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1 2 LokanadhaReddy.M , MohanReddy.P 1Ph.DResearchscholar,DepartmentofCommerce,SriVenkateswaraUniversity,Tirupati, AndhraPradesh 2Professor,DepartmentofCommerce,SriVenkateswaraUniversity,Tirupati,AndhraPradesh 517502 lokanada@gmail.com

Qualityofwork lifeofemployees:emergingdimensions

ABSTRACT Many factors determine the meaning of Quality of Work Life (QWL), one of which is work environment. QWL consists of opportunities for active involvement in group working arrangementsorproblemsolvingthatareofmutualbenefittoemployeesoremployers,basedon labormanagementcooperation.ThisarticlereviewsthemeaningofQWL,analysesdimensions ofQWL,practicesofQWL,techniquesforimprovingQWLandjudgmentmethodsofQWLin an organisation. The dimensions of QWL include health and wellbeing, job security, job satisfaction,competencedevelopmentandthebalancebetweenworkandnonworklife. Keywords:QualityofWorkLife,Jobsatisfaction,worklifeandnonworklifebalance,career development,Jobinvolvement. 1.Introduction Humanresourcesplayaveryimportantroleinsuccessofanorganizationandthus,management of human resource assumes importance. Many aspects affect the management of human resources.OnesuchaspectisQualityofWorkLife(QWL).Itisaphilosophy,asetofprinciples, which holds that people are the most important resource in the organization as they are trustworthy,responsibleandcapableofmakingvaluablecontributionandtheyshouldbetreated withdignityandrespect .Theelementsthatarerelevanttoan individualsqualityofworklife include the task, the physical work environment, social environment within the organization, administrative system and relationship between life on and off the job. QWL consists of opportunitiesforactiveinvolvementingroupworkingarrangementsorproblemsolvingthatare of mutual benefit to employees or employers, based on labor management cooperation. People also conceive of QWL as a set of methods, such as autonomous work groups, job enrichment, andhighinvolvementaimedatboostingthesatisfactionandproductivityofworkers.Itrequires employee commitment to the organization and an environment in which this commitment can flourish.Thus,QWLisacomprehensiveconstructthatincludesanindividualsjobrelatedwell beingandtheextenttowhichworkexperiencesarerewarding,fulfillinganddevoidofstressand othernegativepersonalconsequences . QualityofworklifehasitsrootsinthetheoriesofMaslow,HerzbegandMcGregor.Theneeds for fulfillment as that of Abraham Maslows motivational theory of needs hierarchy are

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comparable with those of the factors of QWL. Basic needs like monetary benefits come first, withgoodworkingconditionsfollowing.Latercomescareerplanning,growthanddevelopment ofhumancapabilitiestosatisfy.Maslowsesteemneedsarecomparablewithopportunitytouse anddevelophumancapabilities.LastlychallengingworkisadvocatedbyWaltontosatisfyself actualization need in need hierarchy. QWL concerns itself with satisfying both hygiene factors andmotivatorsasidentifiedbyHerzbegtoimprovetheworklifeofemployees.Theassumptions ofMcGregorcanbedividedintotwosetsi.e.,thoseunder,TheoryXandthoseunderTheory Ygaverealizationofchangingattitudesvaluesandworkcultureofemployees.QWLassumes thatall employeesbasically belongtoTheoryY.Thus,itisevidentthattheQWLhas had its origininthesetheoriesof motivation. 1.1OriginofQualityofWorkLife Legislationenactedinearly20thcenturytoprotectemployees from jobinjuryandtoeliminate hazardous working conditions, followed by the unionization movement in the 1930 and 1940s weretheinitialsteps.Emphasiswasgiventojobsecurity,duetoprocessattheworkplaceand economic gains for the workers. The 1950s and the 1960s saw the development of different theories by psychologists proposing a positive relationship between morale and productivity, and the possibility that improved human relations would lead to the enhancement of both. Attempts atreform to acquire equal employment opportunity and job enrichment schemes also were introduced. Finally, in the 1970s the ideal of QWL was conceived which, according to Walton, is broader than these earlier developments and is something that must include the values that were at the heart of these earlier reform movements and human needs and aspirations.Thetheoriesofmotivationandleadershipprovidedasoundbasefortheconceptof QWL.Ifthelowerorderneedsaresatisfied,peopleseeksatisfactionforthehigherorderneeds. QWL activity gained importance between 1969 and 1974, when a broad group of researchers, scholars, union leaders and government personnel development interest in how to improve the qualityofan individualthroughonthejobexperience.TheUnitedStatesdepartmentofhealth, education and welfare sponsored a study onthis issue, which led tothe publication of work in America. Simultaneously, the pressure of inflation promoted the US Government to address some of these issues. Accordingly, a Federal Productivity Commission was established. This commission sponsored several labor management QWL experiments which were jointly conducted by the University of Michigan quality of work programme and the newlyevolved NationalQualityofWorkCentre. Theterm Qualityof WorkLife hasappeared inResearchJournals andpress inUSAonly in 1970s. The term quality of work life was introduced by Louis Davis. The first International QWLconferencewasheldinTorontoin1972.Theinternationalcouncilforqualityofworklife was established in 1972. From 1980 onwards QWL was increasingly placed on employee centeredproductivityprograms.Inthemid1990stilltodayfacedwithchallengesofeconomize andcorporaterestructuring,QWLisreemergingwhereemployeesareseekingoutmoremeaning where rising educational levels and occupational aspirations in todays slow economic growth andreducedopportunitiesforadvancement,naturally,therearerisingconcernsforQWLandfor careerandpersonallifeplanning.InIndia,QWLoffersavalueframeandthesocialtechnology of organizational change leading to task effectiveness of microentities through utilization and unfoldingofhumanpotential.Someevidenceoftherisingtideinterestinthequalityofworklife issueisthefactthatthesecondInternationalConferenceonqualityofworklifeheldinToronto

