32594438 Hrm Term Paper on Quality of Work Life Measures in Retail Sector

TERM PAPER OF HRM

ON

QUALITY OF WORK LIFE MEASURES IN

RETAIL SECTOR

LOVELY PROFESSIONAL UNIVERSITY

(LOVELY SCHOOL OF MANAGEMENT)

(Session 2009-2011)

Submitted to: Submitted By:

MR. SUNIL BUDHIRAJA SHUJA QAMMER SHAH

Roll No. A-03

Reg. No. 10904442

SECTION : S1906

MBA ( IT)

ACKNOWLEDGEMENT

The successful completion of any task would be incomplete without mentioning

the people who have made it possible. So it`s with the gratitude that I

acknowledge the help, which crowned my efforts with success.

Life is a process of accumulating and discharging debts, not all of those can be

measured. We cannot hope to discharge them with simple words of thanks but

we can certainly acknowledge them.

I owe my gratitude to MR.SUNIL BUDHIRAJA .LECT.LSM for his constant

guidance and support.

I would also like to thank the various department officials and staff who not

only provided me with required opportunity but also extended their valuable

time and I have no words to express my gratefulness to them.

Last but not the least I am very much indebted to my family and friends for their

warm encouragement and moral support in conducting this project work.

SHUJA QAMMER SHAH

ContentsINTRODUCTION......................................................................................................................5

HUMANISED WORK THROUGH QWL................................................................................7

JOB ENLARGEMENT VS. JOB ENRICHMENT...........................................................7

Difference between job enrichment and job enlargement..................................................8

BENEFITS OF JOB ENRICHMENT EMERGE IN THREE AREAS.............................9

APPLYING JOB ENRICHMENT...................................................................................10

IMPACT OF QWL ON ORGANIZATION CLIMATE.........................................................11

LITERATURE REVIEW.........................................................................................................12

OBJECTIVES OF STUDY......................................................................................................14

RESEARCH METHODOLOGY.............................................................................................14

INTRODUCTION TO RETAIL SECTOR..............................................................................15

QUALITY OF WORK LIFE MEASURES IN RETAIL SECTOR........................................17

QUALITY OF WORK LIFE MEASURES IN MARKS AND SPENCER............................21

BENEFITS OF QUALITY OF WORK LIFE TO EMPLOYEES AND ORGANIZATION. 24

CONCLUSION........................................................................................................................25

QUESTIONNAIRE..................................................................................................................27

BIBLIOGRRAPHY.................................................................................................................30

EXECUTIVE SUMMARY

QWL is viewed as a wide-ranging concept, which includes adequate and fair

remuneration, safe and healthy working conditions and social integration in the

work organization that enables an individual to develop and use all his or her

capacities. Most of the definitions aim at achieving the effective work

environment that meets with the organizational and personal needs and values

that promote health, well being, job security, job satisfaction, competency

development and balance between work and non-work life. The definitions also

emphasize the good feeling perceived from the interaction between the

individuals and the work environment.

Understanding the nature of work in the contemporary environment, we define

QWL as the effectiveness of work environment that transmit to the meaningful

Retail sector personal needs in shaping the values of the employees that support

and promote better health and well-being, job security, job satisfaction,

competency development and balance between work and non-work life. This

will ensure the smooth transition of the contemporary workforce towards a

knowledge based workforce. Subsequently, this analysis would also serve as a

guide for the relevant ministries related to communication and multimedia

functions, organizational practitioners, decision makers and individual

employees to humanize the workplace for a better QWL.

INTRODUCTION

The success of any organization is highly dependent on how it attracts recruits,

motivates, and retains its workforce. Today's organizations need to be more

flexible so that they are equipped to develop their workforce and enjoy their

commitment. Therefore, organizations are required to adopt a strategy to

improve the employees’’ quality of work life'(QWL) to satisfy both the

organizational objectives and employee needs.

QWL is a process by which an organization attempts to unleash the creative

potential of its personnel by involving them in decisions affecting their work

lives.

