qwl itfsfrdgh

8/13/2019 qwl itfsfrdgh

1/23

ABSTRACT

Quality of work life is the degree to which individuals are able to satisfy their important

personal needs while employed by the firm. Quality of work life refers to the level of

satisfaction, motivation, involvement and commitment individuals experience with respect to

their lives at work

Quality of work life is a process in organizations, which enables its members at all levels to

participate actively and effectively in shaping the organization environment, methods, and

outcomes.

The objective of the study is to help the organization to know the level of satisfaction of the

workers and executives at various hierarchical levels, towards the facilities and welfare amenities

provided by them and also to find out the challenges and difficulties faced by the management in

providing better quality of work life to the employees.

Most of the employees covered under my study have not been found to be feeling any

stress in their jobs and related working environment

There should be no communication gap between the team leader and group members. The

communication flow must be improved to make it smooth to maintain cordial inter personal

relations in the organization. The training and development programs have to be more effectively

planned and implemented.


2/23

INTRODUCTION

Quality of Work Life is the existence of a certain set of organizational conditions or

practices. This definition frequently argues that a high quality of work life exists when

democratic management practices are used, employees jobs are enriched, employees are treated

with dignity and safe working conditions exist.

Quality of Work Life refers to the level of satisfaction, motivation, involvement and

commitment individuals experience with respect to their lives at work.

Quality of Work Life is the degree to which individuals are able to satisfy their important

personal needs while employed by the firm. Companies interested in enhancing employees

Quality of Work Life generally try to instill in employees the feelings of security, equity, pride,

internal democracy, ownership, autonomy, responsibility and flexibility.

DEFINITION:

Richardand J. Loydefine Quality of Work Life means the degree to much the members of

the working organization are able to satisfy important personnel needs through their experience

in the organization.


3/23

OBJECTIVE OF THE STUDY

The objective of the study is to find out the quality of working life of the employees in ITSector

The objective of the study is to know the level of satisfaction of the employees towardsthe facilities and welfare amenities provided by their company.

The study is also aimed at reviewing the working conditions including total environmentto bring in positive change for betterment of the Quality of Work Life of employees.

The objective of the study is also to find out the challenges and difficulties faced by themanagement in providing better Quality of Work Life to the employees.

The objective of the study is also to find out the thinking of the employees with respect tothe work culture in the organization.


4/23

SCOPE OF THE STUDY .

Though few companies are approached for conducting survey, the analysis of Quality ofWork Life their gives a better understanding of the concept.

The scope of the study also includes the response of the employees to the variousmeasures taken by their companies to make the employees comfortable at the work place.

The scope is also widened to find out the expectations of the employees from themanagement with respect to the above concept.


5/23

RESEARCH METHODOLOGY

The study has been covered based on the following steps:

A) DATA COLLECTION: The data has been collected from the two main

Sources of data namely:

Primary Source of data Secondary Source of data

PRIMARY SOURCE

Primary source includes the data that is collected from different companies and selected

respondents. The required information is collected in the following ways:

Administered a structured questionnaire. By interacting with the concerned employees.

Tools used for data collection are as follows:

Discussions (Unstructured Discussions) Questionnaire (Structured Questionnaire)

Unstructured Discussion:

Under this method of data collection the researcher personally interviews the respondents to

gather the information. The respondents are asked to present their views and opinions about the

topic under discussion. The opinions of the respondents are used as the primary source of

information for preparing the study report.


6/23

Structured Questionnaire:

It is usually associated with the self-administered tools with items of the closed or fixedalternative type. The respondents feel greater confidence in the anonymity of questionnaire than

in that of any interview. It places less pressure on the subject of immediate response. These

were the reasons for choosing questionnaire as one of the tools for data collection.

The questionnaire consists of two types of questions:

Close-ended questions:The close-ended questions consist of multiple choices, which offer the

respondents with a choice of specific answers.

Open-ended questions:An open-ended question is a question where no choices of answer are

given the respondent and the respondent is given freedom to respond according to his wish.

SECONDARY SOURCE

Secondary source is that information that is obtained from those sources other than direct sources

and the information is collected through the mentioned ways.

Research papers Text books published on Human Resource Management. Websites and Search engines. Other records.

B) SAMPLE SELECTION:

A sample is known as the sub-unit of population which shares the similar features. The number

of units in the sample is known as the sample size.

After the selection of sample size, the sampling was done based on convenient sampling

method.


7/23

C) ANALYSIS:

The collected data has been coded and represented diagrammatically in the form of bardiagrams by calculating the frequency and average. Based on this suitable interpretations

were made.

