Q.W.L
Q.W.L is any conscious effort for improving workingconditions, work content, and its safety, security, wagesand benefits, etc.
Q.W.L can be said to be all the original inputs which aimat improving the employees satisfaction and enhancingorganizational effectiveness
Q.W.L is a concern not only to improve life at work, butalso life outside work
It is nothing but having a work environment where anemployees activities become more important. Thismeans implementing procedures or policies that makethe work less routine and more rewarding for theemployee. These procedures or policies includeautonomy, recognition, belongingness, development andexternal rewards
7/29/2019 hrm-qualityofworklife-100410132249-phpapp01(1)
6/14
Quality of Work Life
Simply speaking, through Q.W.L thepeople involved get a sense of satisfactionin their work. Work then becomes not a
burden but a means by which the abilitiesof a person can find expression
Q.W.L is just humanizing the work
Q.W.L = The sum total of physical(working conditions), psychological andeconomic factors which affect the job.
7/29/2019 hrm-qualityofworklife-100410132249-phpapp01(1)
7/14
Objectives of Q.W.L
To improve the standard of living of the
employees
To increase the productivity
To create a positive attitude in the minds
of the employees
To increase the effectiveness of theorganization (Profitability, goal
accomplishment etc.)
7/29/2019 hrm-qualityofworklife-100410132249-phpapp01(1)
8/14
Factors affecting Quality of Work
LifeSome people consider Q.W.L as the existenceof a certain set of original conditions andpractices. They agree that high Q.W.L existswhen
Democratic management practices are prevalentin the organization
When employees jobs are enriching
They are treated with dignity and safe working
conditions are presentOthers equate Q.W.L with the impact of workingconditions on the employee's well-being
7/29/2019 hrm-qualityofworklife-100410132249-phpapp01(1)
9/14
Countries that practiced Q.W.L
initially
Sweden
Denmark
Holland Switzerland
Australia
USA
7/29/2019 hrm-qualityofworklife-100410132249-phpapp01(1)
10/14
Companies practicing Quality of
Work Life
General Motors
Ford Motors with UAW
XEROX IBM
BHEL, Hardwar
TISCO
7/29/2019 hrm-qualityofworklife-100410132249-phpapp01(1)
11/14
Measuring of Q.W.L
Questionnaires and interviews are relevant
here. In General Motors the management
gives a questionnaire of 16 critical
dimensions of Q.W.L to its employeeseach year. The responses are then used
to measure the employees perception of
their work life.
7/29/2019 hrm-qualityofworklife-100410132249-phpapp01(1)
12/14
Implementation of Q.W.L
Management and Employees co-operation- Aworker-Mgt committee on work improvement canfunction effectively to increase co-operation
Action plans developed must be followed to
completion Support ot middle-managers by top
management and bottom-level employees toimplement the programme
The objectives of Q.W.L should be a joint one,i.e., for workers it is to improve Q.W.L; formanagement it is to improve organizationalefficiency
7/29/2019 hrm-qualityofworklife-100410132249-phpapp01(1)
13/14
Barriers to Q.W.L
Resistance to change both by mgt andemployees
There is a general perception that Q.W.L
implementation will cost much to theorganization
Continuous increase in Q.W.L may result
in less productivity, i.e., after a certainlevel the productivity will not increase inproportion to the increase in Q.W.L
7/29/2019 hrm-qualityofworklife-100410132249-phpapp01(1)
14/14
Barriers to Q.W.L in India
(According to Dr. S.K. Chakraborty of IIM-C)
Widespread unhappiness due to comparison withcolleagues
Skepticism about the performance appraisal system and
promotion criteria Division into camps and cliques hampering fruitfulcommunication
Frequent fits of anger of top level officials
Regional prejudice
Glorification of speed and excitement as against serenity Unreasonable personal expectation
Limitless addiction to lower-order material needsSource: The Hindu, November 29, 1990, p 18