The term refers to the favourableness or unfavourableness of a total job

environment for people. QWL programs are another way in which organisations

recognise their responsibility to develop jobs and working conditions that are

excellent for people as well as for economic health of the organisation. The

elements in a typical QWL program include – open communications, equitable

reward systems, a concern for employee job security and satisfying careers and

participation in decision making. Many early QWL efforts focus on job

enrichment. In addition to improving the work system, QWL programs usually

emphasis development of employee skills, the reduction of occupational stress

and the development of more co-operative labour-management relations.

The aim of QWL is to identify and implement alternative programs to improve

the quality of professional as well as personal life of an organization’s

employees. The QWL approach considers people as an ‘asset' to the

organization rather than as ‘costs'. It believes that people perform better when

they are allowed to participate in managing their work and make decisions. This

approach motivates people by satisfying not only their economic needs but also

their social and psychological ones. To satisfy the new generation workforce,

organizations need to concentrate on job designs and organization of work.

Further, today's workforce is realizing the importance of relationships and is

trying to strike a balance between career and personal lives.

Vigorous Domestic and International competition drive organisations to be

more productive. Proactive managers and human resource departments respond

to this challenge by finding new ways to improve productivity. Some strategies

rely heavily upon new capital investment and technology. Others seek changes

in employee relations practices.

Human resource departments are involved with efforts to improve productivity

through changes in employee relations. QWL means having good supervision,

good working conditions, good pay and benefits and an interesting, challenging

and rewarding job. High QWL is sought through an employee relations

philosophy that encourages the use of QWL efforts, which are systematic

attempts by an organisation to give workers greater opportunities to affect their

jobs and their contributions to the organisation’s overall effectiveness. That is, a

proactive human resource department finds ways to empower employees so that

they draw on their “brains and wits,” usually by getting the employees more

involved in the decision-making process.

QWL considers people as an ‘asset’ to the organization rather than as ‘costs’. It

believes that people perform better when they are allowed to participate in

managing their work and make decisions. Moreover the most important thing is

that QWL motivates the people

HUMANISED WORK THROUGH QWL

One option was to re-design jobs to have the attributes desired by people,

and re-design organisations to have the environment desired by the people. This

approach seeks to improve QWL. There is a need to give workers more of a

challenge, more of a whole task, more opportunity to use their ideas. Close

attention to QWL provides a more humanised work environment. It attempts to

serve the higher-order needs of workers as well as their more basic needs. It

seeks to employ the higher skills of workers and to provide an environment that

encourages them to improve their skills. The idea is that human resources

should be developed and not simply used. Further, the work should not have

excessively negative conditions. It should not put workers under undue stress. It

should not damage or degrade their humanness. It should not be threatening or

unduly dangerous. Finally, it should contribute to, or at least leave unimpaired,

workers’ abilities to perform in other life roles, such as citizen, spouse and

parent. That is, work should contribute to general social advancement.

JOB ENLARGEMENT VS. JOB ENRICHMENT

The modern interest in quality of work life was stimulated through efforts

to change the scope of people’s jobs in attempting to motivate them. Job scope

has two dimensions – breadth and depth. Job breadth is the number of different

tasks an individual is directly responsible for. It ranges from very narrow (one

task performed repetitively) to wide (several tasks). Employees with narrow job

breadth were sometimes given a wider variety of duties in order to reduce their

monotony; this process is called job enlargement. In order to perform these

additional duties, employees spend less time on each duty. Another approach to

changing job breadth is job rotation, which involves periodic assignment of an

employee to completely different sets of job activities. Job rotation is an

effective way to develop multiple skills in employees, which benefits the

organisation while creating greater job interest and career options for the

employee.

Job enrichment takes a different approach by adding additional

motivators to a job to make it more rewarding. It was developed by Frederick

Herzberg on the basis of his studies indicating that the most effective way to

motivate workers was by focusing on higher-order needs. Job enrichment

seeks to add depth to a job by giving workers more control, responsibility and

discretion over hoe their job is performed. The difference between enlargement

and enrichment is illustrated in the figure on the next page.

Difference between job enrichment and job enlargement

Higher- order

Lower-

order

Few Many

Number of tasks

(Focus on Breadth)

In the above figure we see that job enrichment focuses on satisfying

higher-order needs, while job enlargement concentrates on adding additional

tasks to the worker’s job for greater variety. The two approaches can even be

blended, by both expanding the number of tasks and adding more motivators,

for a two-pronged attempt to improve QWL.