Based on the responses obtained and the gathered data suitable recommendations weregiven which can help the organization in retaining their employees


8/23


9/23

(1975) viewed quality of work life more broadly as an individuals evaluation of the outcome of

the work relationship. They observed that a employee may be said to enjoy a high quality of

working life when he has positive feelings towards his job and its future prospects, is motivated

to stay on the job and performs well and feels his working life fits well with his private life to

afford him a balance between the two in terms of his personal values. Walton (1973) suggested

eight major conceptual areas for understanding quality of work life. These were adequate and

fair compensation, safe and healthy working conditions, development of human competencies,

growth and security, social integration, constitutionalization and total life space and social

reliance. Various other studies conducted on quality of work life include employment conditions,

employment security, income adequacy, profit sharing, equity and other rewards, employee

autonomy, employee commitment, social interaction, self- esteem, self- expression, democracy,

employee satisfaction, employee involvement, advancement, relations with supervisors and peers

and job enrichment ( Chander and Singh, 1993)

Runcie (1980) remarked that should an employee have positive perception of the quality of

worklife in the company, he would further probably strive to further improve the working

conditions, increase production and quality products. The experiences of a fair number of

organizations indicate that a number of specific roles and structures and the support systems,

must be in place and functioning effectively in order that the quality of work life programmes

remain viable grow, involve, permeate the organizational culture and produce long term success

and benefits.The cross nation experiences amply demonstrate that improvement in quality of

work life has definite potential and scope in improving productivity (Ledford and Lawler, 1982)

and overall organizational effectiveness ( Buchanan and Boddy, 1982) as also reducing

grievances, turnover and absenteeism ( Goodman, 1980) and industrial accidents (Havolovic,

1991). Yet inspite of the plethora of research on the subject, the efforts on the part of researchers

to identify the factors of quality of work life in the Indian context have not been encouraging.

Thompson indicated quality of work life programs a movement toward greater engagement with

the cooperation, knowledge and tactic skills of the work force. Delamotte and Walker (1974)

indicated that the number of emphasis have been made in the humanization of work including:

the need to protect the worker from hazards to health and safety, the wage work bargain, the

protection of workers from hazards of illness and unemployment and the protection of the

worker from arbitrary the authority of management.


10/23

Importance of QWL

Quality of Work Life is basically the Quality of life that an employee experiences at his work

place. Unless good Quality of Work Life is provided to an employee, he cannot be motivated

towards work. Quality of Work Life covers all aspects of employees work life like economic,

social, psychological and organizational. Among these aspects, economic aspects occupy first

place. The importance of monetary benefits prevails in both manufacturing as well as service

oriented industries. Family life too plays an important role in the work life of an employee.

Family is the one social institution which has the greatest influence on the behavior of

employees. This is especially true in the Indian context, wherein, individuals are socially

conditioned to prioritize domestic-life over work-life. Human Resource is an important factor of

production but behaviour and productivity of employees cannot be predicted. As such,

management of human resource is a complex process. However, productivity can be improved

considerably through proper management of human resources. This could play a significant role

in developing countries like ours. The changing needs of employees, their culture, values

aspirations and work environment give birth to new sub-systems of human resource

management, such new sub-system is Quality of Work Life (QWL). It covers many aspects of

employees work life such as monetary benefits, physical working conditions, social and career

aspects. It has its initial roots in scientific management. It took a shape with human relations

movement and socio-technical system, which forms the basis for present QWL. Work is a major

formative experience which can either promote or limit a mans growth in ways, which affect

him as a whole; it shapes his life outside the job as well as within. The Quality of Work Life

becomes relevant in developing countries like India because in a developing country, the

Quality of Work Life can become both ends and means. It is an end in itself; because it is a

highly significant component in the quality of life the goal of all development. It is a means

because the experiences of participation in decision-making at the work place and of progressivelearning, help workers acquire the civic competencies and skills, on which a country developing

in the social democratic mode must rely.


11/23

Impact of QWL

Improved communication and co-ordination among the workers and organization, helps to

integrate different jobs resulting in better task performance. Better working condition enhances

workers motivation to work in a healthy atmosphere resulting in motivation and increase in

production. This is because QWL calls for participation in group discussion and solving the

problem, improving skills etc., enhancing capabilities and thus building confidence and increased

output. QWL attracts talented employees and make them loyal towards the organization. The

practice makes employees feel valued, contributes to increased productivity and reduced

absenteeism, helps earn the reputation of being an employer of choice, impacts employee

retention, helps employees achieve work-life balance. The net result is more satisfied and

productive workers produce better and quality products. QWL programmes do not seem to take

off unless unions force the management. In our country, the working conditions at work premises

are not conducive for healthy and challenging nature of work. The wages are very poor; the

treatment of the management woefully lacking in the understanding of human values and rights.

On the other hand, the personnel in the executive cadre also feel frustrated because of alienation

over their conditions of employment, interpersonal conflicts, role conflicts, job pressures, lack of

freedom in work, absence of challenging work etc., public sector has acquired a prominent place

and has witnessed phenomenal growth particularly in developing economies, since attainment of

political independence.

