Quality of Work Life

Quality of Work Life

The term "quality of work life" (QWL) was first introduced in 1972 during an international labor relations conference (Hian and Einstein, 1990). QWL received more attention after United Auto Workers and General Motors initiated a QWL program for work reforms.

QWL owes its origins to the marriage of the structural, systems perspective of organizational behavior with the interpersonal, human relations, supervisory-style perspective (Cherns ,1978).

Definition

Robbins (1989) defined QWL as "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 has been well recognized as a multi-dimensional construct and it may not be universal or eternal. The key concepts captured and discussed in the existing literature include job security,

better reward systems,

higher pay,

opportunity for growth,

participative groups, and

increased organizational productivity, among others.

Positive results of QWL have been supported by a number of previous studies, including reduced absenteeism,

lower turnover, and

improved job satisfaction.

Not only does QWL contribute to a company's ability to recruit quality people, but also it enhances a company's competitiveness.

Managerial Implications

longitudinal studies of QWL companies confirms a positive association between quality of work life and business performance.

In the context of human resource development, employees play an important role in transforming an organization. Motivating employees to contribute their best ability and knowledge in work has long been an active research agenda.

Previous QWL research has suggested that if management wants to develop a cohesive, loyal, and dedicated workforce, a clear and nurturing policy must be in place.

Management often falls to provide sufficient QWL, especially in the areas of job security, perks, and pay, for a fear of a negative effect on company's financial performance.

Effective human resource development programs are key to organizational survival and change, providing important competitive advantages in the global environment.

Quality of Working Life in practice

Quality of Working Life (QWL) is best understood if it is seen as a goal, as a process for achieving that goal and as a philosophy setting out the way people should be managed.

QWL as a goal As a goal, QWL aims to improve organizational

effectiveness through the creation of more challenging, satisfying and effective jobs and work environments.

QWL as a process As a process, QWL calls for efforts to realize this goal

through the active involvement of people throughout the organization. It is about organizational change usually from a 'control' to an 'involvement' organization.

QWL as a philosophy

As a philosophy QWL views people as 'assets' capable of contributing skills, knowledge, experience and commitment, rather than as 'costs' that are merely extensions of the production process. It argues that encouraging involvement and providing the environment in which it can flourish produces tangible rewards for both individuals and organizations

Elements of a Quality of Working Life Strategy

The elements may include:

- A statement of organisation philosophy and values

- A 'participative' management style- A flat organisational structure - QWL based job design and work structuring- Effective communications -

Joint problem solving Reward strategies focusing on the

organization, the group and skill acquisition

Selection processes emphasizing individual attitudes and personal characteristics

Training to match the QWL culture 'Developmental' performance appraisal