Job enrichment Jon enrichment

and enlargement

Routine job Job enlargement

Job enrichment brings benefits, as shown in the below figure.

BENEFITS OF JOB ENRICHMENT EMERGE IN THREE AREAS

Its general result is a role enrichment that encourages growth and self-

actualisation. The job is built in such a way that intrinsic motivation is

encouraged. Because motivation is increased, performance should improve, thus

providing both a more humanised and a more productive job. Negative effects

also tend to be reduced, such as turnover, absences, grievances and idle time. In

this manner both the worker and society benefit. The worker performs better,

experiences greater job satisfaction and becomes more self-actualised, thus

JOB ENRICHMENT

BENEFITS

Individual: Growth Self-

actualisation

Organisation: Intrinsically

motivated employees

Better employee performance

Less absenteeism and turnover; fewer grievances

Society: Full use of

human resources

More effective organisations

being able to participate in all life roles more effectively. Society benefits from

the more effectively functioning person as well as from better job performance.

APPLYING JOB ENRICHMENT

Viewed in terms of Herzberg’s motivational factors, job enrichment

occurs when the work itself is more challenging, when achievement is

encouraged, when there is opportunity for growth and when responsibility,

feedback and recognition are provided. However, employees are the final judges

of what enriches their jobs. All that management can do is gather information

about what tend to enrich jobs, try those changes in the job system and then

determine whether employees feel that enrichment has occurred.

In trying to build motivational factors, management also gives attention to maintenance factors. It attempts to keep maintenance factors constant or higher as the motivational factors are increased. If maintenance factors are allowed to decline during an enrichment program, then employees may be less responsive to the enrichment program because they are distracted by inadequate maintenance. The need for a systems approach in job enrichment is satisfied by the practice of gain sharing. Since hob enrichment must occur from each employee’s personal viewpoint, not all employees will choose enriched jobs if they have an option. A contingency relationship exists in terms of different job needs, and some employees prefer the simplicity and security of more routine jobs.

IMPACT OF QWL ON ORGANIZATION CLIMATE

Major problems facing by both developing and developed countries.

Contradictory and conflicting nature.

QWL is more concerned with the overall climate of work and the impact

that the work has on people as well as on organizational effectiveness.

Ultimate objectives of the QWL is employees in problem solving &

decision making

Provides more autonomy and opportunity for self direction and self

control.

Change in the organization climate so that human technological

organizational interface leads to a better QWL.

Work redesign is a powerful instrument of cultural and attitudinal change.

Bureaucratic form of work organization reinforces the authoritarism of

traditional society and redesign based on participative principle will tends

to foster democratic values in the society at the large.

Redesign the systems which will sustain and strengthen the predominant

patterns of behaviour that already exist in a given culture..

In India QWL is confined to organized sectors of industry and

government, which is a small percentage of total working population.

LITERATURE REVIEW .

JOHNSTON et al. (1978) explained that Quality of work life (QWL) consists

of opportunities for active involvement in group working arrangements or

problem solving that are of mutual benefit to employees and employer. It

requires employee commitment to the organization and an environment in

which this commitment can flourish. Part of the commitment to the organization

is the various attitudes or value judgements of people to their jobs and to their

total work environment.

WALTON (2002) examined that, success of any organization is highly

dependent on how it attracts, recruits, motivates, and retains its workforce.

Today's organizations need to be more flexible so that they are equipped to

develop their workforce and enjoy their commitment. Therefore, organizations

are required to adopt a strategy to improve the employees’’ quality of work

life'(QWL) to satisfy both the organizational objectives and employee needs.

The case lets discuss the importance of having effective quality of work life

practices in organizations and their impact on employee performance and the

overall organizational performance

MAIMUNAH ISMAIL (2008) in this article, the researcher examined that

many factors determine the meaning of quality of work life (QWL), one of

which is work environment. A group of workforces that is greatly affected in

QWL as a result of dynamic changes in work environment is information

technology (IT) professionals. The constructs of QWL discussed are health and

well-being, job security, job satisfaction, competency development, work and

non-work life balance.

HACKMAN AND OLDHAMS (1980) highlighted the constructs of QWL in

relation to the interaction between work environment and personal needs. The

work environment that is able to fulfil employees’ personal needs is considered

to provide a positive interaction effect, which will lead to an excellent QWL.

