TERM PAPER OF HRM

ON

QUALITY OF WORK LIFE MEASURES IN

RETAIL SECTOR

LOVELY PROFESSIONAL UNIVERSITY

(LOVELY INSTITUTE OF MANAGEMENT)
(Session 2009-2011)

Submitted to: Submitted By:

Miss. Priyanka chibber Mohsin qammer shah
(Lecturer in Management) Roll No. B-41
Reg. No. 10901009
MBA ( II B)
 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 MISS. PRIYANKA CHHIBBER, LIM 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.
Contents
Contents.....................................................................................................................................3
INTRODUCTION.....................................................................................................................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.............................................................................................15
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
.............................................................................................................25
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

Job enrichment Jon enrichment Higher-order

and enlargement

Routine job Job enlargement 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 brings benefits, as shown in the below figure.

BENEFITS OF JOB ENRICHMENT EMERGE IN THREE AREAS

Individual:
• Growth
• Self-
actualisation

Organisation:
• Intrinsically
JOB motivated
ENRICHMENT employees
BENEFITS • Better employee
performance
• Less absenteeism
and turnover;
fewer grievances

Society:
• Full use of
human
resources
• More effective
organisations

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 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 year
b) One – Two years
c) Two – Five years
d) Five years or more

2. I am satisfied with the working conditions provided by the company.

a) Strongly agree
b) Agree
c) Disagree
d) Strongly disagree

3. How motivating is the work environment?

a) Extremely motivating
b) Fairly motivating
c) Neither motivating nor demotivating
4. Do the other departments in the hospital cooperate with each other?
a) Yes
b) No

5. Do you feel free to offer comments and suggestions?

a) Yes
b) No

6. There is a harmonious relationship with our colleagues in the company.

a) Strongly agree
b) Agree
c) Disagree
d) Strongly disagree

7. Sense of belongingness increase with the cooperation.

a) Strongly agree
b) Agree
c) Disagree
d) Strongly disagree

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

9. Do you think the training programs helps in improving relationship among

employees?
a) Yes
b) No

10. How would you rate the programs overall?

Very useful 5 4 3 2 1 little use

11. Please comment on the following infrastructure

Appraisal from Excellent to Poor
a) Classroom/seating arrangement
e) Audio visual arrangement
f) Quality of lunch
g) Traveling facility

12. I am given adequate and fair compensation for the work I do?
a) Strongly agree
b) Agree
c) Disagree
d) Strongly disagree

13. My organization will pay salary by considering responsibilities at work

a) Strongly agree
b) Agree
c) Disagree
d) Strongly disagree

14. The company does a good job of linking rewards to job performance
a) Strongly agree
b) Agree
c) Disagree
d) Strongly disagree

15. I feel that my work allows me to do in a particular area where I can do best.
a) Strongly agree
b) Agree
c) Disagree
d) Strongly disagree

16. There is a balance between stated objectives and resources provided by the
company.
a) Strongly agree
b) Agree
c) Disagree
d) Strongly disagree

17. Fringe benefits provided to you….

a) Insurance
b) Retirement benefit
c) Health checkup
d) All the above
18. Does the company provide you the social security benefits?
a) Yes
b) No

19. Do you feel comfortable and satisfied with your job?

a) Satisfied
b) Neutral
c) Dissatisfied

20. Do you feel secured about your job?

a) Yes
b) 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