Quality Of Work Life
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- Pages: 23
Presented to :- Prof. Arvind Rajshekher
Amit Patel Chirag Patel Deepak Rao Jaydev Joshi Jitendra Chavda IIPM Ahmedabad--Organization development
07/28/09
1
People are becoming more quality conscious as of their work, the products & the quality of their work life. The efficiency of each activity depends on the quality of work life of the people. Quality of work life is not based on a particular theory nor does advocate a particular technique for application. Instead quality of work life is concerned with the overall climate of work. Quality of work life will be varying from place to place, industry to industry and culture to culture IIPM Ahmedabad--Organization development
07/28/09
2
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"
IIPM Ahmedabad--Organization development
07/28/09
3
Work is a integral part of our every day life as it is our livelihood. We spend around 12 hours of the day in work that is one third of entire life. It should yield job satisfaction, give peace of mind and a fulfillment of having a task done.
IIPM Ahmedabad--Organization development
07/28/09
4
The employee should avoid the following activities while working in any of the organisation Commercial Bribes and Extortion Accepting Gifts Employee Theft Computer Theft Trade Secrets
IIPM Ahmedabad--Organization development
07/28/09
5
Klott, Mundick & Schuster suggested 11 major quality of work life issues Pay & stability of employment.
Occupational stress.
Organizational health program.
Alternative work schedule.
Participative management. IIPM Ahmedabad--Organization development
07/28/09
6
Recognition.
Congenial worker supervisor relation.
Grievances procedure.
Adequacy of resources.
Seniority& merit in promotion.
Employment on permanent basis.
IIPM Ahmedabad--Organization development
07/28/09
7
1 Compensation or Wages 2. Job satisfaction 3. Working environment 4. Job profile 5. Health and Safety 6. Growth prospects 7. Job Rotation
IIPM Ahmedabad--Organization development
07/28/09
8
The fairness of wages.
The fairness of employee working conditions.
IIPM Ahmedabad--Organization development
07/28/09
9
A number of factors that should be taken into account in determining wages and salaries: The going wage in the industry and the area Although labor markets in an industry or an area may be manipulated or distorted they generally provide at least rough indicators of fair wages if they are competitive and if we assume competitive markets are just. In addition, the cost of living in the area must be taken into account if employees are to be provided with an income adequate to their families needs. The firm’s capabilities In general, the higher the firm’s profits, the more it can and should pay its workers, while the smaller its profits, the less it can afford. Taking advantage of cheap labor in captive markets when a company is perfectly capable of paying higher wages is exploitation. The nature of the job Jobs that involve greater health risks, that offer less security, that require more training or experience, that impose heavier physical or emotional burdens, or that take greater effort should carry higher levels of compensation. Minimum wage laws The minimum wages required by law set a floor for wages. In most circumstances, wages that fall beneath this floor are unfair. Relation to other salaries If the salary structure within an organization is to be fair, workers who do roughly similar work should receive roughly similar salaries. IIPM Ahmedabad--Organization development
07/28/09
10
The employee’s main moral duty is to work toward the goals of the firm and to avoid any activities, which might harm those goals Why this happens Conflicts of Interest: Conflicts of interest in business arise when an employee or an officer of a company is engaged in carrying out a task on behalf of the company and the employee has a private interest in the outcome of the task: IIPM Ahmedabad--Organization development
07/28/09
11
1. 2. 3. 4.
Training and Support Accountability Resourcing Creating a Culture of Acceptance and Encouragement
IIPM Ahmedabad--Organization development
07/28/09
12
Training
and Support:.
This should be followed up with support for managers managing teams that are working in new and diverse ways.
Accountability : Managers should be
made accountable for achieving work-life balance goals and objectives which are linked to core business objectives.
Resourcing: Resourcing need to be
made available for the implementation and measurement. IIPM Ahmedabad--Organization development
07/28/09
13
Creating a Culture of Acceptance and Encouragement :Starts with making the business case to senior management to get their commitment and leadership through role modeling, resourcing and supporting other managers to implement the work-life strategy. Focus then needs to shift to communication of business objectives, training, support and accountability for mangers and supervisors. Finally, putting the work-life strategy into practice through a written action plan, which includes an assessment of the work-life needs of staff in a particular organization or local branch, and IIPM Ahmedabad--Organization development 07/28/09 monitoring of progress and outcomes.
