Assessment 2 Essay - RETAINING GENERATION Y WORKERS Introduction Since its first conceptualisation in the early 1970s (Chisholm, 1983),

, the idea of the quality of working life (hereafter referred to as QWL) has attracted the attention of both academics and businesses. QWL refers to a set of HR practices which aim to boost job satisfaction and enhance the overall work experience for the individual, which can also be used as a means to heighten company morale, maximise employee productivity and, in turn, overall organisational performance, which adds to the organisations competitiveness (Lau & May, 1998). Noting the relevance of QWL in the contemporary workforce, the first part of the paper will examine the idea of QWL and outline how the implementation of QWL programs contributes in the issue of employee retention. The second part of the paper will propose a QWL program appropriate for DiscPharms, a company operating a chain of 16 discount pharmacies in NSW and Queensland, in retaining Gen Y workers. It will detail the aspects of QWL incorporated and provide justification for the choice.

QWL & Retention Workers in today's increasingly competitive market are feeling more pressure from their employers to perform than ever before. Managers are expecting employees to work tirelessly for longer time periods while producing high standards of work. With the growing accessibility of work outside the office via portable technology such as smartphones, tablets and PDAs, it is not uncommon for employers to expect their workers to be constantly on-call and even be continually working outside of the office after working hours. This raises the issue of excessive workload. Overworking can build up employee stress which may provoke low concentration levels, poor productivity, higher absenteeism and increasing turnover rates. Differing views have revolved around the contentious issue of the extent to which organisations should enforce policies which attend to their employees welfare and broader QWL. Keim (1978, as seen in Mirvis & Lawler III 1984, p.199) presents one side of the argument, suggesting that it is very much in the interest of organisations to cultivate their human assets as a means to amplify the returns of their investments on the human resources. On the other side of the spectrum, Simon and co-authors (1971, as seen in Mirvis & Lawler III 1984, p.199) believe that, in
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Assessment 2 Essay - RETAINING GENERATION Y WORKERS the interest of ethics, it is one of the fundamental responsibilities of employers to see that their employees welfare are being looked after. Nevertheless, the general well-being of the employee body is a crucial aspect on the modern managers agenda. An effective QWL program that acknowledges the shifts in work culture and attitudes and incorporates the strategic interests of the firm can combat the issues mentioned. It is simultaneously a proactive method in improving the management of employee relations into one of a more cooperative fashion (Oyley & Ball 1982; Oyley & Ball 1981, as cited in Stone, 2011). There have been boundless definitions of what QWL could potentially embody, from the earlier theorists (see Davis & Cherns 1975; Hackman & Suttle 1977) to the more recent studies in the 2000s (see Lau, Wong, Chan & Law 2001; Serey 2006). Serey (2006, as cited in Rethinam & Ismail 2008, p.59) concludes that the QWL in the modern workplace is associated to work that is considered by employees to be relevant and rewarding. This work is seen as gratifying because it allows individuals to reach their potentials and engage in challenging and meaningful tasks, which contributes to some form of accomplishment for the firm and leads to a sense of achievement and self-satisfaction. Mandell (1989, as cited in Stone 2011, p.179) presents a more general criterion for QWL mechanisms: Adequate and fair pay Safe and healthy work setting Development and use of human capabilities Continual growth and security of career Social integration Constitutionalism Total life space Social relevance of work and firm.

The interests of both parties can be recognised and integrated into the QWL intervention program by allowing better flow of communication between employer and employees, which will also promote a collaborative atmosphere between the two parties. Thus, heavily invested-upon employees, who are included in important decision-making processes, will feel that they are a valued part of the company and will be more inclined to not only stay but also better commit themselves to their work.
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Assessment 2 Essay - RETAINING GENERATION Y WORKERS