They emphasized the personal needs are satisfied when rewards from the

organisation, such as compensation, promotion, recognition and development

meet their expectations.

LAWLER (1982) defines QWL in terms of job characteristics and work

conditions. He highlights that the core dimension of the entire QWL in the

organization is to improve employees’ well-being and productivity. The most

common interaction that relates to improvement of employees’ well-being and

productivity is the design of the job. Job design that is able to provide higher

employee satisfaction is expected to be more productive.

HESKETT AND SCHLESINGER (1997) define QWL as the feelings that

employees have towards their jobs, colleagues and organizations that ignite a

chain leading to the organizations’ growth and profitability. A good feeling

towards their job means the employees feel happy doing work which will lead

to a productive work environment. This definition provides an insight that the

satisfying work environment is considered to provide better QWL

WONG et al (2001) operationalised QWL as the favourable working

environment that supports and promotes satisfaction by providing employees

with rewards, job security and career growth opportunities. Indirectly the

definition indicates that an individual who is not satisfied with reward may be

satisfied with the job security and to some extent would enjoy the career

opportunity provided by the organization for their personal as well as

Professional’s growth.

OBJECTIVES OF STUDY

1. The aim and objective of this study is to identify Quality of work life and

their effectiveness on workers/staff in Retail sector.

2. To know whether Quality of work life to an employee is of necessity in

order to achieve maximum productivity in Retail sector.

3. To enquire about things related to employee efficiency, satisfaction,

productivity, the motivation they received and general working environment of

the employee work.

4. To know the benefits of Quality of work life to employees and

organisation and the effectiveness of these benefits given.

5. Also to find out how the organisations meets the demands of the

workforce in respect to individual needs.

RESEARCH METHODOLOGY

Secondary data has been used and is collected from different websites, and also

from various books, journals and magazines which are mentioned in

bibliography section.

INTRODUCTION TO RETAIL SECTOR

The retail sector is well aware of the challenges the industry faces, especially

when it comes to staff retention and turnover, particularly on the shop floor.

Although, it continues to try to accommodate things like flexible working hours,

working from home occasionally for office based retail positions, job sharing

and staff who have young children to care for, there is still much more to be

done if it wants to have a much broader appeal. The retail industry employs over

3 million people (data collected March 08).

The Retail Sector of Indian Economy is going through the phase of tremendous

transformation. The retail sector of Indian economy is categorized into two

segments such as organized retail sector and unorganized retail sector with the

latter holding the larger share of the retail market. At present the organized

retail sector is catching up very fast. The impact of the alterations in the format

of the retail sector changed the lifestyle of the Indian consumers drastically. The

evident increase in consumerist activity is colossal which has already chipped

out a money making recess for the retail sector of Indian economy.

Retail market in China is expected to be the second largest (behind the USA) in

the world by 2012, overtaking Japan. At the end of the 1980's to the beginning

of the 1990's, chain supermarkets and chain stores serving people's daily needs

appeared in China. After ten years of rapid growth, the total sales volume of the

country's chain retail industry has reached 700 billion RMB (US$87 billion) in

2004.

Estimated to grow to the value of US $500 billion by 2010, retail sector is one

of the most rapidly growing sectors in India. Organised retail chains are still at

its infancy and occupies a market share of 5 per cent vis-à-vis the unorganized,

family owned retail outlets

The retail sector has undergone a major transformation when it comes to

working hours over recent years since the introduction of 24 hour shopping and

the opening of many stores on Sundays.

One of the major goals of Retail sector is to create a flexible work environment

where we can respond in the most agile way to the demands of a client service

business while providing our employees with control and influence over their

own quality of life.

Concerns about job quality have become more widespread, crossing all

industries and occupations. The Retail sector in particular has risen to the

forefront of discussions about job quality because of the rapid growth and

development of these new forms of work organization over the past two

decades. However, despite there being an extensive quality of work life

literature, and emerging research on call centre job quality, there is yet to be a

study that systematically links the quality of work with employment in the

Retail sector context.

