Quality of Work Life

Concept
Strategies for Improving QWL
Family integration processes,
Talent Management
PCMM
Entrepreneurship (Intrapreneurship),
E-HRM: electronic
GHRM: Global/ International
QHRM: Quality
SHRM: strategic
Cyber Offences and penalties
Learning outcomes
It is ensured when members of an organization are able to satisfy their
important personal needs through their experience in the organization.
Eg: fair days pay, safe working conditions, and a supervisor who treats
him or her with dignity for a worker in an assembly line
Opportunities for advancement, creative tasks, and a successful career
for a young new entrant
Strategies for improving QWL:
Adequate n fair compensation that meets the needs of social std of living
Safety n healthy working conditions including reasonable hrs of work n rest pauses
etc.
Security n growth opportunity
Work autonomy, creativity, appreciation
Respect for individuals rts n privacy
Work n family life



Quality of Work Life (QWL)
The term "talent management" means different things to different organizations.
To some it is about the management of high-worth individuals or "the talented"
whilst to others it is about how talent is managed generally - i.e. on the
assumption that all people have talent which should be identified and liberated
Talent Management is a holistic approach to the employment lifecycle.
TM refers to those special strategies an organization deploys to attract, identify,
develop, and retain their pool of top talent.
This includes human resource development practices, training and development
initiatives, & organizational development

Talent management
Why is Talent Management important?

Recruitment and retention
Getting the best of all employees
Helps to deliver corporate objectives
and plans
Productive, committed working
environment
Succession planning
An able and motivated workforce is the backbone of any enterprising and successful
business. However, acquiring and retaining talent is a major challenge that the
organizations across the world face. People Capability Maturity Model (P-CMM)
enables organizations to develop and sustain a competent workforce a critical asset
in our knowledge economy.
The (P-CMM) is a maturity framework that focuses on continuously improving the
management and development of the human assets of an organization.
Competency Modelling - Defining and setting up a competency framework in an
organization
Mentoring - Training & Advisory in setting up a mentoring initiative and periodic review &
advisory support to strengthen mentoring culture
HR capability Building - A Training and Mentoring support, to build HR excellence for HR
department
Human resource measurement framework - Establishing human resource measurement
program in an organization
HR audit program - Continuous process improvement, through HR audit mechanism
HR diagnostic study - Comprehensive approach to study HR systems, and providing road
map and advisory to address issues identified.

People Capability Maturity Model - PCMM
Entrepreneurship is a process of identifying and starting a business venture,
sourcing and organizing the required resources and taking both the risks and
rewards associated with the venture.
Intrapreneurship is the act of behaving like an entrepreneur while working within a
large organization.

Entrepreneurship/ Intrapreneurship
HRM practices Implications of e-HRM
Analysis &
Design of work
Employees in geographically dispersed locations can work
together in virtual teams using video, e-mail and the internet
Recruiting Post job openings online, candidates can apply for jobs online
Selection Online simulations, including tests, videos, and email can
measure candidates abilities to deal with real-life business
challenges.
Training Online learning can bring training to employees anywhere,
anytime
Compensation
and benefits
Employees can review salary and bonus details and seek
information about and enrol in benefit plans
E- HRM
Outsourcing Activities
Managing Diversity
Paradigm shift in key HR practices

Global /International HRM
Pas t characteristics Future characteristics
Local practices Global practices
Hierarchical organizations Flattened org
Jobs/positions Self-directed teams
Points Broad bands
Skills Core competencies
Salary Total compensation
Tactical Strategic
Data/information Knowledge/intelligence
Data collection/reporting Reporting/forecasting
Total quality human resources management (TQHRM) is an approach to human
resources management that involves many of the concepts of quality
management. The primary goal of TQHRM is employee empowerment.

Quality HRM
HR as source of strategic advantage

SHRM has been defined as the pattern of planned HR deployment and
activities intended to enable the firm to achieve its goals
by Wright & McMahan (1992)
HR and the bottom line: the potential or contribution of HRs 2 provide
competitive advantage so HR has become proactive n strategic. Org
competes less on product or market more on people.
Maintaining policies of privacy to prevent employees from Cyber Offenses


Strategic HRM
VRIO Framework
4 criteria of HRs
as a source of
competitive ad.
Value Rareness Imitability Organization
According to Resource-Based View (RBV) proposed by Barney (1991)
HRs contribute to a sustained comp. ad. for an org. whn they r :
valuable, non-tradable, non-imitable (otherwise only comp. parity n
not comp. ad.), n non-substitutable
Microsoft, Hewlett-Packard, Texas Instruments, Infosys, Singapore Airlines
n many more state that HRS r the most valuable assets of the firm hence
this concept has implications for adopting an investment perspective on
HRs
16-07-2014
manisha saxena
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Globalization
Integration of economies/ ing intl env
Outsourcing
Global benchmarking
in mgmt style-knowledge mgmt
Future of public enterprises/ ing needs n expectations of customers
Changes in industrial policy/ workforce profile/ diversity
Increase in education level
Change in skill level
Wisdom worker n psycho-socio worker
Age gp n aspirations of workers
Mobility of professionals
Technological advances-ITES hence need for knowledge capital, obsolescence of present skills
Changes in PEST
Role of govt-legal env
Recession-right sizing
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Contemporary issues/ emerging trends n challenges