QWL - DiscPharms At DiscPharms, a company currently implementing growth strategy, the innovation and energy of young minds are very much in demand. DiscPharms also conducts an internship program, as an attempt to attract and recruit Gen Y workers. One of the top priorities of the Human Resources department is to prevent the young talents from leaving at the end of the internship program, bringing away with them months of invested training and development. In the perspective of the young employee, namely Gen Y workers, the previous live to work attitudes of the older generations have been subverted to work to live attitudes, which calls for the need of managers to plan and adopt management styles that echo with Gen Y workers if retention of these employees is desired (Eisner, 2005). Such mindsets would clearly value the total life space aspect of QWL. Various flexible work arrangement options such as flexitime or job sharing could be available if needed. These arrangements could be implemented while interns are still studying, if they are, which would greatly assist them in coping with their busy life schedules of both work and study. Konrad and Mangel (2000) note that the clashing of work and personal life could possibly cause the employee to withdraw from work commitments or terminating their employment entirely, thus highlighting the significance of leading balanced lifestyles. Additionally, it could deliver the message that the organisation values the interns and is understanding and accommodating in the fact that employees have lives outside of the workplace. This could also convey the employers serious intent on keeping the interns on board. Furthermore, the implementation of such work arrangements could potentially foster more positive relations with these young workers - thorough regular communication between the employee and the HR Manager or Internship Manager is required to ensure that these work arrangements function effectively. Not only is the communication needed to plan work schedules that are agreeable for both parties, the manager could also utilise this channel to gain an understanding of the interns future career aspirations whether they have any intent in pursuing a career at DiscPharms - and job satisfaction levels. Flexible work arrangements are one component of an effective QWL system, which paves way to more balanced lives of employees. However, Caudron (1998) argues
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Assessment 2 Essay - RETAINING GENERATION Y WORKERS that work/life balance is not sufficient in the struggle against job-related stress, as it does not address the problems at work. Caudron (1998) goes on to say that the stress accumulated from work are three times more influential on a persons mental health than any other aspect of their personal life. Thus, job satisfaction is a significant aspect of QWL. One of the ways in which job satisfaction can be boosted is through the redesigning of jobs. According to Hackman and Oldham (1976), employees who engage in work that is enriching, meaningful and important to them are intrinsically motivated, which leads them to work more efficiently, he/she may elect to try harder in the future so as to regain the internal rewards that good performance brings (p. 256). Lewis (2003, as cited in Eisner 2005, p. 9) agrees that this finding rings true with Gen Y workers; it is the work that they consider interesting and important which they engage in more deeply. It is not uncommon for interns to be recruited into a company, only to find them being assigned to menial labour; administrative tasks such as photocopying, editing databases and other forms of data entry. For the high achievers and/or highly qualified interns - for example, those who are completing their Masters this sort of work can be tasteless and unsatisfying. Results of this unmatched person-job fit can result in boredom, lack of commitment and eventually departure from the company. The first step in redesigning their jobs is assigning them an appropriate title. The title should describe their role within the company, and should directly provide information about what they are in charge in. This way, the intern will be more certain about what their responsibilities are. The responsibilities allocated to them should fit their perceived career interest and reported abilities, yet still be challenging enough for them to be able to learn. For instance, a less experienced junior accounting intern could be given the full responsibility of administering the finance team budget, while a marketing intern in their final year of university could be put in charge of a minor campaign, but enjoying full creative liberty.

Conclusion Despite the potential costs the enforcement of such a QWL program could entail, the resulting of apparent job satisfaction and retention of valuable trained Gen Y workers will override these sacrifices. As discussed, work/life balance and appropriate job designs effectively minimise job-related stress, both in their personal lives and in the work setting.
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Assessment 2 Essay - RETAINING GENERATION Y WORKERS However, poor communication methods and inaccurate observations will lead to unsuccessful implementations of the considered QWL interventions, which will render the program counter-productive. Conclusively, QWL, if well-designed and fitting for the company in question, can be enforced to ensure the overall well-being of employees in the corporate environment, elevating company morale and greater productivity and performance.

References Caudron, S., 1998, 'Job stress is in job design', Workforce, vol. 77, no. 9, p. 21. Chisholm, R.F. 1983, Quality of Working Life: Critical Issue for the 80s, Public Productivity Review, vol. 7, no. 1, pp. 10-25. Davis L. & Cherns A.B., 1975, The Quality of Working Life, Free Press, New York. Eisner, S.P. 2005, Managing Generation Y, S.A.M. Advanced Management Journal, vol. 70, no. 4, pp. 4-15. Hackman, J.R. & Oldham G.R., 1976, Motivation through the design of work: test of a theory, Organizational Behavior And Human Performances, vol. 16, no. 2, pp. 250-279. Hackman, J.R. & Suttle, J.L. (Eds.), 1977, Improving life at work: Behavioral science approaches to organizational change, Goodyear, Santa Monica, CA. Keim, G.D. 1978, 'Corporate social responsibility: An assessment of the enlightened selfinterest model', Academy of Management Review, vol. 3, pp.32-39. Konrad, A.M. & Mangel R., 2000, The Impact of Work-Life Programs on Firm Productivity, Strategic Management Journal, vol. 21, no. 12, pp. 1225-1237. Lau, R.S.M & May, B.E. 1998, A Win-Win Paradigm for Quality of Work Life and Business Performance Human Resource Development Quarterly, vol. 9, no. 3, pp. 211-226 Lau, T., Y.H., Wong, K.F., Chan, & M., Law, 2001, Information Technology and the Work Environment - Does it Change the Way People Interact at Work, Human Systems Management, vol. 20, no. 3, pp. 267-280. Lewis, K.R., 2003, Managing multiple generations in the workplace can be a challenge. Newhouse News Service, 3 November.
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Assessment 2 Essay - RETAINING GENERATION Y WORKERS Mirvis, P.H. & Lawler III, E.E. 1984, Accounting for the Quality of Work Life, Journal of Occupational Behaviour, vol. 5, no. 3, pp. 197-212. Oyley L.M. & Ball J.S., 1982, Quality of work life: initiating sources in labormanagement organizations, Personnel Administrator, May, pp. 27-29. Oyley L.M. & Ball J.S., 1981, The new industrial relations, Business Week, 11 May, pp. 85-98.
Rethinam, G.S., Ismail, M., 2008, Constructs of Quality of Work Life: A Perspective of

Information and Technology Professionals, European Journal of Social Sciences, vol. 7, no. 1, pp. 58-70. Serey, T.T., 2006, Choosing a Robust Quality of Work Life, Business Forum, vol. 27, no. 2, pp. 7-10. Simon, J.G., Powers, C. & Gunnemann, J. 1971, The Ethical Investor, Yale University Press, New Haven, CT. Stone, R.J. 2011, Human Resource Management, 7th edn, John Wiley & Sons, Queensland, p.179.

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