14
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.
IIPM Ahmedabad--Organization development
07/28/09
15
Fun and Work. CONTINUOUS IMPROVEMENT PROGRAMS. Systematic problem solving. (Xerox) Experimentation. Learning from past experience. Learning from others. Transferring knowledge.
IIPM Ahmedabad--Organization development
07/28/09
16
Job Enrichment Job Rotation Quality Circles Worker’s Participation Organizational Development Labour Welfare
IIPM Ahmedabad--Organization development
07/28/09
17
Job Enrichment:- adding more responsibilities. Job rotation:- transferring of employees Organizational Development
TQM appears to be highly congruent with OD approaches and Values. Remember Deming’s 14 points of OD and TQM.
IIPM Ahmedabad-Organization development
07/28/09
18
A Quality Circle is a volunteer group composed of workers (or even students) who meet to discuss workplace improvement, and make presentations to management with their ideas, especially relating to quality of output in order to improve the performance of the organization, and motivate and enrich the work of employees. Typical topics are improving occupational safety and health, improving product design, and improvement in manufacturing process. The ideal size of a quality circle is from eight to ten members. IIPM Ahmedabad--Organization development
07/28/09
19
1. It is a voluntary forum of workers, Hence it does not evoke their resistance which is usually found when such forums are created by the government or management. 2. It makes full use of a worker’s potential. 3. It provides the worker autonomy and sense of achievement 4. It ensures greater participation and involvement of a worker in the day-to-day functioning of his department. 5. It helps in finding solutions to several problems and in removing cobwebs and bottlenecks in daily functioning. 6. It helps in creating cohesive groups with IIPM Ahmedabad--Organization improved morale. development 07/28/09
20
Attitude Environment Opportunities Nature of job People Stress level Career prospects Challenges Growth and development Risk Involved and Reward
IIPM Ahmedabad--Organization development
07/28/09
21
A happy and healthy employee will give better turnover, make good decision and positively contribute to the organizational goal. An assured good quality of work life will not only attract young and talent but also retain the existing experienced talent.
IIPM Ahmedabad--Organization development
07/28/09
22
Thank you… IIPM Ahmedabad--Organization development
07/28/09
23
Amit Patel Chirag Patel Deepak Rao Jaydev Joshi Jitendra Chavda IIPM Ahmedabad--Organization development
07/28/09
1
People are becoming more quality conscious as of their work, the products & the quality of their work life. The efficiency of each activity depends on the quality of work life of the people. Quality of work life is not based on a particular theory nor does advocate a particular technique for application. Instead quality of work life is concerned with the overall climate of work. Quality of work life will be varying from place to place, industry to industry and culture to culture IIPM Ahmedabad--Organization development
07/28/09
2
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"
IIPM Ahmedabad--Organization development
07/28/09
3
Work is a integral part of our every day life as it is our livelihood. We spend around 12 hours of the day in work that is one third of entire life. It should yield job satisfaction, give peace of mind and a fulfillment of having a task done.
IIPM Ahmedabad--Organization development
07/28/09
4
The employee should avoid the following activities while working in any of the organisation Commercial Bribes and Extortion Accepting Gifts Employee Theft Computer Theft Trade Secrets
IIPM Ahmedabad--Organization development
07/28/09
5
Klott, Mundick & Schuster suggested 11 major quality of work life issues Pay & stability of employment.
Occupational stress.
Organizational health program.
Alternative work schedule.
Participative management. IIPM Ahmedabad--Organization development
07/28/09
6
Recognition.
Congenial worker supervisor relation.
Grievances procedure.
Adequacy of resources.
Seniority& merit in promotion.
Employment on permanent basis.
IIPM Ahmedabad--Organization development
07/28/09
7
1 Compensation or Wages 2. Job satisfaction 3. Working environment 4. Job profile 5. Health and Safety 6. Growth prospects 7. Job Rotation
IIPM Ahmedabad--Organization development
07/28/09
8
The fairness of wages.
The fairness of employee working conditions.
