UNIT – I Lesson 1 HRM – AN OVERVIEW Lesson Outline Nature of ...

QWL is a term that has been used liberally over the years, to describe everything
from flexi time to self-directed work teams. QWL is designed in many organizations to be
joint union-management programs to improve organizational effectiveness and
productivity as well as working conditions. A network of labor-management committees,
ably led by a steering committee, usually guides these efforts. QWL programs in these
firms are wider in scope than Quality Circles and they often involve redesigning or
"broad-banding" jobs and/or changing the work processes. The aim of the programs is
workplace wellness among employees, organizational health and stability, and high
performance work organizations.
Introduction of the principles of QWL in many organizations have resulted in
efforts towards humanizing the workplace by improving the cleanliness of the
environment, betterment of lighting, temperature, ventilation, control of noise and dust and
the use of the knowledge of ergonomics in designing tools, machines and furniture used
during work. In effect, QWL resulted in the prevention, control and alleviation of
occupational diseases, accidents, grievances, unrest and maladaptive behavior of workers
which included alcohol and substance abuse, sexual promiscuity, gambling, indebtedness
and various forms of criminal behavior.
QWL initiatives may also be linked with collective bargaining issues and thus
provide for the involvement of employee unions in its steps. In many cases, QWL
initiatives have met with considerable opposition from workers and their unions because
of the perception that QWL is a means of marginalizing the union’s role with its emphasis
on individual motivation, problem solving and informal systems of participation. This is
contrast to the traditional focus of industrial relations on the management of effort-reward
bargain through formal rules and written down promises to provide better living and
working conditions.
QWL is determined by the presence of the following features that represent the
principles of security, equity, individualization, cohesiveness and democratic participation
by employees in their organization’s management. QWL might mean different elements to
people of different age groups, occupations, regions, cultures, nationalities, genders,
educational qualifications and income levels, in organizations. Therefore different people
might consider one or more of the following conditions to be more important than the
others, in determining QWL of human resources:
• Adequate and fair compensation: Wages, Salaries, incentives, bonus, social
security and perquisites should be designed in such a manner to be adequate for all