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in1981attracted1,500participations.The200unionistand750managementpeoplecombined outnumberedthe,academicians,consultantsand governmentofficials inattendance.Quality is nomoreaspecializedwordbuthasbecomeanecessaryandamustworkforthebestsurvival.In thisera,Qualityofhumaninputsisthegreatestassettoanyorganization.Maintainingthequality ofsuchhumaninputsraisesfarmmaintainingthequalityofworklifeperfectly.Aperfectquality ofworklifewouldhelptheorganization.Riseinthequalityofworklifewouldhelpemployees wellbeingtherebythewellbeingofthewholeorganization.Thisisanattempttocapitalizethe humanassetsoftheorganization. 1.2 MeaningandConceptofQWL Thetermqualityofworklife(QWL)hasdifferentmeaningsof differentpeoples,someconsider itindustrialdemocracyorcodeterminationwithincreasedemployeeparticipationinthedecision making process. For others, particularly managers and administrators, the term denotes improvementinthepsychologicalaspectsofworktoimproveproductivity.Unionsandworkers interpret it as more equitable sharing of profits, job security and healthy and humane working conditions. Others view it as improving social relationships at workplace through autonomous workgroups.Finally,otherstakeabroaderviewofchangingtheentireorganizationalclimateby humanizing work, individualizing organizations and changing the structural and managerial systems. Ingeneralterms,QWL,referstothefavorablenessorunfavorablenessofajobenvironmentfor people6 . It refers to the quality of relationship between employees and the total working environment. According to Harrison, QWL is the degree to which work in an organization contributestomaterialandpsychologicalwellbeingofitsmembers.Oneexpertdefinesquality ofworkinglifeasaprocessofjointdecisionmaking,collaborationandbuildingmutualrespect between management and employees. It is concerned with increasing labour management cooperatives to solve the problems of improving organizational performance and employee satisfaction.AccordingtotheAmericanSocietyofTrainingandDevelopment,itisaprocessof workorganizationwhichenables itsmembersatall levelstoactivelyparticipateinshapingthe organizationsenvironment,methodsandoutcomes.Thisvaluebasedprocessisaimedtowards meetingthetwingoalsofenhancedeffectivenessoforganizationandimprovedqualityoflifeat workforemployees. Broadlythedefinitionofqualityofworklifeinvolvesfourmajorparts:safeworkenvironment, occupational health care, suitable working time and appropriate salary the safe work environment provides the basis for the person to enjoy working. The work should not pose a healthhazardfortheperson.Theemployerandemployee,awareoftheirrisksandrights,could achievealotintheirmutuallybeneficialdialoguetheworkingtimehasbeenestablishedbythe stateaccordingtolegislation.Thestandardlimitsonovertime,restdays,andpublicholidaysetc. have also been stipulated. The appropriate salary is agreed upon by the employee and the employer and fixed by the Pay Commission. The Government also establishes the rate of minimumwagetheemployershouldnotpaylessthanthattotheemployee. TheconceptofQWLisbasedontheassumptionthatajobismorethanjustajob.Itisthecenter of a persons life. In recent years there has been increasing concern for QWL due to several factors:

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1. Increaseineducationlevelandconsequentlyjobaspirationsofemployees 2. Associationofworkers 3. Significanceofhumanresourcemanagement 4. Widespreadindustrialunrest 5. Growingofknowledgeinhumanbehaviour,etc. 2.DimensionsofQualityofWorkLife The dimensions of QWL are health and wellbeing, job security, job satisfaction, competence development and the balance between works with nonwork life. Each of the dimensions of QWLfromtheperspectivesofemployeesisbrieflydiscussedbelow. 2.1Healthandwellbeing Health and wellbeing of QWL refer to physical and psychological aspects of an individual in 7 anyworkingenvironment.AsakuraandFujigaki(1993) examinedthedirectandindirecteffect ofcomputerizationonworkershealthandwellbeing.Theirresultsweresimilartothestudyof 8 Iacovides,FountoulakisandKaprins(2003) thathigherjobdemandleadstohigherstrainwork environment, hence it affects their health and well being. An unstrained work environment ensures good health and psychological conditions which enable the employees to perform job and nonwork related functions without inhibitions. Thus, it leads to an unstressful work environment providing comfortable work life. There are many definitions of stress as it is 9 deemedasasubjectivephenomenonofQWL.Chanetal.(2000) definesstressasaresponseto theperceivedrelationship betweenthedemandson individualsandtheabilitytoadjusttotheir 10 workenvironment.Carayon,SmithandHaims(2001) revealedthatstressarisesintheprocess of interaction between a person and the work environment that threatens the individuals physical, psychological and physiological homeostasis. Physical illness and psychological disorders increase when pressure at work increases. Stress causes problems to the muscular system and circulation thus, increasing the risk of myocardial infarction which is well documentedinpsychosomaticstudies. 2.2Jobsecurity A dramatic change of workforce in contemporary work environment has revealed a significant 11 amountoforganizationchange(Watsonetal.,2003) .Organizationchangesuchasdownsizing, rightsizingandoutsourcinghaveadverselyaffectedemployeesloyalty,morale,motivationand perceived job security. Organization of Economic Cooperation and Development (OECD) 12 (1996) highlighted that job security is the most controversial issue in contemporary work environment.Jobsecurity,thecentralaspectof QWL represents strength of the organizations to provide permanent and stable employment regardlessofthechangesinworkenvironment.Hence,providingasenseofsecurityisimportant especiallyintheworkenvironmentwheremanyfacetsofjobscanbeoutsourced.

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2.3JobSatisfaction Later,cognitiveandbehaviouralcomponentswereaddedtothisdefinition.Thecognitiveaspect represents an employees belief about his job or job situation. This means an employee may believe that his or her job is interesting, stimulating, orotherwise. The behavioural component representsanemployees behaviouraltendenciestowardhisorherjob.Theactionofattending work regularly, working hard and intending to stay in the organisation for long period of time showsthepositive behaviourwhich indicates jobsatisfaction.Incontrast,negativebehavioural outcomes reveal dissatisfaction in job. Job satisfaction of an employee differs in meaning and importanceinrelationstothefacetsofwork.Somemayfeelpayandfringebenefitsthatmeethis expectationstobeextremely importantanother,itmay beessentialtohaveajobthatprovides an opportunity for challenging assignment. The results of previous studies indicate that many different aspects of the job, such as pay, promotions, supervision, fringe benefits, ones co workerssupport,andexcessiveworkinghours(Watsonetal,.2003)areassociatedwithlevelsof satisfaction. 2.4CompetencyDevelopment Growth in skills and knowledge is an important aspect of competency development that enhances QWL. Therefore competency development is operationalized as the natureof the job that provides opportunities and stimulates growth in skills and knowledge either for career or organizationaldevelopment.Careerdevelopmentopportunitywillprovideessentialtrainingthat willhelptheindividualemployeestoequipwiththenewskillstospearheadintheircareer.Most contemporary organizations do not limit themselves to justtraining an employee for a job, but theygobeyondtofurnishthemwithasupportsystemthatencouragesworkplacelearning. Learning opportunities and skill discretion have also proven to have a positive effect on job satisfactionandreducedjobstressthatwillleadtobetterQWL.Theopportunitytodevelopand theuseofskills areassociatedwith learning mechanisms.This appliesespeciallywhenthe job requiresemployeestodeploycognitiveskills.Withrespecttolearning,greaterautonomyonjob enhances the acquisition and utilization of knowledge whilst greater participation is held to promote cognitive growth via increased knowledge transfer among employees (Scully, 13 Kirkpatrick and Locke 1995) . Such a job environment expands knowledge base, leads to a better understanding of how the job is related to other organizational practices and a greater ability to solve problems. In such a situation, employees gain the cognitive and behavioural repertoiretopredict,controlorcopewithuncertaindemandsthusreducingthelikelihoodofpoor QWL.Incontrast,highjobdemandswithinadequatecontrolreducetheabilityandopportunities to develop new skills and knowledge and thus enforce negative attitudes and anxiety which deteriorateQWL. 2.5Workandnonworklifebalance A majorcomponentofQWL,which is importantforboththeemployeesandtheemployers, is the relationship between work and home life. In an increasing competitive environment, it is difficult to separate home and work life. Employees today are more likely to express a strong desire to have a harmonious balance among career, family life and leisure activities. This has beensuggestedattheinternationalleveltheneedfornationalpoliciesinmany countries.AnILO