IIPM Ahmedabad--Organization development
07/28/09
9
A number of factors that should be taken into account in determining wages and salaries: The going wage in the industry and the area Although labor markets in an industry or an area may be manipulated or distorted they generally provide at least rough indicators of fair wages if they are competitive and if we assume competitive markets are just. In addition, the cost of living in the area must be taken into account if employees are to be provided with an income adequate to their families needs. The firm’s capabilities In general, the higher the firm’s profits, the more it can and should pay its workers, while the smaller its profits, the less it can afford. Taking advantage of cheap labor in captive markets when a company is perfectly capable of paying higher wages is exploitation. The nature of the job Jobs that involve greater health risks, that offer less security, that require more training or experience, that impose heavier physical or emotional burdens, or that take greater effort should carry higher levels of compensation. Minimum wage laws The minimum wages required by law set a floor for wages. In most circumstances, wages that fall beneath this floor are unfair. Relation to other salaries If the salary structure within an organization is to be fair, workers who do roughly similar work should receive roughly similar salaries. IIPM Ahmedabad--Organization development
07/28/09
10
The employee’s main moral duty is to work toward the goals of the firm and to avoid any activities, which might harm those goals Why this happens Conflicts of Interest: Conflicts of interest in business arise when an employee or an officer of a company is engaged in carrying out a task on behalf of the company and the employee has a private interest in the outcome of the task: IIPM Ahmedabad--Organization development
07/28/09
11
1. 2. 3. 4.
Training and Support Accountability Resourcing Creating a Culture of Acceptance and Encouragement
IIPM Ahmedabad--Organization development
07/28/09
12
Training
and Support:.
This should be followed up with support for managers managing teams that are working in new and diverse ways.
Accountability : Managers should be
made accountable for achieving work-life balance goals and objectives which are linked to core business objectives.
Resourcing: Resourcing need to be
made available for the implementation and measurement. IIPM Ahmedabad--Organization development
07/28/09
13
Creating a Culture of Acceptance and Encouragement :Starts with making the business case to senior management to get their commitment and leadership through role modeling, resourcing and supporting other managers to implement the work-life strategy. Focus then needs to shift to communication of business objectives, training, support and accountability for mangers and supervisors. Finally, putting the work-life strategy into practice through a written action plan, which includes an assessment of the work-life needs of staff in a particular organization or local branch, and IIPM Ahmedabad--Organization development 07/28/09 monitoring of progress and outcomes.
14
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.
IIPM Ahmedabad--Organization development
07/28/09
15
Fun and Work. CONTINUOUS IMPROVEMENT PROGRAMS. Systematic problem solving. (Xerox) Experimentation. Learning from past experience. Learning from others. Transferring knowledge.
IIPM Ahmedabad--Organization development
07/28/09
16
Job Enrichment Job Rotation Quality Circles Worker’s Participation Organizational Development Labour Welfare
IIPM Ahmedabad--Organization development
07/28/09
17
Job Enrichment:- adding more responsibilities. Job rotation:- transferring of employees Organizational Development
TQM appears to be highly congruent with OD approaches and Values. Remember Deming’s 14 points of OD and TQM.
IIPM Ahmedabad-Organization development
07/28/09
18
A Quality Circle is a volunteer group composed of workers (or even students) who meet to discuss workplace improvement, and make presentations to management with their ideas, especially relating to quality of output in order to improve the performance of the organization, and motivate and enrich the work of employees. Typical topics are improving occupational safety and health, improving product design, and improvement in manufacturing process. The ideal size of a quality circle is from eight to ten members. IIPM Ahmedabad--Organization development
07/28/09
19
1. It is a voluntary forum of workers, Hence it does not evoke their resistance which is usually found when such forums are created by the government or management. 2. It makes full use of a worker’s potential. 3. It provides the worker autonomy and sense of achievement 4. It ensures greater participation and involvement of a worker in the day-to-day functioning of his department. 5. It helps in finding solutions to several problems and in removing cobwebs and bottlenecks in daily functioning. 6. It helps in creating cohesive groups with IIPM Ahmedabad--Organization improved morale. development 07/28/09
20
Attitude Environment Opportunities Nature of job People Stress level Career prospects Challenges Growth and development Risk Involved and Reward
IIPM Ahmedabad--Organization development
07/28/09
21
A happy and healthy employee will give better turnover, make good decision and positively contribute to the organizational goal. An assured good quality of work life will not only attract young and talent but also retain the existing experienced talent.
IIPM Ahmedabad--Organization development
07/28/09
22
Thank you… IIPM Ahmedabad--Organization development
07/28/09
23
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