INTRODUCTION

There has been much concern today about the decent wages, convenient working hours, conducive working conditions, etc. Their term Quality of Worklife has

appeared in Research Journals and press in USJ only in 1970s. There is no generally acceptable definition about this term. However, some attempts were made to describe the term quality of work life QWL. It refers to the favourableness or unfavourableness of a job environment for people. J. Richard and J. Lay define QWL as the degree to which members of a work organisation are able to satisfy important personnel needs through their experience in the organisation. Quality of worklife improvements are defined as any activity which takes place at every level of an organisation, which seeks greater organisational effectiveness through the enhanceme of human dignity and growth . a process through which the tock-holders in the organisation management, unions and employeeslearn how to work together better to determine for themselves what actions, changes and improvements are desirable and workable in order to achieve the twin and simultaneous goals of an improved quality of life at work for all members of the organisation and greater effectiveness for both the. company and the unions. Richard E. Walton explains quality of worklife in terms of eight broad conditions of employment that constitute desirable Quality of Worklife (QWL). He proposed the same criteria for measuring QWL.

DEFINING QUALITY OF WORK LIFE

The best way of approaching quality of life measurement is to measure the extent to
which people's 'happiness requirements' are met - ie those requirements which are a necessary (although not sufficient) condition of anyone's happiness - those 'without which no member of the human race can be happy.'
- McCall, S.: 1975, 'Quality of Life', Social Indicators Research 2, pp 229-248

WHAT IS QOL? QOL may be defined as subjective well-being. Recognising the

subjectivity of QOL is a key to understanding this construct. QOL reflects the difference, the gap, between the hopes and expectations of a person and their present experience. Human adaptation is such that life expectations are usually adjusted so as to lie within the realm of what the individual perceives to be possible. This enables people who have difficult life circumstances to maintain a reasonable QOL.
- Janssen Quality-of-life Studies

Quality of Life is tied to perception of 'meaning'. The quest for meaning is central to the
human condition, and we are brought in touch with a sense of meaning when we reflect on that which we have created, loved, believed in or left as a legacy.
- Frankl VE. 'Man's search for meaning.' New York: Pocket Books, 1963.

Our definition of quality of life is: The degree to which a person enjoys the important
possibilities of his/her life. Possibilities result from the opportunities and limitations each person has in his/her life and reflect the interaction of personal and environmental factors. Enjoyment has two components: the experience of satisfaction and the possession or achievement of some characteristic, as illustrated by the expression: "She enjoys good health." Three major life domains are identified: Being, Belonging, and Becoming. The conceptualization of Being, Belonging, and Becoming as the domains of quality of life were developed from the insights of various writers.
The Being domain includes the Belonging includes the person's fit Becoming refers to the purposeful basic aspects of "who one is" and with his/her environments and also activities carried out to achieve has three sub-domains. Physical has three sub-domains. is defined Physical personal goals, hopes, and wishes. as the Practical Becoming describes day-toactions such as domestic

Being includes aspects of physical Belonging

health, personal hygiene, nutrition, connections the person has with day

exercise, grooming, clothing, and his/her physical environments such as activities, paid physical appearance. Psychological home, workplace,

work, school or

neighbourhood, volunteer activities, and seeing to

Being

includes

the

person's school

and

community.

Social health

or

social

needs.

Leisure

psychological health and adjustment, Belonging includes links with social Becoming includes activities that cognitions, feelings, and evaluations environments and includes the sense promote relaxation and stress

concerning the self, and self-control. of acceptance by intimate others, reduction. These include card games, Spiritual Being reflects personal family, values, personal standards friends, co-workers, and and neighbourhood walks, and family

of neighbourhood

community. visits, or longer duration activities represents such as vacations or holidays. Growth the of

conduct, and spiritual beliefs which Community

Belonging

may or may not be associated with access to resources normally available Becoming activities promote organized religions. to community members, such as improvement or maintenance

adequate income, health and social knowledge and skills. services, and employment, educational and

recreational

programs,

community activities.

- Quality of Life Research Unit, University of Toronto

Being physically able to get around. My nutrition and the food I eat.

Physical Being B E I N G Spiritual Being Psychological Being

Being free of worry and stress. The mood I am usually in.

Having hope for the future. My own ideas of right and wrong.

B Physical Belonging

The house or apartment I live in.

E L O N G I N Community Belonging G B E C O Leisure Becoming M I Practical Becoming Social Belonging

The neighbourhood I live in.

Being close to people in my family. Having a spouse or special person.

Being able to get professional services (medical, social, etc.) Having enough money.

Doing things around my house. Working at a job or going to school.

Outdoor activities (walks, cycling, etc.) Indoor activities (TV, cycling, etc.)