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convention that was adopted in 1981, states that it is necessary for organizations to help 14 employeestobalancetheirworkandnonworkdemands(Lewis,1997) . Reducingthelevelofspillovermayhelptoreducetheperceivedstressandpsychologicalstress 15 andassisttomaintainsomeamountofbalancebetweenthetwoenvironments(Aminah,2002) . Theexistinglowleveloforganizationalsupportwithincreaseinworklifeconflictprovidesthe riskoflowerQWL.Organizationsneedtoprovidealternativemeansofemploymentpracticesto eliminate the pressure of spillover without influencing the career progression. The balance is important particularly among the employees in order to nurture and develop the sustainable humanresourcepractices intheworkenvironment.Therefore,balance betweenworkand non worklifeissuggestedasoneofthemeasuresofQWL.

Workand nonworklife balance QualityofWork Life(QWL) Competency Development Job Satisfaction

Healthandwell being

Jobsecurity

Figure1:AParadigmShowingtheConstructsofQWL 3.ObjectivesofQWL ThemainobjectivesoftheQWLprogrammesareto: 1. improveemployeesatisfaction 2. improvephysicalandpsychologicalhealthofemployeeswhichcreatespositivefeelings 3. enhanceproductivityofemployees 4. reinforceworkplacelearning 5. improvedmanagementoftheongoingchangeandtransitionand 6. build the image of the company as best in recruitment, retention, and in general motivationofemployees 3.1CharacteristicsofQWLImprovementProgrammes The results, reported from a number of quality of work life improvement programmes, have somecommoncharacteristics.Theseare:

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1. Persistentcommitment from managementtothe opennondefensive modusoperandiof sincerely inviting collaborative inputs from the workforce regarding problem identificationandsuggestionsforimprovinganyaspectoftheorganizationorthepolicies, practicesandstructureofworkwithincentivesprovidedforsuchparticipation. 2. Invited involvement of members of tasks groups in recommending resolution of identifiedproblem. 3. Trainingofsupervisorstopreparethemtofunctioneffectivelyinalessauthoritativestyle. 4. Implementationofpracticablesuggestionandexplanationsforrejectedideas. 5. Feedbackandrecognitionforgoodresultsachieved. 6. Selection of personnel who can be motivated under appropriate conditions to strive for excellenceintaskperformance. 7. Evaluation and analysis of results, including failures, leading to renewed efforttowards continualimprovementinmodusoperandi. 3.2EightPracticesofQWL Quality of working life though came into circulation in 1970s became popular only in 90s and organizationsrealiseditspotentialtoenhancetheproductivityinthenewcentury.Thisworksas acomprehensive modeltothoseemployerswhowanttoensurequality inworking lifeoftheir 16 employees. Walton (1973) propose an ideal quality of work life programme will include practicesineightmajorareasasdiscussedbelow:

Figure2:ShowsthePracticesofQWL 3.3Adequateandfaircompensation ThisisfundamentaltoQWL.Humanbeingsworkforlivelihood.Thereforesuccessofrestofthe initiatives depends upon fulfillment of this. However, important here is that compensation

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offered must be adequate implying it must be proportionate to labour, and there should be internalconsistencyamongsalariesofemployees. 3.3.1 Safeandhealthyworkingconditions Unsafe and hazardous working conditions cause problems to both employers and employees. There may be little advantage to the employer in shortterm but in medium and longterms, it adverselyaffectstheproductivity.Therefore,adequateinvestment mustbe madetoensuresafe andhealthyworkingconditions. 3.3.2 Immediateopportunityofuseanddevelophumancapacities The works have become routine, meaningless and too specialized, depriving the employees of fulfillmentsatisfaction.Therefore,effortsshouldbemadetoincreasetheautonomy,perspective andexposuretomultipleskills. 3.3.3 Futureopportunityforcontinuedgrowthandsecurity This isrelatedtocareeraspectsofemployees.Meaningfulcareerpaths mustbe laiddownand career mapping of employees is to be followed. The provisions of advancement opportunities playacentralroleinQWL. 3.3.4 Socialintegrationintheworkorganization Relationships between and among the employees is an indicatorof healthy work organization. Therefore, opportunities must be provided for formal and informal interactions. All kind of classesreligions,races,crafts,anddesignationsmustbetreatedequallyonasocialplatform.In otherwords,itcreatesegalitarianenvironment. 3.3.5 Constitutionalismintheworkorganization Thisisrelatedtoorganizationalnormsthataffectthefreedomofanindividualemployee.Efforts must be made to see right norms are formed in the organization. It means norms that accommodatetheprivacyofanindividualemployee,freedomofspeech,equityandfreedomto dissentonsomeaspects. 3.3.6 Workandthetotallifespace Employees should not be allowed to continuously exertthemselves. The continuous hard work causespsychologicalandphysicalstrains.Therefore,therehastobeabalancebetweenpersonal andprofessionallife.Organizationmustcreateproperworkoffstoenrichthelifeofemployees. 3.3.7 Thesocialrelevanceofworklife Employees must be given the perspective of how his/her work in the organization helps the society. This is essential to build relevance of the employees existence to the society he/she livesin.

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3.4QualityofWorkLifeandTechniquesforImproving Theconceptofqualityofworklifehasbeenoperationalisedthroughvarioussystemssuchasjob enrichment, workers participation in management, organization development, quality circles, employee welfare, etc. While some of these schemes have been successful in improving the quality of work life, others are still to show results. The quality of work life movement is of recentoriginand hasa longwaytogo.Individualsaswell asorganizedeffortsarerequiredto improvethequalityofworklifeformillionsofworkersinthecountry. In1981theNationalProductivityCouncilorganizedanationalseminaronqualityofworklife. The seminar made several suggestions and pointed outthe responsibilities of different groups such as employees, unions and workers, professional organisations, and government etc. in improvingthequalityofworklife. SomeofthetechniquesusedtoimproveQWLofanaverageworkerinIndiaaregivenbelow: 3.5JobRedesign Narrowjobsneedtobecombinedintolargeunitsofaccomplishment.Jobsshouldberedesigned to enrich them Job enrichment helps to satisfy higher order needs by providing interesting, stimulatingandchallengingwork. 3.5.1 CareerDevelopment Opportunity for career advancement and growth personality improves commitment. Career planning, counseling second careers, etc, help to meet expectations of achievementoriented employees 3.5.2 Autonomous Work Groups: In an autonomous work groups, employees are given the freedom of decision making.Insuchagrouptheworkersthemselvesplan,coordinateandcontroltheiractivities.The groupasawholeisaccountableforsuccessorfailure.Itisalsocalledaselfmanagedworkteam. 3.5.3 FlexibleWorkSchedules Flexibleworkinghours(flextime),staggeredhours,reducedworkweak,jobsharing,parttime employment and other types of alternative work schedules provide freedom to employee in schedulingtheirwork. 3.5.4 ParticipativeManagement Employees want to participate in deciding matters which affect their lives. Therefore, quality circles, management by objectives, suggestion system and other forms of employees participationinmanagementhelptoimproveQWL. 3.5.5 JobSecurity

