© 2019 IJRAR February 2019, Volume 6, Issue 1 www.ijrar.

org (E-ISSN 2348-1269, P- ISSN 2349-5138)

A CONCEPTUAL FRAMEWORK OF QUALITY

OF WORK LIFE AND WORK LIFE BALANCE
Author:
Dr.S.Elango,
Associate professor,
Department of Commerce,
Urumu Dhanalakshmi College,Trichy.
Co Author:
Mrs.V.Sumathi,
Research Scholar,
Urumu Dhanalakshmi College, Trichy.

Abstract:

Human resource is the most strategic resource as no other resource can be totally utilized to generate income
and wealth of a nation. The strengths and weakness of an organization are determined by the quality of its
human resources. Human resource play a vital role in the success of an organization and thus, management
of human resource assumes importance. Many features affect the management of human resources. One such
feature is Quality of Work Life. The quality of work life is a relatively new concept which defined as the
overall quantity of an individual’s working life. Now a day, employees are becoming more and more
educated, skilled, affluent and the high functional consequences of work are becoming less acceptable. There
is a demand for developing the humanized jobs which can satisfy employee’s higher needs, their higher,
skills and make them good citizens, spouses and parents.

Keywords: Work Life Balance, Quality of Work Life

Introduction:

Quality of Work Life refers to the favourableness or unfavourableness of a job environment for the people
working in an organization. It refers to the quality of relationship between employees and the total. Those
who are enjoying their career are said to have a greater Quality of Work Life and those who are unhappy or
unfilled are said to have a lower Quality of Work Life.

The components of Quality of work Life may vary from organization to organization, individual to
individual. But some basic constituents are:

1. Fair Compensation:
The salary structure of employees should be just, fair and equitable. It should ensure reasonable wages to
employees so that they can keep a desirable standard of life. Payment of Wages Act, 1936 and Minimum
Wages Act 1948 safeguard the interests of the workers regarding payment of wages.

IJRAR19YP024 International Journal of Research and Analytical Reviews (IJRAR) www.ijrar.org 203
© 2019 IJRAR February 2019, Volume 6, Issue 1 www.ijrar.org (E-ISSN 2348-1269, P- ISSN 2349-5138)

It should be clearly understood that for QWL, cash payment is not the only answer. However, hefty salaries
are being paid to the knowledge workers so as the meet their basic and higher level needs for improving their
QWL.

2. Healthy Working Conditions:

In India, Factories Act 1948 contains a number of provisions relating to safety and health of employees.
Employers are increasingly trying to provide better working conditions to their workers as compared to their
competitors. Flexi-hours of work, zero risk physical conditions of work and safety against noise, pollution,
fume, gases etc. go a long way in effecting the quality of work life.

3. Opportunity to Growth and Security:

When employees are offered opportunities to grow in an organisation by providing promotion ladder, it
helps in improving the QWL. There is an inner desire in every employee for career progression. If the job is
dead-end, it must be made clear to the employee at the outset.

4. Social Integration in the Work Organisation:

An employee develops a sense of belongingness to the organisation where he works. Discrimination among
the employees on the basis of age, gender, cast, creed, religion etc. can act as a hindrance in the way of
social integration. Workers develop self-respect as a result of social integration and it improves the quality of
work life.

5. Constitution in the Work Organisation:

Every employee should be entitled to some privileges such as personal privacy, right to expression, right to
equitable treatment etc. These should be governed by certain rules and regulations. In short, there should be
the ‘Rule of Law’ as per the constitution of the enterprise.

6. Work and Total Life Span:

Certain employees are required to work for late hours or are frequently transferred or have to do a lot of
travelling as a part of their duty. This definitely affects their QWL as they remain away from their families
for a long period of time.

7. Social Relevance of Work Life:

Those business enterprises which are engaged in discharging their social responsibilities contribute to QWL.
If a concern does not care for social obligations, the employees of such organisation cannot expect a better
QWL. Low quality products, no control on pollution, bad employment practices are indicators of low QWL.

IJRAR19YP024 International Journal of Research and Analytical Reviews (IJRAR) www.ijrar.org 204
© 2019 IJRAR February 2019, Volume 6, Issue 1 www.ijrar.org (E-ISSN 2348-1269, P- ISSN 2349-5138)

Techniques for improving the Quality of Work Life:

1. Job Enrichment:
Under traditional management, the principle of division of work and specialisation was applied so that an

individual could do a particular work more efficiently. However, this made the job of workers monotonous.

They started feeling bored by doing the same work again and again. Management also started realising it as a
process of dehumanisation.

Kerzberg in his two factor theory of motivation tried to use job as a medium of developing people and

changing some organisational practices. Job enrichment can lead to extension of job contents. It also
develops competence of employees who voluntarily come forward to share higher responsibilities.

2. Job Rotation:
A vertical job rotation means promotion whereas a horizontal job rotation means transfer to some other job.
Job rotation makes an employee to learn the new job at the new seat thereby creating interest in the new job.

The problems associated with specialisation such as boredom and monotony are automatically removed as
the worker becomes generalist from specialist.

3. Quality Circles (or Self-managed Work Teams):

The concept of Quality Circles was made popular in Japan in 1960 by K. Ishikawa. Japan has gained a lot by

applying the Statistical Quality Control (SQC) techniques for production. Quality circles can be defined as a

small group of some people (may be 3 to 12) who meet for an hour every week to identify, analyse and solve

the problems related to their work. The solutions are sent to the management for implementation. Quality

Circles develop a culture of participation among the workers. It also reflects the democratic set up where the

management keeps full faith in the employees and also there is a complete understanding between the
management and workers.

Conclusion:

Those who are enjoying their career are said to have a greater Quality of Work Life and those who are
unhappy or unfilled are said to have a lower Quality of Work Life. Finding the right balance of work and
family life remains a challenge for both women and men practicing architecture. Happy staff makes for a
happy practice and a more successful business.

IJRAR19YP024 International Journal of Research and Analytical Reviews (IJRAR) www.ijrar.org 205
© 2019 IJRAR February 2019, Volume 6, Issue 1 www.ijrar.org (E-ISSN 2348-1269, P- ISSN 2349-5138)

References:

1. https://engageforsuccess.org
2. https://www.inc.com
3. https://www.quora.com
4. https://globaljournals.org
5. http://www.yourarticlelibrary.com

IJRAR19YP024 International Journal of Research and Analytical Reviews (IJRAR) www.ijrar.org 206