Improving my physical health and fitness. Being able to cope with changes in my life.

N G

Growth Becoming

- Quality of Life Research Unit, University of Toronto

In quality of life research one often distinguishes between the subjective and objective
quality of life. Subjective quality of life is about feeling good and being satisfied with things in general. Objective quality of life is about fulfilling the societal and cultural demands for material wealth, social status and physical well-being.

- Quality-of-Life Research Center, Denmark

The approach to the measurement of the quality of life derives from the position that
there are a number of domains of living. Each domain contributes to one's overall assessment of the quality of life. The domains include family and friends, work, neighborhood (shelter), community, health, education, and spiritual.

- The University of Oklahoma School of Social Work

The City of Vancouver measures QOL using the following indicators: Community
Affordability Measure, Quality of Employment Measure, Quality of Housing Measure, Health Community Measure, Community Social Infrastructure, Human Capital Measure, Community Stress Measure, Community Safety Measure, Community Participation Measure.
- Website of the City of Vancouver

UNDP has been publishing the annual Human Development Index (HDI) for countries
around the worlkd. It examines the health, education and wealth of each nation's citizens by measuring:

life expectancy educational achievement -- adult literacy plus combined primary, secondary and tertiary enrolment; and

standard of living -- real GDP per capita based on PPP exchange rates.

- Human Development Report, UNDP, 1997

There are essentially two perspectives taken in quality of life research: social indicators
research which considers the elites' valuation of what the people need, and conventional quality of life research which studies what people want, in order to improve their quality of life.
- Quality of Life, Ramkrishna Mukherjee, Sage Publications, 1989.

T he purpose of the Quality of Life Index (QOLI) is to provide a tool for community
development which can be used to monitor key indicators that encompass the social,

health, environmental and economic dimensions of the quality of life in the community. The QLI can be used to comment frequently on key issues that affect people and contribute to the public debate about how to improve the quality of life in the community. It is intended to monitor conditions which affect the living and working conditions of people and focus community action on ways to improve health. Indicators for the QOLI include:

SOCIAL: Children in care of Childrens Aid Societies; social assistance beneficiaries; public housing waiting lists etc.

HEALTH: Low birth weight babies; elderly waiting for placement in long term care facilities; suicide rates etc.

ECONOMIC: Number of people unemployed; number of people working; bankruptcies etc.

ENVIRONMENTAL: Hours of moderate/poor air quality; environmental spills; tonnes diverted from landfill to blue boxes etc.

Quality of Life is the product of the interplay among social, health, economic and environmental conditions which affect human and social development.
Ontario Social Development Council, 1997

How does QOL compare with 'Standards of Living'? Standards of Living is a measure
of the quantity and quality of goods and services available to people. It meaures such aspects as GDP Per Capita, life expectency, Births/1000, Infant Mortality/1000, Doctors/1000, Cars/1000, TV/1000, Telephones/1000, Literacy levels, %GDP spent on Education, %GDP spent on Health, Cinema attendence, Newspaper circulation, Fertility Rate, Density, Population per dwelling, etc. Quality of Life is the product of the interplay among social, health, economic and environmental conditions which affect human and social development.
- Various sources

CRITERIA OF MEASURING QWL

(i) Adequate and Fair Compensation There are different opinions about the adequate compensation. The committee on Fair Wages defined fair wage as . . the wage which is above the minimum wage but below the living age. (ii) Safe and Healthy Working Conditions 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. Further, QWL provides for opportunities like autonomy in work and participation in planning in order to use human capabilities. (iv) Opportunity for Career Growth Opportunities for promotions are limited in case of all categories of employees either due to educational barriers or due to limited openings at the higher level. QWL provides

future opportunity for continued growth and security by expanding ones capabilities, knowledge and qualifications. (v) Social Integration in the Work Force Social integration in the work force can be established by creating freedom from prejudice, supporting primary work grq a sense of community and inter-personnel openness, legalitariani and upward mobility.

(vi) Constitutionalism In the Work Organisation QWL provides constitutional protection to the employees only to the level of desirability as it hampers workers. It happens because the managements 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 and Quality of Life QWL provides for the balanced relationship among work, non- work and family aspects of life. In other words, family life and social life should not be strained by working hours including overtime work, work during inconvenient hours, business travel, transfers, vacations, etc.

(viii) Social Relevance of Work QWL is concerned about the establishment of social relevance to work in a socially beneficial manner. The workers selfesteem would be high if his work is useful to the society and the vice versa is also true.

