Quality of Work Life
QWL can be defined as "the quality of relationship between employees and the total working environment.” According to J. LIoyd Suttle, (1974) Quality of work life is the degree to which members of a work organization are able to satisfy important personal needs through their experiences in the organization.
Walton(1974) lists adequate and fair compensation, safe and healthy environment, jobs which are aimed at development using employee’s skills and abilities, growth and security, an environment in which employees develop self-esteem and a sense of identity, protection and respect for employees’ right to privacy, dissent, equity etc, a sensible integration of job career & family life and leisure time as the important aspects of QWL Robbins (1989) defined QWL as "a process by which an organization responds to employees needs by developing mechanisms to allow them to share fully in making the decisions their design their lives at work". Jerome M Rosow (1975) President of the Work in American Institute has identified seven critical factors which will affect the quality of work life during the years ahead. These are pay, employee benefits, job security, alternative work schedules, occupational stress, participation and democracy in the workplace
FACTORS RELATED TO QWL
According to Roopali Johri (2005) causes affecting QWL are economic adversity/employment difficulties, management practices (ways of treating employees and giving them opportunities to use their abilities) and job nature (work load, work hours and pay). The results of the study by Sinha (1980), indicate that higher
QWL leads to greater job satisfaction. QWL is positively related to performance and negatively correlated to absenteeism. But no relationship exists between perceived QWL and workers’ age, education and job experience (Guna Seelan Rethinam, Maimunah Ismail, 2008). According to a study by Waheeda Khan,
Meena Osmany & M. Waseem, Jamia Millia Islamia (2002), QWL was significantly
Walton(1974) lists adequate and fair compensation, safe and healthy environment, jobs which are aimed at development using employee’s skills and abilities, growth and security, an environment in which employees develop self-esteem and a sense of identity, protection and respect for employees’ right to privacy, dissent, equity etc, a sensible integration of job career & family life and leisure time as the important aspects of QWL Robbins (1989) defined QWL as "a process by which an organization responds to employees needs by developing mechanisms to allow them to share fully in making the decisions their design their lives at work". Jerome M Rosow (1975) President of the Work in American Institute has identified seven critical factors which will affect the quality of work life during the years ahead. These are pay, employee benefits, job security, alternative work schedules, occupational stress, participation and democracy in the workplace
FACTORS RELATED TO QWL
According to Roopali Johri (2005) causes affecting QWL are economic adversity/employment difficulties, management practices (ways of treating employees and giving them opportunities to use their abilities) and job nature (work load, work hours and pay). The results of the study by Sinha (1980), indicate that higher
QWL leads to greater job satisfaction. QWL is positively related to performance and negatively correlated to absenteeism. But no relationship exists between perceived QWL and workers’ age, education and job experience (Guna Seelan Rethinam, Maimunah Ismail, 2008). According to a study by Waheeda Khan,
Meena Osmany & M. Waseem, Jamia Millia Islamia (2002), QWL was significantly