QUALITY OF WORK LIFE MEASURES IN RETAIL SECTOR

(i) Fair compensation and job security:

The economic interests of people drive them to work at a job and employee

satisfaction depends at least partially, on the compensation offered. In majority

of Retail sectors, Pay is fixed on the basis of the work done, responsibilities

undertaken, individual skills, performance and accomplishments. The

committee on Fair Wages defined fair wage as “the wage which is above the

minimum wage but below the living Wage.” Job security is another factor that

is of concern to employees. Permanent employment provides security to the

employees and improves their QWL.

(ii) Safe and Healthy Working Conditions:

Retail sector as well as other have sectors realize that their true wealth lies in

their employees and so providing a healthy work environment for employees

should be their primary objective. As a result of this most of the organisations

provide safe and healthy working conditions due to humanitarian requirements

and/or legal requirements. In fact, these conditions are a matter of enlightened

self-interest.

(iii) Opportunity to Use and Develop Human Capabilities:

Contrary to the traditional assumptions, QWL is improved the extent that the

worker can exercise more control over his or her work, and the degree to which

the job embraces an entire meaningful task” but not a part of it. For that Retail

sector ( like Big bazaar, Wall mart and Marks and Spencer) has been so

concerned. Further, QWL provides for opportunities like autonomy in work

and participation in planning in order to use human capabilities.

(iv) Opportunity for Career Growth:

Main reason why employees prefer Retail sectors is that they provide lot of

opportunities. Most Retail sector’s QWL provides future opportunity for

continued growth and security by expanding one’s capabilities, knowledge and

qualifications and prepare them to accept responsibilities at higher levels.

(v) Participative management style and recognition:

It is the one of the most important quality in work that Retail sector is

providing in current scenario. Flat organizational structures help organizations

facilitate employee participation. A participative management style improves

the quality of work life. Workers feel that they have control over their work

processes and they also offer innovative ideas to improve them. Recognition

also helps to motivate employees to perform better. Recognition can be in the

form of rewarding employees for jobs well done.

(vi) Constitutionalism in the Work Organisation:

Nowadays QWL in Retail sector is providing constitutional protection to the

employees only to the level of desirability as it hampers workers. It happens

because the management’s action is challenged in every action and bureaucratic

procedures need to be followed at that level. Constitutional protection is

provided to employees on such matters as privacy, free speech, equity and due

process.

(vii) Work-life balance:

In most of the Retail sectors relaxation time is provided for the employees and

tips are offered to balance their personal and professional lives. They don’t

believe in straining employee’s personal and social life by forcing on them

demanding working hours, overtime work, business travel, untimely transfers

etc. Retail sector believes that balanced work-life can lead to greater employee

productivity. With the progressive shift of the economy towards a knowledge

economy, the meaning and Importance of tile quality of work life is also

assuming a new significance.

(viii) Social Relevance of Work:

QWL is concerned about the establishment of social relevance to work in a

socially beneficial manner. The workers’ self-esteem would be high if his work

is useful to the society and the vice versa is also true. As retailing is mainly a

societal process so it is beneficial for both the employees and organisation.

(ix) EMPLOYEE FEEDBACK:

In retail outlets like Big Bazaar, Marks and Spencer Employees receive feed

back about their performance and recognition of superior performance.

(x) WORKING HOURS:

There are many people who love working in retail because of the flexibility it

gives them when it comes to their working hours. However, this is mainly the

case when it comes to those who work on the shop floor for the most part.

Although, shop floor workers can find full-time positions, it has to be said that

the vast majority of them only work part-time but this suits many people,

especially where the retail store offers flexibility. The working hours are also

attractive for the likes of younger people who may still be at school themselves

or if they’re students looking to obtain an income whilst at university as the

nature of the retail sector allows them to work during evenings and at weekends

which is when they have more availability.

(xi)Alternative Work Schedules:

Alternative work schedules including work at home, flexible working hours,

staggered hours, reduced work week, part-time employment which may be

introduced for the convenience and comfort of the workers as the work which

offers the individual the leisure time, flexible hours of work is preferred. This

QWL in Retail sector is attracting more and more employees.

(xii) Recognition:

Recognising the employee as a human being rather than as a labourer increases

the QWL Participative management, awarding the rewarding systems,

congratulating the employees for their achievement, job enrichment, offering

prestigious designations to the jobs, providing well furnished and decent work

places, offering membership in clubs or association, providing vehicles, offering

vacation trips are some means to recognise the employees.

