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Enhancing Quality of Work Life

Enhancing Quality of Work Life. Meaning. Quality of working life is of vital importance for enhancing employee satisfaction, morale, commitment and organizational effectiveness.

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Enhancing Quality of Work Life

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  1. Enhancing Quality ofWork Life

  2. Meaning • Quality of working life is of vital importance for enhancing employee satisfaction, morale, commitment and organizational effectiveness. • The term QWL was first introduced in 1972 during an international labor relations conference. It received wide attention after the United States Autoworkers and General Motors initiated a QWL program for work reforms. • QWL refers to the general employment environment within an organization affecting individual attitudinal and motivational mindset.

  3. Meaning • Quality of working life is a measure of how good your work is for you. • It is more than just job satisfaction or work happiness, but the widest context in which an employee would evaluate their job. • QWL means having good supervision, good working conditions, good pay and benefits and an interesting, challenging and rewarding job. • According to Robbins, “QWL is a process by which an organization responds to employee needs by developing mechanisms to allow them to share fully in making decisions that design their lives at work.”

  4. Factors contributing to the Quality of Working Life Objective Factors: • promotion from within policies, • democratic supervision, • employee involvement in designing work, • safe and healthy working conditions, • equitable compensation, • two way communication, • Schedule flexibility • opportunities for growth and development • job security • Job Scope

  5. Factors contributing to the Quality of Working Life Subjective Factors: • employee’s perception that they are safe, • relatively well satisfied, and • able to grow and develop as human beings

  6. New Methods QWL Prayer and Meditation in the Workplace • The American Stock Exchange has a Torah Study Group • Boeing has Christian, Jewish and Muslim prayer groups • Apple Computers office has a meditation room and employees are given 30 minutes to meditate or pray. • Prentice-Hall Publishing has a quiet room for employees where they can take mental retreats

  7. New Methods QWL Worldwide • Marriott International’s 10,000 workers dedicate a day of service to their local communities each year • IBMfunds childcare centers at 60 of its locations • Intel offers 22 weeks of maternity leave • SAS has low absenteeism and only 3% turnover due to no-lay-off policy, 35-hour workweeks, flexitime and on site amenities like Gym, medical clinic and message therapists. • Volvo Changed its assembly line system which led to greater job satisfaction-low absenteeism and turnover

  8. QWL situation in the Garment factories in Bangladesh Most of the employees of the garment factory are not aware of the term quality of working life. • Most of the respondents of the ready-made garments industry feel that they are suffering from constant fear of losing job. Job security has become the most essential component of QWL. Employee commitment to increased productivity cannot be achieved without adequate job security. • Their take home pay was notadequate. • Employers are more biased towards male workers while giving benefits, even though females have the same qualifications like male.

  9. QWL situation in the Garment factories in Bangladesh • They are not provided with safe and congenial work environment. • Majorities of the industrial workers in cities are migrants from rural areas. The first problem they have to face after securing a job is accommodation. Problem of housing is very acute in Dhaka City. It is reported that the majorities of the garment workers live in dark, damp and unhygienic houses. This can be called slum. • Female workers are often victim of sexual harassment.

  10. QWL situation in the Garment factories in Bangladesh • Workers are also unhappy thy way they are managed and supervised. They have a hatred for tight and closed supervision. Managers do not treat them as human beings. They behave with them like an animal. They do not trust them. Workers do what they are told to do. They do not have any voice in decision making. • Managers play favoritism and partiality. As a result, they feel jealous to each other. They were heavily penalized for minor offences. They mentioned that they were not given enough opportunity to defend themselves. They have grievances against management. But managers are not sincere to resolving their grievances.

  11. QWL situation in the Garment factories in Bangladesh • Managers have little apathy for welfare issues • Work up to 16 hours a day for meager wages with not even weekly holidays. • Very little empowered • Little scope for promotion • There is none to develop them.

  12. Suggestions for Improvement • Top management support and commitment are vital for effective QWL situation. • Managers must become leaders, helpers, coaches • Managers should run the enterprise in a democratic manner • Openness and trust are necessary • There must remain job security • Extensive training for workers and managers is of vital importance in order to support greater worker involvement.

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