The concept of QWL is based on the assumption that a job is more than just a job. It is the canter

of a persons life. In recent years there has been increasing concern for QWL due to several

factors:

Increase in education level and consequently job aspirations of employees;

Association of workers;

Significance of human resource management;Widespread industrial unrest;

Growing of knowledge in human behaviour, etc.


12/23

Measurement

There are few recognised measures of quality of working life, and of those that exist few have

evidence of validity and reliability, that is, there is a very limited literature based on peer

reviewed evbaluations of available assessments. A recent statistical analysis of a new measure,

the Work-Related Quality of Life scale (WRQoL), indicates that this assessment device should

prove to be a useful instrument, although further evaluation would be useful. The WRQoWL

measure uses 6 core factors to explain most of the variation in an individuals quality of working

life: Job and Career Satisfaction; Working Conditions; General Well-Being; Home-Work

Interface; Stress at Work and Control at Work.

The Job & Career Satisfaction Job and Career satisfaction (JCS)scale of the the Work-Related

Quality of Life scale (WRQoL) is said to reflect an employees feelings about, or evaluation of,

their satisfaction or contentment with their job and career and the training they receive to do it.

Within the WRQoL measure, JCS is reflected by questions asking how satisfied people feel

about their work. It has been proposed that this Positive Job Satisfaction factor is influenced by

various issues including clarity of goals and role ambiguity, appraisal, recognition and reward,

personal development career benefits and enhancement and training needs.

The General well-being (GWB)scale of the Work-Related Quality of Life scale (WRQoL), aims

to assess the extent to which an individual feels good or content in themselves, in a way which

may be independent of their work situation. It is suggested that general well-being both

influences, and is influenced by work. Mental health problems, predominantly depression and

anxiety disorders, are common, and may have a major impact on the general well-being of the

population. The WRQoL GWB factor assesses issues of mood, depression and anxiety, life

satisfaction, general quality of life, optimism and happiness.

The WRQoL Stress at Work sub-scale (SAW) reflects the extent to which an individual

perceives they have excessive pressures, and feel stressed at work. The WRQoL SAW factor is

assessed through items dealing with demand and perception of stress and actual demand

overload. Whilst it is possible to be pressured at work and not be stressed at work, in general,

high stress is associated with high pressure.


13/23

The Control at Work (CAW) subsacle of the WRQoL scale addresses how much employees feel

they can control their work through the freedom to express their opinions and being involved in

decisions at work. Perceived control at work as measureed by the Work-Related Quality of Life

scale (WRQoL)(18)is recognized as a central concept in the understanding of relationships

between stressful experiences, behaviour and health. Control at work, within the theoretical

model underpinning the WRQoL, is influenced by issues of communication at work, decision

making and decision control.

The WRQoL Home-Work Interface scale (HWI) measures the extent to which an employer is

perceived to support the family and home life of employees. This factor explores the

interrelationship between home and work life domains. Issues that appear to influence employee

HWI include adequate facilities at work, flexibile working hours and the understanding ofmanagers.

The Working Conditions scale of the WRQoL assesses the extent to which the employee is

satisfied with the fundamental resources, working conditions and security necessary to do their

job effectively. Physical working conditions influence employee health and safety and thus

employee Quality of working life. This scale also taps into satisfaction with the resources

provided to help people do their jobs.

Applications

Regular assessment of Quality of Working Life can potentially provide organizations with

important information about the welfare of their employees, such as job satisfaction, general

well-being, work-related stress and the home-work interface. Studies in the UK University sector

have shown a valid measure of Quality of Working Life exists and can be used as a basis for

effective interventions.

Some of the factors used to measure quality of working life pick up on things that dont actually

make people feel good, but which seem to make people feel bad about work if those things are

absent.


14/23

For example, noise if the place where someone works is too noisy, they might get frequent

headaches, or find they can not concentrate, and so feel dissatisfied. But when it is quiet enough

they dont feel pleased or happy - they just dont feel bad. This can apply to a range of factors

that affect someone's working conditions.

Other things seem to be more likely to make people feel good about work and themselves once

the basics are OK at work. Challenging work (not too little, not too much) can make them feel

good. Similarly, opportunities for career progression and using their abilities can contribute to

someone's quality of working life.

WORK LIFE BALANCE

BENEFITS TO THE

ORGANIZATION

WORKLIFE BALANCE

BENEFITS TO THE INDIVIDUAL

Measured increases inindividual productivity,

accountability and

commitment

Better teamwork andcommunication

Improved morale Less negative organizational

stress

More value and balance inyour daily life

Better understanding of whatyour best individual work

life balance is

Increased productivity Improved relationships both

on and off the job

Reduced stress


15/23

About QWL Strategy:

Improve communication with employees

Strengthen family friendly programs

Provide all employees with Internet access

Increase investment in workplace learning

Improve the effectiveness of supervisors and team leaders

Evaluate the effectiveness of diversity management practices and

Improve ability to manage change and transition

The programs, policies and services through Quality of Work life Programmes:

a. Support faculty and staff efforts to manage the competing demands of work and personallife

b. Support health promotions and wellnessc. Express appreciation for faculty and staff contribution to the university, highlight

outstanding individual contributions and recognize long term commitment.