(xiii) PAY AND STABILITY OF EMPLOYMENT:

Good pay still dominates most of the other factors in employee satisfaction.

Majority of the retail outlets like Wall mart, Big bazaar, Marks and Spencer

believe that alternative means for providing wages should be developed in view

of increase in cost of living index, increase in levels and rates of income tax and

profession tax. Stability to a greater extent can be provided by enhancing the

facilities for human resource development

QUALITY OF WORK LIFE MEASURES IN MARKS AND SPENCER

EMPLOYEE EMPLOYEMENT:

One of the most common methods used to create QWL is employee

involvement, which Marks and Spencer is using effectively. Employee

involvement (EI) consists of a variety of systematic methods that empower

employees to participate in the decisions that affect them and their relationship

with the organisation. Through (EI), employees feel a sense of responsibility,

even “ownership” of decisions in which they participate.

PARTICIPATIVE MANAGEMENT STYLE AND RECOGNITION:

Flat organizational structures help organizations facilitate employee

participation. A participative management style improves the quality of work

life. Workers feel that they have control over their work processes and they also

offer innovative ideas to improve them.

WORK-LIFE BALANCE:

Marks and Spencer provide relaxation time for the employees and offer tips to

balance their personal and professional lives.

MEDICAL SERVICES:

Marks and Spencer employees provides following medical facilities to their

employees summed up as follows-

Peripheral sector dispensaries

Plant medical centres

Occupational health centre

All employees, their families entitled to free medical aid at the company’s

Well-equipped dispensaries located in various sectors and in the plant area.

INVOLVEMENT AND COMMUNICATION:

In Marks and Spencer employee involvement and communication is of worth

seen. Multi-skilling and exposing workers to different lines of activity in the

unit indirectly leads to the greater involvement and better job security of worker

in the organisation. The employer too, can make use of the varied skills to any

altered situations of restructuring and other market adaptations. Thus, the

monotony of work life doesn’t exists there.

CANTEEN FACILITIES:

The retail company has four well-equipped canteens inside the plant and one

staff canteen, which provide catering facilities to all employees of Marks and

Spencer.

TRANSPORT FACILITIES:

Marks and Spencer has provided subsidized transport facilities to their

employees. In addition, vehicle allowance and vehicle purchase loan schemes

are also there in order to facilitate its employees.

TELECOMMUNICATION CENTER:

A telecommunication center is also made inside the township in order to

facilitate the employees with telecom services.

EMPLOYEE COUNSELING

Counselling is the discussion of a problem with an employee, with the

general objective of helping the worker either resolve or cope with it. Stress and

personal problems are likely to affect both performance and an employee’s

general life adjustment; therefore, it is in the best interests of all those

concerned (employer, employee and community) to help the employee return to

full effectiveness. Counselling is a useful tool to help accomplish this goal. The

success rate counselling program often is substantial.

GRIEVANCE PROCEDURE:

Workers have a sense of fair treatment’ when the company gives them the

opportunity to ventilate their grievances and represent their case succinctly

rather than settling the problems arbitrarily. Marks and Spencer offer an

effective grievance procedure to its employees.

BENEFITS OF QUALITY OF WORK LIFE TO EMPLOYEES AND ORGANIZATION

the potential to attract high quality, innovative and productive staff in an

increasingly competitive labor market

Higher levels of staff morale, job satisfaction, organizational

commitment, dedication and loyalty amongst existing employees

resulting in retention of current employees whose skills, knowledge and

talents are invaluable.

An enhanced public perception of the organisation as one that

demonstrates an appreciation of flexibility in work to assist staff to

manage their work-life balance.

Better able to manage multiple responsibilities without feeling guilty

about sacrificing priorities at work or outside.

More likely to feel in control of their life because they have choices as

opposed to feeling as if they are being forced to sacrifice work or other

priorities.

May feel more secure, happier – and thus motivated – working for an

employer that supports their right to make choices between work and

home life.

CONCLUSION

A good human resource practice would encourage professionals to be

more productive while enjoying their work. Therefore, QWL is becoming

an important human resource issue in all organizations.

By knowing the constructs of QWL, organizations are able to identify

ways and means to improve the approach in minimizing the adverse

impact of changes in work environments pertaining to QWL as it seen

that Retail sector is in boom.

