QWL is most conventionally defined as those perceived important personal needs, which an individual tries to satisfy by working in an organization. Its conceptual foundations, though laid by a host of behavioural scientists, were in reality advocated by Chris Argyris (1975) in his famous work on personality and organization.
The Socio-Technical Systems Theory, pioneered by Tavistock Institute of Human Relations, London during 1960s is considered as an important QWL construct. Basic conceptual criteria for QWL incorporate growth and security as important personal needs of an individual. The possibility of furthering one’s career within the organization, has, therefore, been identified as one of the important criteria for QWL.
Although, common QWL strategists lay emphasis more on job redesign, formation of autonomous work groups and worker participation in management, there exist wide differences among the pioneers in these areas as to what should be construed as QWL factors.
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The process of QWL can be explained with the help of the following criteria:
i. Adequate and fair compensation
ii. Safe and healthy working conditions
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iii. Immediate opportunity to use and develop human capacities
iv. Future opportunity for continued growth and security
v. Social integration in the work organization
vi. Work and toted life space
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vii. Social relevance of working life
From studies carried out, both in India and abroad, it is evident that the essence of QWL is the opportunity for employees, at all levels, to have substantial influence over their work environment. This is a result of their participation in the decision-making process relating to their work, thereby enhancing their self-esteem and the overall satisfaction from their work.
Hence, QWL calls for an open style of management, i.e., sharing of information and genuinely encouraging the efforts relating to the improvement of the organization. This makes it amply clear that QWL is, in fact, an important managerial activity to develop the employees of an organization.
The success of TQM programmes largely depend on appropriate HRD interventions like emphasis on continuous training and developmental activities, encouraging participation in management through small group forums, increasing employees’ motivation, looking after the career development of employees, employee empowerment, infusing attitudinal changes at the top (like accepting a flatter organization structure, following a democratic approach, becoming receptive to changes on a continuous basis, supporting group performance, etc.).