1. Quality of Work Life (QWL)
Shared by Pratap Kumar Pathak

2. Welcome

3. Understanding “Quality of Work Life”

4. Context of Quality of 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.
Fourthly, they must harmonize work life with personal life.
Finally, they must have a sense of success.

5. Increasing Concerns over QWL
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
It has been used as 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. What is “Quality of Work Life”
Quality of work life 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.

8. Quality of Work Life
Most interesting approach to motivation concentrating on physical and mental satisfaction throughout the life in job.
It is a mutually beneficial relationship between work, home, employee and the organization having impact on performance, productivity and satisfaction.
Through QWL, 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 socio-technical 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

9. Adaptability and Capability Harmony between work and family life
Quality of Work Life
Job Satisfaction
Human dignity
Adaptability and Capability
Harmony between work and family life
Sense and prospect of development

10. Willingness = Desire and Commitment Socialization
Quality of Work Life
Ability to Work
Willingness = Desire and Commitment
Socialization
Instruments of work efficiency
Environmental Factors

11. Growth and Development Autonomy and Challenges Job Characteristics
Conceptual Model
Growth and Development
Autonomy and Challenges
Job Characteristics
Personality Traits
Sense of Competence
Job Involvement
Lower Absenteeism
Job Satisfaction
Lower Turnover
High Enthusiasm
High Satisfaction
High Productivity

12. Key Determinants of QWL Dignity and Respect Job Satisfaction
Prospect for Development
Challenge at Work
Sense of Success
Social integration

13. Work/ Social life balance
Five Dimensions of QWL
Work/ Social life balance
Job security
Competency Development
Quality of work
Health and Wellbeing

14. Improve standard of living of employees
Objectives of QWL
Improve standard of living of employees
Create Positive Attitude among employees
Enhance Productivity
Develop Motivation and Morale
Enhance organizational effectiveness: Profitability, Market

15. Safe and healthy working conditions
Supportive organizational behaviour and climate
Job enrichment and job enlargement
Development of employee’s professional capacity: job and behaviour
Safe and healthy working conditions
Protection of individual interests and rights
Basic Elements of Quality of Work Life

16. Different Approaches to QWL
Economic Value
Technological
Humanitarian Value
Motivational
Mechanistic

17. Impacts of QWL Impacts Meaningful/empowered job involvement
Sense of competence
Job satisfaction
Job performance and productivity

18. Impacts of QWL Interventions: Study Results
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.

19. 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

20. Measuring Quality of Work Life

21. Measurement Criteria for QWL
Quality of Work Life
Social relevance of work
Opportunity to use and develop human capacities
Adequate and fair compensation
Safe and healthy work environment
Opportunity for career growth
Social integration
Constitutionalism in the work organization
Contribution of work on quality of life

22. Measuring Quality of Work 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

23. Different Indices for Measuring QWL
Brief Index of Affective Job Satisfaction
Job satisfaction and level of affective commitment
Factors of affection include: pay, promotion, supervision, relationship with co-workers, work itself
Determinants of affection: Nationality, job level, job type, population type, age group
Work-related Quality of Work Life
Job and career satisfaction scale
General well-being scale
Stress at work sub-scale
Control at work sub-scale
Home-work interface scale
Working conditions scale

24. General Well-being Scale
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.
Assesses issues of mood, depression and anxiety, life satisfaction, general quality of life, optimism and happiness.
Job and Career Satisfaction Scale
Development of professional competence
Job-competence match
Predictable career system
Working Conditions Scale
Assesses the extent to which the employee is satisfied with the fundamental resources, working conditions and security necessary to do their job effectively. 
This scale also taps into satisfaction with the resources provided to help people do their jobs.

25. Factors of Measurement Environmental Factors Job-related Factors
Cultural and Behavioural Factors
Economic Factors
Developmental Factors
Relational Factors

26. Factors of Job Satisfaction 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

27. Factors…..continued Personal and Individual Factors Commitment
Expectations from work
Job involvement
Equity
Influence of coworkers
Job comparisons
Valuing the job
Personal outlook
Age factor

28. e Key Challenges Work culture
Adaptability to change: Management system and Technology
Increased expectations
Social value system
Competitive environment: Challenge of stress e

29. Enhancing Quality of Work Life

30. Critical Issues of 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

31. Realization of Decent work
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

32. Opportunity for 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

33. Pay and stability of employees Occupational stress
Key Issues in QWL
Pay and stability of employees
Occupational stress
Advancement of Technology
Workforce diversity and social inclusion
Increased virtuality of management system
Inadequacy of opportunities and resources
Job security

34. 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

35. Improving QWL…continued
Motivation and morale Approach: Job Satisfaction
Empowerment Approach
Involvement in decision making
Capacity development
Authority delegation
Autonomy
Feedback and reinforcement
Human Capacity Development Approach
Job skills and competencies
Behavioural skills and competencies

36. Operational Aspects of QWL Improvement Forming Self-managed work teams
Participative management
Flexible work schedules
Recognition
Job enrichment
Socialization

37. Management Techniques to Improve QWL
Employee Involvement
Quality circle
Autonomous work teams
Participation in decision making
Networking
Job reengineering
Job enrichment
Job rotation
Job enlargement
Job flexibility
Flexi time
Flex place
Flexibility in process and method
Innovation and creativity
Organization development
Encouraging innovation
Management support for innovative tasks
Innovation schemes

38. Any queries, comments and feedback…..PLEASE.

39. Thank You for your attention, support and inspiration