1. Quality Work
Life
Team Members Roll no.
Kedar Gharat 20
Manoj Gupta 21
Pramod Jadhav 24
Arun Pacheco 38
Nilesh Raut 49
Anand Singh 60

2. What exactly is Quality Work Life?What exactly is Quality Work Life?
Introduced in 1972
during an international
labour relations
conference
QWL is the level at which
the employees can satisfy
their personal requirements
through their experience in
the organization
Objective is to create a
good working environment
so that employees work
together in a cooperative
way & contribute their

3. • High rate of Absenteeism
• Tardiness
• High Labour Turnover
• Strikes & Sabotage
• Wastage & Spoilage
• Low Productivity
Effects of Low Morale

4. Sue Bearfield, Sept 03, ACIRRT, University
of Sydney
To examine the attitudes of employees towards their working life. Respondents were asked their views on 16 QWL
measures in relation to their current job. The analysis centres on two occupational groups:
professionals and intermediate clerical, sales and service workers.
Objectives:
Sample:
Opinions of 1,032 Australian employees aged 15 & over.
1. My current pay is fair and reasonable compared to
what others doing similar work are paid
2. I am concerned that I will lose my job in the next 12
months
3. Harassment, discrimination or bullying is a
problem at my workplace
4. Overall I trust senior management at my workplace
5. In general the work I do is not very interesting
6. People at my workplace get on together quite well
7. My Manager recognises the efforts I put in at work
8. Management at my workplace keeps me informed
about what is going on.
Questionnaire
9. Your promotion prospects in job over the next 2
yrs
10. • Control you have over the way you work
11. • The standards of health and safety where you
work
12. • The balance between the time you spend working
and the time spent with family & friends
13. • How you are treated by your immediate manager
14. • The amount of work you have to do
15. • The opportunities you have in your current job for
developing your skills
16. • The amount of pressure you feel under at work.

5. More suitable working hours
Better promotion opportunities
Better pay & conditions
Better work-life balance and greater job security
More emphasis on making work a positive
experience
Professionals were more likely to have
interesting work and better opportunities for
developing their skills.
Factors that make work a positive experience
eg interesting or rewarding work.
better work-life balance and greater job security
Despite the relatively high status of their work,
professionals are less satisfied with their QWL
than workers.
Clerical Staff Professionals:
Sue Bearfield, Sept 03, ACIRRT, University
of Sydney - Inferences

6. Raduan Che Rose - Graduate School of Management
LooSee Beh - Faculty of Economics and Administration
Jegak Uli & Khairuddin Idris - Faculty of Educational Studies
Conducted By University of Malaysia
Determine the level and relationship between qualities of work life (QWL) with
career-related variables
An Analysis of QWL & Career- Related Variables
American Journal of Applied Sciences, 2006
Objective:
475 executives from the electrical and electronics industry in the free
trade zones in Malaysia for both the multinational corporations
(MNCs) and the small-medium industries (SMIs)
Sample size:

7. American Journal of Applied Sciences, 2006
Hypothesis 1: Career satisfaction is positively related to QWL.
Hypothesis 2: The total career tenure and tenure with the current
employer are positively related to QWL.
Hypothesis 3: Career achievement is positively related to QWL.
Hypothesis 4: Career balance is positively related to QWL.
Level of QWL: Based on the ten-point scale used, the minimum QWL
rating was 2.30 and a maximum of 10.00, median QWL rating value was
6.40. The executives who felt that their level of QWL is good (49.5%),
moderate (30.7%), excellent (13.1%) and low (6.1%)
Findings
:

8. Factors affecting QWL:
Work involvement
Intrinsic job motivation
Higher order need strength
Perceived intrinsic job characteristics
Job satisfaction & Self-rated anxiety
Life satisfaction & happiness
Found evidence for association between total
job satisfaction and total life satisfaction
Research Findings: QWL
Mirvis, P.H. and Lawler, E.E. (1984)Warr, Cook, and Wall, (1979)
“Basic elements of a good quality of work life”
as;
Satisfaction with wages
Safe work environment
Equal opportunities for advancement
V Laar, Edwards J & Easton S (2007)
The QWL measure uses 6 core factors to
explain most of the variation in an individuals
Job and Career Satisfaction
Working Conditions
General Well-Being
Home-Work Interface
Stress at Work
Control at Work
Worrall, L. & Cooper, C. L. (2006)
Reported that a low level of well-being at work
is estimated to cost about 5-10% of Gross
National Product p.a.

9. Best Employers Survey By Hewitt Associates
Best Employers in India in 2007
1. Aditya Birla Group
2. Satyam Computer Services Ltd
3. Marriott Hotels India
4. Eureka Forbes Limited
5. Cisco Systems (India) Pvt Ltd
6. Godrej Consumer Products Ltd.
7. Agilent Technologies Ltd.
8. Standard Chartered Scope Intl.
9. Tata Consultancy Services Ltd.
10.Kotak Mahindra Bank Ltd.
– Five consistent
Characteristics of Best
Employers:
– Inspired Leadership
– Unique Company
Culture
– Focus on Growing
Talent
– Strong Sense of
Accountability
– Aligned HR Practices
and Excellent
Execution
– It found that Best
emplyers place a high
value on employees’
needs and create an
environment in which
employees’ needs are
met.