Retail sector have implemented various work-life programs to help

employees, including alternate work arrangements, onsite childcare,

exercise facilities, relaxed dress codes, and more.

Quality-of-work-life programs go beyond work/life programs by focusing

attention less on employee needs outside of work and realizing that job

stress and the quality of life at work is even more direct bearing on

worker satisfaction.

The main elements of the QWL, such as health and well-being, job

security, job satisfaction, competence development, balance between

work and non-work life are expected to help human resource practitioners

as adult educators to co-design the IT work with humanistic factors. This

will ensure the smooth transition of the contemporary workforce towards

a knowledge based workforce.

Open communications, mentoring programs, and fostering more amicable

relationships among workers are some of the ways employers are

improving the quality of work life.

On the other side organisation must focused effective working conditions

to their employee because work is an integral part of employee everyday

life. As it is their livelihood or career or business on an average they

spend around 12 hours daily in the work place. That is one third of their

entire life. It does not influence the overall quality of their life. It should

yield job satisfaction, give pieces of mine, of fulfilment of having done a

task as it is expected without any flaw and having spent the time

fruitfully, constructively and purposefully. Even if it a small step towards

of their life time goal at the end of the day it gives satisfaction and

eagerness to look forwarded the next day.

So there must be a proper balance in between organisation and employee

quality of work life

QUESTIONNAIRE

1. How long have you been working for company?a) Less than one yearb) One – Two yearsc) Two – Five yearsd) Five years or more

2. I am satisfied with the working conditions provided by the company.a) Strongly agreeb) Agreec) Disagreed) Strongly disagree

3. How motivating is the work environment?a) Extremely motivatingb) Fairly motivatingc) Neither motivating nor demotivating

4. Do the other departments in the hospital cooperate with each other?a) Yesb) No

5. Do you feel free to offer comments and suggestions?a) Yesb) No

6. There is a harmonious relationship with our colleagues in the company.a) Strongly agreeb) Agreec) Disagreed) Strongly disagree

7. Sense of belongingness increase with the cooperation.a) Strongly agreeb) Agree

c) Disagreed) Strongly disagree

8. How far training programs helps an employee to achieve the required skill for performing the job efficiently?a) To great extentb) To some extentc) Rarely

9. Do you think the training programs helps in improving relationship among employees?a) Yesb) No

10. How would you rate the programs overall?Very useful 5 4 3 2 1 little use

11. Please comment on the following infrastructureAppraisal from Excellent to Poora) Classroom/seating arrangemente) Audio visual arrangementf) Quality of lunchg) Traveling facility

12. I am given adequate and fair compensation for the work I do?a) Strongly agreeb) Agreec) Disagreed) Strongly disagree

13. My organization will pay salary by considering responsibilities at worka) Strongly agreeb) Agreec) Disagreed) Strongly disagree

14. The company does a good job of linking rewards to job performancea) Strongly agreeb) Agree

c) Disagreed) Strongly disagree

15. I feel that my work allows me to do in a particular area where I can do best.a) Strongly agreeb) Agreec) Disagreed) Strongly disagree

16. There is a balance between stated objectives and resources provided by the company.a) Strongly agreeb) Agreec) Disagreed) Strongly disagree

17. Fringe benefits provided to you….a) Insuranceb) Retirement benefitc) Health checkupd) All the above

18. Does the company provide you the social security benefits?a) Yesb) No

19. Do you feel comfortable and satisfied with your job?a) Satisfiedb) Neutralc) Dissatisfied

20. Do you feel secured about your job?a) Yesb) No

BIBLIOGRRAPHY

BOOKS:

Managers pay and their satisfaction with their pay. Personnel Psychology,

Lawler III E and Porter L

Quality of work life and its relation to quality of life, Elizur D & Shye

Human Resource and Personnel Management – William Wrether

ICFAI University Press – HRM Review

WEBSITES:

www.psychology.wikia..com

www.citehr.com

www.hrmglobal.com/Articles/.../Quality-of-Work-Life.html

www.icmrindia.org/courseware/.../hrm-DS18.htm

www.allbusiness.com/accounting-reporting

www.articlesnatch.com

www.prowquest.com