An examination of the quality of work

Type :

Research papers

Pages :

39 pages

Format :

.doc

Published date :

04/21/2009

Category :

Business & market

Sub category :

Human resources

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Summary :

Introduction
1. Need for study or scope
2. Objectives of the study
3. Methodology
4. Limitations
Review of literature
1. Introdction
2. What is QWL?
3. Definitions for quality of work life
Criteria of measuring QWL
1. Adequate and fair compensation
2. Safe and healthy working conditions
3. Opportunity to use and develop human capabilities
4. Opportunity for career growth
5. Social integration in the work force
6. Constitutionalism in the work organization
7. Work and quality of life
8. Social relevance of work
Specific issues in QWL
1. Pay and stability of employment
2. Occupational stress
3. Organizational health programs
4. Alternative work schedules
5. Participative management and control of work
6. Recognition
7. Congenial worker supervisor relations
8. Grievance procedure
9. Adequacy of resources
10. Seniority and merit in promotions
11. Employment on permanent basis
Strategies for improvement of QWL
1. Self managed work teams
2. Job redesign and enrichment
3. Effective leadership and supervisory behavior
4. Career development
5. Alternative work schedules
6. Job security
7. Administrative or organizational justice
8. Participative management
Quality of work life as HR startegy: An analysis
1. Strategy and tactics
2. Men counted
3. Money matters
4. Non economic: 'Job Security'
5. Teamwork
6. Boss factor
7. Involvement and communication
8. Influences
Quality of work life: The human implications
The human factor in rewarding employees
Balancing the work and life of your employees
1. Shifts in societal patterns
2. Technological breakthroughs
3. New horizon of expectations
4. Creating institutional support mechanisms
5. Providing managerial support
6. Practicing what you preach
7. Sustain it
8. Benefits of improving work life balance
9. The benefits gained by organizations who have introduced flexible employment practices
10. Universally adopted policies and practices of work life balance
Data analysis and interpretation
Findings and suggestions
1. Findings
2. Suggestions or recomendations
Limitations
Conclusion
Annexure
Bibilography

Abstract

quality of work life is a process of organizations, which enables its members at all levels to participate actively and efficiently in shaping the organizations environment and out comes. It is a value based process which is aimed towards meeting the twin goals of enhanced effectiveness of organizations and improved quality of work life at work for employees. Several notable factors that influence quality of work life are adequate and fair compensation, safe and healthy working conditions, opportunities to use and develop human capabilities, opportunities for career growth, etc. QWL provides for the balanced relationship among work, non-work and family aspects of life. In other words, family life and social life should not be strained by working hours including over time work, work during inconvenient hours, business travels, transfers, vacations, etc

Good companies become great through a series of initiatives done consistently overtime. There are no shortcuts. It is pain full process, but they must be done to keep companies alive for tomorrow's challenges, not just for today's challenges".

In 1983 in the first ever business world's most respected companies survey was conducted, companies were assessed on eight parameters quality of management, quality of products and services, innovativeness, financial soundness, ability to attract and retain talent, environmental responsibility, profitability and work place environment. The most obvious and commonly used metrics such as market share, market capitalization and turn over, were deliberately left out. The whole idea of having a survey such as this was to gauge how it peers, based mostly on criteria that went way beyond the numbers perceived a company. Over the years, the survey has been progressively refined, and now parameters added. None of the newer parameters (now there are 19) violate the original principle that this was meant to be a perception based survey.

Hence quantitative metrics such as profits, etc, are still eschewed, yet, what gets reiterated time and again is the respect in business is very much intertwined with market reality and performance.