10. DQ-IDC Best Employers Survey 2006
Growth opportunity/
Career development
Flexibility of Office Hours/
Balancing of social life
Organizational Culture/
Work Culture
Job Content
Job Security/ Stability
Project one is working
on
Company image
Salary & compensation
Overseas Opportunity
Training & Development
opportunity
Facilities/ Resources
Policies & procedures
Interpersonal
Relationship
Appraisal system
Perks & benefits
Survey sample: 3,006 employees
QWL parameters such as:
1. Growth opportunity,
2. work-life balance and
3. work culture
are the most desired attributes
identified by the surveyed
workforce.

11. CASE STUDIES
Case 1: QWL at CMC Ltd.

12. HRD is a “ Philosophy Of Management”
Guides management ‘s approaches to its employees, a belief that the
development of people is the prime responsibility of the organization and
if the environment is created where individuals can develop their
competence , people can and will do the best.
Factors like : Open communication , Trust , Flexibility ,
Autonomy , Proactivity and Collaboration were given prime
importance to create a developmental climate

13. Flexibility
• Transfer within Depts. / area allowed
• No rigid boundaries.
• Tolerance for ambiguity is one of the qualities
sought for during recruitment.
• Close monitoring doesn’t exist.
• Employees are expected to take decisions.
• Policies like medical reimbursement , leave
entitlement ,travel procedure are flexible.
• Rules & policies are guidelines, susceptible to
changes as per individual needs and priorities.
Trust and faith
• Basic belief in the goodness of human
beings ---not as CMC employees but as
individuals
• Minimum checks and controls are prevalent
in the organization
• More emphasis is on to task accomplishment
• Feeling of trust enmates from Top
• No limit of sick leave, and there exists a
concept of time off.
• Another manifestation of trust in employees is
the system of self approval.
• Financial powers are given to the individuals
to choose their own course of activities

14. Concern For Individuals
• People are free to express their ideas and
the organization is willing to take the risks and
experiment with these new ideas.
• Seniors like the CMD are easily accessible
thus minimizing the levels of communication.
• Seniors are addressed by their names rather
‘SIR’
• People are considered as the organizations
greatest assets.
• Schemes institutionalized for this are:
- Study leave
- Scholarship scheme
- Self development subsidy
- Membership fee for personal bodies
Open Culture
• Employee involvement in appraisal
system
•Focus while appraising is not
highlighting what is wrong or what is
lacking in the appraise, rather on
potential and ways of overcoming
Senior Subordinate Relationships Employee Welfare
• Employee families are invited to participate
in functions like CMC Day.
• CLASS awards:
C - Culture L - Literature A - Arts
S - Sports S - Social Activities are
extended to family members .
•Scholarships to employees’ children

15. Feedback received from both Management and employees are in
agreement regarding Open CultureOpen Culture in CMC
1. Sitting in open halls – Leads to greater interaction & accessibility.
Senior managers are approachable without prior appointment.
2. Common facilities – All including CMD eat together in same canteen.
No peon in CMC. Everybody does their own work. Everybody sits in same
type of chairs. Induction programs attended by executives and non-executives
together.
3. Freedom to express views – There are ‘no proper channels’ systems
but a ‘speak out’ system whereby employees express themselves regarding
personal, family or work-life problems to their superiors. Staff meetings usually
headed by G. M. or C.M.D and difference of opinion was not regarded as an offense.
Actions were usually taken within 5 to 7 days.
A negative feedback here however emphasized that ‘speakouts’
strained relationship & people rarely indulged in it.

16. IMPACT OF CULTURE AND OTHER HRDIMPACT OF CULTURE AND OTHER HRD
INTERVENTIONS -INTERVENTIONS - EMPLOYEES PERCEPTIONEMPLOYEES PERCEPTION
The +ve aspects : -
Flexi - timings → Employees decide their own working hours. No rigid time
Taking decisions → (1) Use their discretion (2) Waiting for clearance was not
req'd (3) In meetings, persons from different dept. interact and take final
decisions (4) At times spot action plan were decided (5) Feel their involvement and
do not take work as thrust on them and felt that they are consulted
Goals → Goals decided/chosen by individuals
Transfers → (1)Not imposed on individuals (ii) Management tries to convince the
individual (iii) For more productivity : The employees were posted to that place
where his/her spouse is transferred.
Innovation & Creativity → (i) A consequence of flexibility (ii)Company
encourages and finances those who are keen to innovate (iii) CMC not concerned
with financial implications
Providing facilities →Designations determined by need and kind of work the
employee is involved.