Quality of Work Life as a process:

As a process Quality of Work Life calls for efforts to release this goal through the active

involvement of people throughout the organization. It is about organization change usually from

a control to an Involvement organization.


16/23

The concept of Quality of Work Life views a work as a process of interaction and joint problem

solving by work in people, managers, supervisors and workers.

This process is:

i. Co-operative rather than authoritarianii. Evolutionary and changing rather than static

iii. Open rather than rigidiv. Informal rather than rule basedv. Problem solving

vi. Win-win rather win-lose

Quality of Work life programme has become important in the work place for the following

reasons:

o Increased women in work forceo Increased male involvement in dependant care activitieso Increased responsibilities for elderso Increased demand at worko Loss of long term employment guaranteeso The need for enhanced work place skillso Greater competition for talent

The following are the some of the specific issues in Quality of Work life

o Pay and stability of employmento Occupational stresso Organizational health programmeo Alternative work scheduleso Participative management and control of worko Recognition


17/23


18/23

Quality of Work life improvements are defined as any activity which takes place at

every level of an organization which seeks greater organizational effectiveness through

the enhancement of human dignity and growth. A process through which the state

holders in the organization, management, unions and employees - learn how to work

together better to determine for themselves what actions, changes and improvements are

desirable and workable in order to achieve the win and simultaneous goals of an

improved quality of life at work for all members of the organization and greater

effectiveness for both the company and the unions.


19/23

QUESTIONNAIRE

Name of the Employee:

Designation:

1. How do you feel working with this company?

(a) Excellent (b) Good (c) Satisfactory (d) Poor

2. What do you like the most about this company?

(a) Job Profile (b) Work environment

(c) Growth Opportunities (d) Compensation & Benefits

3. Which of the following best describes your usual work schedule?

(a) Evening shift (b) Night shift (c) Day shift

(d) Irregular shifts /on-call (e) Rotating shifts

4. How do you rate the work culture in your organization?

(a) Excellent (b) Very good (c) Good

(d) Satisfactory (e) Bad


20/23

5. How are the career developmental activities in your organization?

(a) Excellent (b) Very good (c) Good

(d) Satisfactory (e) Bad

6. Your main satisfaction in life comes from your work.

(a) Strongly agree (b) Agree

(c) Disagree (d) Strongly Disagree

7. The work profile gives you an opportunity to develop special abilities

(a) Very true (b) Some what true

(c) Not too true (d) Not at all true

8. How hard is it to take time off during your work to take care of personal or family

matters?

(a) Not at all hard (b) Not too hard

(c) Some what hard (d) Very hard

9. Does the management maintain quality circles according to the norms and standards of

the employees?

(a) Yes (b) No


21/23

10. In general, how would you describe relations in your work place between

management and employees?

(a) Very good (b) Quite good (c) Neither good nor bad

(d) Quite bad (e) Very bad

11. Do you think that the organization is paying you fairly and reasonably?

(a) Strongly agree (b) Agree (c) Satisfactory

(d) Disagree (e) Strongly disagree

12. Is the compensation paid to you is sufficient for providing a satisfactory standard of

Living?

(a) High (b) Average (c) Low

13. Do you feel that there is job security in your organization?

(a) Strongly agree (b) Agree (c) Satisfactory

(d) Disagree (e) Strongly disagree

14. What are rewards given for good performance of the team?

(a) Monetary benefits (b) Promotion

(c) Job enrichment (d) Any other specify


22/23

15. Is your performance being monitored periodically?

(a) Yes (b) Could be (c) No

16. What helps positive attitude towards the job?

(a) Nature of the job (b) Working with colleagues

(c) Recognition of effort (d) Development opportunities

(e) Pay and conditions (f) Others (mention) ____________________

17. How do you rate the employee welfare programs in your organization?

(a) Excellent (b) Very good

(c) Good (d) Satisfactory

18. What could improve the quality of your work life?

(a) More suitable working hours (b) Better pay and conditions

(c) Better development/promotional activities (d) Better management

(e) Other (f) None of the above


23/23

19. How important do you consider the following?

Very Important Fairly Important Not Very Important

More flexible working hours

Development of occupational

healthcare

Hike in pay

Increase in training

opportunities

Learning new things

Appreciation of work

20. Your opinions and suggestions regarding quality of work life in the organization?

Documents

qwl itfsfrdgh