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Adequatesecurityofjobisahighpriorityofemployeesandshouldbeprovided. 3.5.6 AdministrativeJustice Theprinciplesofjustice,fairandqualityshouldbeappliedindisciplinaryprocedure,grievance procedures,promotions,transfers,workassignment,leave,etc. 3.6QWLandManagementsrole Management has to play a very significant role in improving quality of life of employees. Managementmuststrivetomakethequalityofemployeesworklifeassatisfyingaspossible.At the moment employees are challenged as never before to balance work and personal responsibilities. Therefore the management should continually addresses these challenges by utilising personnel flexibilities and establishing programs that help employees meet their work andpersonalobligations. Thestepsthatshouldbetakenbythemanagementare: 1. Establishing appropriate, reasonable and enforced work rules: Work rules can help to create and maintain an orderly atmosphere that is pleasantto work in where employees canworkeffectively.Workrulescanhelpimprovequalityofworklifeby: 2. creatinganatmospherewhereemployeesaretreatedwithdignityandrespect 3. helpingtoensurethatemployeesconductthemselvesinaprofessionalandsafemanner 4. Encouragingopencommunicationbetweenemployees 5. Ensuringthatallemployeesaretreatedfairlyandthattheyfollowthesamerules. 6. Developandimplementaflexibleworkpolicyandprocedure 7. Providetrainingtomanagersandsupervisorsonhowtorespondeffectivelytoworklife issues 8. Provideresiliencyandpersonalaccountabilitytrainingforstaff 9. Invest in organizationspecific quality of work life programs in eldercare, childcare, diversity,etc. 10. Encourage participative work teams to reinforce an environment of trust and help employees to work more effectively and efficiently in orderto accomplish organisation mission. 11. Provide employees assistance through the Employee Assistance Pro ram (EAP), a free, confidentialcounselingandreferralservicetoresolvepersonalproblems. 12. Activelysupportemployeehealthandwellness. 3.7QWLandJudgmentMethods Thefollowingindicesmaybeusedtojudgethequalityofworklifeinanorganization: JobInvolvement

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Itrepresentsthedegreeofanindividualsidentificationwithoregoinvolvementinthejob.The morecentralthejobistotheindividualslife,thegreaterishisinvolvementinit.Therefore,the individualspendsmoretimeandenergyonthejob.Peoplewithhighjobinvolvementarebetter motivated and more productive. Research reveals that skill variety, achievement and challenge helptoimprovejobinvolvement. JobSatisfaction It implies the workers satisfaction with the environment of his job environment consisting of nature of work, quality of supervision, pay, coworkers, opportunities for promotion, etc. Job satisfactionisrelatedtojobinvolvementandpeopleinvolvedintheirjobsaresatisfiedwiththeir jobsandviceversa. SenseofCompetence It refers to the feelings of confidence that an individual has in his own competence. Sense of competenceandjobinvolvementreinforceeachother.Anindividualacquiresagreatersenseof competence as he engages himself more and more in work activities. When he feels more competenthebecomemoreinvolvedinhisjobandbecomesbettermotivated. JobPerformance Whenanindividualsjobinvolvement,jobsatisfactionandsenseofcompetenceincrease,there isariseinjobperformance. Productivity Whenthe levelof jobperformance increasesthe outputperunitof inputgoesup.Thus, match between job characteristics and productivity traits of employees generally result in higher productivity. 4.Conclusion Quality of Work Life (QWL) is a comprehensive construct that includes an individuals job relatedwellbeingandtheextenttowhichworkexperiencesarerewarding,fulfillinganddevoid of stress and other negative personal consequences. The QWL has been increasing several factors.Theseincludeincreaseineducationlevelandconsequentlyjobaspirationsofemployees association of workers significance of human resource management widespread industrial unrestgrowingofknowledgeinhumanbehaviour,andthelike.TheelementsofQWLcomprise ofhealthandwellbeing,jobsecurity,jobsatisfaction,competencedevelopmentandthebalance betweenworkswithnonworklife.Inthiscontext,forimprovingtheQWLdifferentgroupshave been taken responsibility such as employers, workers, professional organisations, government, and managers. Therefore, quality circles, management by objectives, suggestion system and other forms of employees participation in management help to improve QWL in the industry circles. Techniques to improve quality of work life include job redesign, career development, flexible work schedules, job security and the like. If any organization properly adopts these techniques,theQWLwillcertainlybeimprovedtothedesiredlevels.

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