17. IMPACT OF CULTURE AND OTHER HRDIMPACT OF CULTURE AND OTHER HRD
INTERVENTIONS -INTERVENTIONS - EMPLOYEES PERCEPTIONEMPLOYEES PERCEPTION
The - ve aspects : -
Ambiguity : Lack of Job Description
Streamlining : Existing system was not streamline and guidelines was requ'd
Disorganization : Filing system was not organized
Rapport : For availing some facilities, Rapport with seniors was required
Recognition & opportunity : For those who do not deserve
Assessment : Project assigned to team, so individual assessment was difficult
Relationship : To be benefited, a good relationship with supervisors should avail
Misuse of facilities : Due to few approvals, facilities were misused
Handicap : In future flexibility may prove to be handicap as it was both satisfier as well
as demotivator

18. RECOMMENDATIONS FOR CMCRECOMMENDATIONS FOR CMC
•Structured Key Result Areas (KRAs)Structured Key Result Areas (KRAs)
•Streamline system with clear guidelinesStreamline system with clear guidelines
•Filing system to be improvedFiling system to be improved
•System to be improved to curb power & politicsSystem to be improved to curb power & politics
•Recognition & opportunity only to deserving candidatesRecognition & opportunity only to deserving candidates
•Assessment : Mechanism to assess individual performance vis a visAssessment : Mechanism to assess individual performance vis a vis
teamteam
•Control over Misuse of facilitiesControl over Misuse of facilities

19. Telephonic interview of Mr. Natrajan – AVP HRTelephonic interview of Mr. Natrajan – AVP HR
“Work life quality is designed by a company so that employees
are motivated. Work culture is created to be vibrant and
innovative. A balance of work and personal life is strived at so
that employee is comfortable and invigorated to contribute to
operations.
Employee satisfaction survey is conducted annually to measure
satisfaction level of employee. Areas of improvement are shared
with vertical heads for implementation. Family outings ,like
dinner movies picnics are arranged. Open door policy is
followed. Employee can feel free to discuss his queries problems

20. CASE II -QWL at PMC
India’s passenger transport is bus oriented.
Buses even compete with railways by offering night services.
Bus drivers successfully balance the competing demands of safety, customer
focused service and company operating regulations.
Physical & psychological health of bus driver critical for driving.
Any impairment could lead to undesirable consequences for the passengers.
Quality of work life of the Pune municipal Transport (PMT) bus drivers. It is
concerned with exploring the work life issues experienced by the drivers and the
circumstances under which they perform their duties.
- Lack of driver’s decision-making authority
- Fatigue, Fear of assault & social isolation
- Tight running schedules & vehicle mechanical faults
- Reduced rest breaks & poor cabin comfort,
- Continually rotating shift patterns,
- Adverse weather conditions, Traffic congestion & air pollution
- Sedentary nature of the job
- Pressures of ensuring of passenger safety
Working Conditions:Working Conditions:Working Conditions:Working Conditions:

21. Driver fatigue - A killer on the roads
“The condition of my bus is worst. I have reported several times but no action. Each time I
use the brakes, I have a feeling that it might not work. The steering & gear is too hard to
handle. I have to drive the bus slowly. This causes delay. Passengers pass comments &
shout from the back. I have to just ignore them.” Mr. Narayan Pawar – Bus Driver
“Sometimes I get the feeling that my head is a top and it’s spinning like a wheel. The
increasing noise and air pollution adds fuel to it. When I reach home, my entire body starts
aching. My limbs get cramp. It’s very painful.” Mr. Ravi Shinde – Bus Driver
“I have to sometimes negotiate with my seniors incase I wish to go for a leave and get it
exchanged with some one. Senior are not only arrogant but also sometimes, sarcastic.
Sometimes, I cannot attend any family function. There is always a shortage of staff, causing
extra load on us.” Mr. Rajaram Shelke – Bus Conductor
“Before starting for & after reaching the destination, we get some time to share with our
colleagues. This is the time when we get an opportunity to crack a joke is the only way of
entertainment for us.” Mr. Shivaji Pachpute – Bus Conductor
“In my house, I am a father, a husband & a friend, nothing else. Sometimes, on holidays, I get
the message to come back to work. I have instructed my wife to say that I am not at home.”
Mr. Ramesh Dange – Bus Driver

22. A step towards QWL…..

23. Fun environment:
Social & recreational
facilities
Eco friendly environment
Team work
Informal communication
Work in cubicle
No dress code
Work life balance
Flexi hours
Time & work management
Static working style
CSR
Formal grievance mechanism
Stress buster
Competitive salary, financial
benefits, profit sharing
Money in hand
Employee referrals
Home loans
ESOPs
Pay on merit
Equity & MF Savings
Advancing their skill sets &
nurturing their careers
Mentors not managers
work related training
Clear career path
Individual assessments :
measurable, ongoing,
360 promotions
Recognition & redefinition
of work
QWL Strategies

24. " When organisation have addressed the issue of
quality of working life, they have always achieved
great productivity breakthroughs" Jerome M.
Rosow
References:
DRIVER FATIGUE A KILLER ON THE ROADS
http://www.itsafety.org/ITSA/driver_fatigue_a_killer_on_the_r.htm
www.punecorporation.org/pmcwebn/infrapmc.aspx
Facts about Fatigue and Driving
http://www.itf.org.uk/SECTIONS/It/8sept98/facts.html
THANK YOU