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Quality Of Work Life

Definition
The term "quality of work life" (QWL) was first
introduced in 1972 during an international
labor relations conference
Robbins defined QWL as "a process
by which an organization responds to
employee needs by developing
mechanisms to allow them to share fully in
making the decisions that design their
lives at work"
Scope of QWL
Fair & reasonable Pay
Safer Environment
Employee Benefits
Job Security
Job satisfaction
Empowerment
Career Opportunities

Approaches to Improve Q W L
Flexibility in Work Schedules
Freedom in forming Workgroup
Opportunity for Growth
Participation of Employees
Implementing Suggestion Systems

Requirements of QWL
Management should be open to the employees
decisions and activities and they should be given
freedom to express themselves
Employees should participate in decision making
Supervisors should be trained to do their job and
to get the job done effectively
A trustful env. Should be developed.
The barrier between the mgt. and employee
should be removed
Regular feedback should be given.
Quality Circles
Quality Circles is a group of employees that
meet regularly to solve problems affecting its
work area.


Characteristics of QC

Small group of employees optimum of 8-10 members
Members are from same work area or doing similar type
of job.
Membership is voluntary
Meet regularly for an hour every week
They meet to identify, analyze, and resolve work related
problems
Resolve work related problems, leading improvement in
their total performance.
Quality circle enrich the work life of the employees

History of QWL

Quality circles were first established in
Japan in 1962, and Kaoru Ishikawa has been credited
with their creation.
The movement in Japan was coordinated by the
Japanese Union of Scientists and Engineers (JUSE).
T he use of quality circles then spread beyond Japan.
Quality circles have been implemented even in
educational sectors in India and QCFI( Quality Circle
Forum of India) formulated in 1982, is promoting such



Objectives

Change in Attitude:-From I dont care to I do care.
Continuous improvement:- in quality of work life through
humanization of work.
Self development:-Bring out Hidden Potential of people .
People get to learn additional skills.
Development of Team Spirit:- Individual vs. Team I
couldnt but we did it.
Improved Organisational Culture:-Positive working
environment.
Total involvement of people at all levels.
Higher motivational level.
Participate management process.

Stages of QC

Evaluation Of Feasibility.
General Awareness Programmes
Planning And Organisation Of Circles.
Orientation Of Facilitators And Leaders.
Adoptation Of Circles.
Monitoring And Review Of Activities

1.EVALUATION OF FEASIBILITY
A study of the organization is first necessary to
understand its culture and general health, so as to
determine the practical feasibility of introducing
circles.
It is advisable to call in an outside consultant or agency
to carry out the evaluation in an unbiased manner.
2. GENERAL AWARENESS PROGRAMMES
Before circles can be started, people in the introducing
this idea at all levels have to made aware about it.
This awareness exercise may consist of informal
discussions in suitable groups, talks to large gatherings,
seminars, distribution of brochures and publicity
literature on QCs, prepared in the local languages of
workers , slide shows , video shows and films.

3. PLANNING AND ORGANISATION OF CIRCLES
Having created the necessary awareness amongst all personnel, the
areas in which circles are to be immediately formed are decided
and accordingly, leaders and facilitators are chosen and a steering
committee is formed.
It should be made explicitly clear that circles are not substitutes for
the task, plant council or suggestion scheme.
They are voluntary not management inspired or management
nominated.
4. ORIENTATION OF FACILITATORS AND LEADERS
It is necessary to impart suitable guidelines to facilitators and
instructions and training to leaders regarding the operation of
circles.
This can be arranged in groups either by the experienced and senior
staff of the company or by an outside consultant.

5. ADOPTION OF CIRCLES
The leader of the circles can informally discuss the probable points or
problems to be taken up and prepare the agenda in advance. Efforts
should be made to select and discuss such problems which can bring out
the innovative ability and potential capacity of workers.
All required help in the form of data, documents, reports, assistance for
analytical study by other knowledgeable staff or training inputs from
outside experts should be made available to circles as per their
requirements
6. MONITORING AND REVIEW OF ACTIVITIES
The suggestions and recommendations given by the QC from time to time
, have to be studied and appropriate actions taken for their speedy
implementation.
It has to be ensured that QC once started, function smoothly and perform
well for which cooperation from all concerned must be available.

ADVANTAGES OF QUALITY CIRCLES
Rise organization morale
Inspire more effective team work
Promote job involvement
Create problem solving capability by members of
QCs themselves
Promote personal and leadership development
Improve communication within the organization
Promote cost reduction Increase employees
motivation

Limitations

Fitting in the existing culture
Reward
Motivating People

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