SPECIFIC ISSUES IN QWL

Trade unions claim that they are responsible for the improvement in various facilities to workers whereas management takes credit for improved salaries, benefits and tacilities. However, P/HR manager has (identified) specific issues in QWL besides normal wages, salaries, fringe benefits, etc. and takes lead in providing them so as to maintain higher order QWL. IKlott, Mundick and Schuster suggested 11 major QWL issues. They are:

(I) Pay and Stability of Employment Good pay still dominates most of the other factors in employee satisfaction. Various alterrtative 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. (ii) Occupational Stress Is a condition of strain on ones emotions, thought process and physical condition. Stress is determined by the nature of work, working conditions, working hours, pause in the work schedule, workers abilities and nature and match with the job requirements. Stress is caused due to irritability, hyperexcitation or depression, unstable behaviour, fatigue, stuttering, trembling psychomatic pains, h smoking and drug abuse. Stress adversely affects employ productivity. The P/HR manager, in order to minimise the stress, has identify, prevent and tackle the problem. He may arrange the treatment of the problem with the health unit of the company. (iii) Organisational Health Programmes Organisational health programmes aim at educating employees abdut health problems, means of maintaining and improving of health, etc. These programmes cover drinking and smoking cessation, hypertension control, other forms of cardiovascular risk reduction, family planning, etc. Effective implementation of these programmes result in

reduction in absenteeism, hospitalisation, disability, excessive job turnover and premature death. This programme should also cover relaxation, physical exercise, diet control, etc. (iv) 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 sch which offers the individual the leisure time, flexible hours of work is preferred. (v) Participative Management and Control of Work Trade unions and workers believe that workers participation in management and 1e improves WL. Workers also feel that they have control r their work, use their skills and make a real contribution to the job if they are allowed participate in creative and decision-making process. (vi) Recognition Recognising the employee as a hum 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. (vii) Congenial Worker-Supervisor Relations

Harmonious supervisor-worker relations gives the worker a sense of social association, belongingness, achieve of work results, etc. This in turn leads to better QWL. (viii) 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. (ix) Adequacy of Resources Resources should match with st4ted objectives, otherwise, employees will not be able to attain the Objectives. This results in employee dissatisfaction and lower QWL (x) Seniority and Merit in Promotions

Seniority is generally taken as the ba for promotion in case of operating employees. Merit is considered as the basis for advancement for managerial people whereas seniority-c is preferred for promotion of ministerial employees. The promotional policies and activities should be fair and just in order to ensure higher QWL. (xi) Employment on Permanent Basis Employment of workers on casual, te probationary basis gives them a sense of insecurity. On the dther hand, employment on permanent basis gives them security and leads to higher order QWL.

QWL AND FRINGE BENEFITS

P/HR manager has to build and maintain QWL providing a wide range of fringe benefits. Fringe benefits and social security benefits result in improvement in productivity, reduction in absenteeism, turnover, sick L alienation, etc. These benefits or maintenance activities include medical and health benefits, safety measures, legal and financial services, consumer services, retirement benefits, conveyance, canteen facilities, , recreational services, career counselling, employee information reports, etc.

QWL AND PRODUCTIVITY

The general perception is that improvements in QWL costs much to the organisation. But it is not so, as improvement over the existing salary, working conditions and benefits will not cost much However, the rate of increase in productivity is higher than that of cost of QWL. Thus, increase in QWL results in increase in productivity. But continual increase in QWL eventually leads to reduction in productivity due to increase in cost of output This is because the workers output does not increase proportionately after a certain level even though QWL increases.

Improved QWL leads to improved performance. Performance should mean not only physical output but also the behviour of the worker in helping colleagues in solving jobrelated, accepting orders with enthusiasm, promoting a positive team spirit and accepting temporary unfavourable work conditions without c

QUALITY

OF

WORK

LIFE

AND

HUMAN

RESOURCES

MANAGEMENT
Quality of worklife is broader than m though these two terms seem to be similar. All personnel-related activities affect quality of worklife. Some examples are:
BARRIERS TO QUALITY OF WORKLIFE

Quality of worklife suffers from barriers like any other new schemes. Management, employees and unions fear the effect of unknown change. All these parties feel that the bends of this concept are few though they are convinced about its effect on personnel management as a whole and on the individual parties separately. Management should develop strategies to improve quali of worklife in view of the barriers.

STRATEGIES FOR IMPROVEMENT OF QWL

The strategies for improvement in quality of worklife include self-managed work teams, redesign and enrichment, effective leadership and supervisory behaviour, career development, alternative work schedules, job security, administrative orgastisational and participating management. (i) Self-managed Work Teams These are also called autonomous work groups or integrated work teams. These work teams are formed with 10 to 20 employees who plan, co-ordinate and control the activities of the team with the help of a team leader who is one among them. Each team performs all activities including selecting their people. Each team has authority to make decisions and regulate the activities. The group as a whole is accountable for the success or failure. Salaries are fixed both on the basis of individual and group achievement. (ii) Job Redesign and Enrichment Narrow jobs can be combined into larger units of accomplishment. Jobs are redesigned with a view to enriching them to satisfy higher order human needs.

(iii) Effective Leadership and Supervisory Behaviour For effective leadership and supervisory behaviour 9-9 style of managerial grid is suitable. (iv) Career Development Provision for career planning, communicating and counselling $he employees about the career opportunities, career path, education and development and for second careers should be made. (v) Alternative Work Schedules Provision for flexible working hours, part-time employments, job- sharing and reduced work week should be made. (vi) Job Security This tops the employees list of priorities. It should be adequately taken care of. (vii) Administrative or Organisational Justice The principles of justice, fair and equity should be taken care of in disciplinary procedure, grievance procedures, promotions, transfers, demotion, work assignment, leave, etc. (viii) Participative Management Employees should be allowed to participate in management participative schemes which may be of several types. The most sophisticated among them is quality circle. Implementation of these strategies ensures higher level of quality of worklife.

QUALITY OF WORK LIFE AND CAREER DEVELOPMENT IMPACTS EMPLOYEE PERFORMANCE

It is a known fact that most professionals leave an organisation due to lack of career growth. Active career development initiatives by a company is a key retention tool to keep the best talent within its fold. It is one of the greatest motivators to keep an employee happy and engaged. But does career planning and development of employees actually make a difference to the productivity of a worker? Most organisations think so, and consider it a part of their critical human resource strategy. From the employees point of view career development initiatives gives them a clear focus about their career track, the blind spots that they have to overcome and the final goal to be reached. This focussed approach works to their advantage from their everyday work to long-term aspirations. The impact of career development/ succession planning programmes can be seen through the productivity indicator, engagement surveys and reduction in attrition rate. It is in fact a win-win situation for all. The typical employee views a career development programme as a path to upward mobility, the manager sees it as a retention and motivational tool, and the top management view it as a tool for succession planning, explains Tarun Singh, Director, Kenexa Technologies (India). These career development efforts bring into focus high potential candidates who can be groomed for greater responsibilities in the future.

The right approach to QWL

Organisations have today begun to understand the effectiveness of mentoring among all career development initiatives like promotion, job rotation, training, etc. The mentorship approach has proved to make a significant impact. Nirupama V G, Associate Director, TeamLease Services, informs, Few companies assign career counsellors to employees, who act as a mentor and coach throughout the counselees career with the company. The counsellors take genuine interest in the counselees career and guide them to projects which will enable him/her to develop the skills and experience and hence employability. Review of the project handled by the employee is done with respect to the career plan at regular intervals. This apart many companies have communities of knowledge comprising people involved in similar projects, business streams or domains. These communities act as knowledge banks/learning centres which help the employees to strengthen the skills pertaining to their career stream. Biju S Nair, Vice-president (Finance & HR), Four Soft, lists the best approaches to developing careers:

Creating opportunities for the employees in the organisation. Employee-friendly work environment with high learning curve and leadership mentoring.

Understanding broad corporate goals as well as industry requirements and aligning the career development initiatives.

Creating friendly work culture and transparent environment for better career growth.

Salary growth and benefits to match the role specific requirement and ability to perform as per the job requirement.

Common career development initiatives

Promotion Training Job rotation Job enlargement Succession planning Mentoring Assessment and development centres

Source: Compass Connections

Aligning with organisational goals The growth of an individual is intrinsically linked with the growth of an organisation and vice versa. No organisation can develop without taking its employees on the growth path and an individuals development is meaningless if it does not align with the organisational goals and strategies. When an individuals aspirations is directed elsewhere from that of his organisations it can lead to absolute chaos. Organisations have their own vision and individuals their own aspirations. Alignment and congruence of both create a win-win situation and the lack of such alignment can create movement in haphazard directions leading to loss of productivity, morale, etc, states Talwar. Alignment of employees with organisational goals and strategies is a must. Shrikant Kulkarni, Senior Vice President, KPIT Cummins Infosystems, points out that this happens when organisations leverage home-grown talent which understands the companys business, its challenges, customers, technology, its values and culture. Soft skills development is an integral part of career planning initiative. Team play, leadership skills, communication skills are key competencies for one who goes up the career in the IT industry, adds Kulkarni. Every organisation needs to retain people with the right skills and talent. This can be enabled by investing in their future growth and showing them the path to fulfil their

dreams. In this process the effort put by employees gives a fillip to their performance and transforms into greater organisational productivity.