ISSUES%20ON%20ORGANIZATIONS%20AND%20INDIVIDUALS

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LESSON 14
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QUALITY OF WORK LIFE

• DR. MARIO A. FETALVER, JR.

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Quality at Work Life (QWL)

• The term refers to the favorableness or
  unfavorableness of total job environment for
  people.
• It is also another ways on which organizations
  recognize their responsibility to develop jobs
  and working conditions that are excellent for
  people as well for the economic health of
  organization.
• It is usually emphasize development of employee
  skills, the reduction of occupational stress, and
  development of more cooperative labor-management
  relations.

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A Rational

• Job specialization and simplification were
  popular in the early part of the century.
• Employees were assigned narrow jobs and supported
  by a rigid hierarchy in the expectation that
  efficiency would improve.
• Excessive division of labor
• Workers became socially isolated from their co
  workers because their highly specialized jobs
  weakened their community interest in the whole
  product.

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• The skilled workers lost pride in their work and
  became with their jobs.
• Higher-order (social growth) were left
  unsatisfied.
• The result was higher turnover and absenteeism
  declines in quality and alienated workers.
• Conflict often arose as workers sought to improve
  their conditions and organizations failed to
  respond appropriately.

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Forces of Change

• More educated
• More afferent
• More independent
• Employers now had the reasons for redesigning
  jobs and organization for a better QWL
• Classical design originally gave inadequate
  attention to human needs.
• The needs and aspirations of works themselves
  were changing.

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Close attention to QWL provides more humanized
work environment .It attempts to serve the
higher-order needs of workers as well as their
basic needs.

• It seek to employ the higher skills of workers
  and provide an environment that encourage them to
  improve their skills.
• The idea in that human resources should be
  develop and not simply used.
• The workers not have excessively negative
  conditions.
• It should not put works under undue stress.
• It should not damage or degrade their humanness.
• It should not be threatening or unduly dangerous.
• It should contribute to or at leave unimpaired
  workers abilities to perform in other life roles,
  such as citizen, spouse and parent.

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Job Enlargement versus Job Enrichment

• Two dimensions of Job Scope
• 1.Breadth
• 2. Depth
• Job breadth is the number of different task an
  individual is directly responsible for. It ranges
  from very narrow to wide. This process is called
  job enlargement.
• Job rotation it involves periodic assignment of
  an employee to completely different sets of job
  activities. It is effective way to develop
  multiple skills in employees, which benefits the
  organization while creating greater job interest
  and career options for the employees.

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Job Enrichment

• It was develop by Frederick Herzberg on the basis
  of his studies indicating that the most effective
  way to motivate workers was by focusing on
  higher-order needs.
• It seeks to add depth to a job by giving workers
  more control, responsibility, and discretion over
  how their job is performed.

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Applying Job Enrichment

• Herzbergs motivational factors job enrichment
  occurs 1. when the work itself is more
  challenging 2. when achievement is encouraged 3.
  when there is opportunity for growth 4. when
  responsibility, feedback and recognition is
  provided.
• In trying to build motivational factors,
  management also give attention to maintenance
  factors.
• It attempts to keep maintenance factors are
  higher as the motivational factors are increased.
• If maintenance factors allowed to decline during
  the enrichment program, then the employees may be
  less responsive to the enrichment program because
  they are distracted by inadequate maintenance.

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Motivating Potentials of Jobs

• Job diagnostic survey
• Motivating Potential score
• Formula MPS M x R x KR
• Conditions for job enrichment
• Have adequate job knowledge and skills
• Desire to learn, grow and develop
• Are satisfied with their work environment
• Social Information processing
• The key to job enrichment lies on how employees
  use the social cues provided by their peers and
  others to arrive at their perception of their
  jobs.

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Three Elements

• Peers may suggest which of the job
  characteristics really count.
• They may offer their personal model regarding the
  relative weighting of each core dimension.
• Peers may provide direct or indirect clues about
  their own judgment of the dimensions.

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Five Dimensions of Five Enrichment

• Skill variety
• Tasks identity
• Task Significance
• Autonomy
• Feedback

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Contingency FactorsAffecting Enrichment

• It appears to apply more easily to higher level
  jobs which are less likely to dictate by the
  technological process.
• If the technology is stable and highly automated
  the cost of job enrichment may too great in
  relation to rewards
• Some workers do not want increased
  responsibility, and other workers do not adapt to
  the group interaction that is sometimes required.

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Limitations of job enrichment and QWL programs

• If they are unable to tolorate increased
  responsibility
• If they dislike more complex duties
• If they are uncomfortable with the group work
• If they deslike relearning
• If they prefer security If they are comfortable
  with supervisory authority.
• If their skills are not adaptable
• If they prefer to quit their jobs

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Key Questions about the Employee needs and
attitudes

• Can the employee tolerate responsibility?
• How strong are the employees growth and
  achievement needs?
• What is the employee attitude and experience
  regarding group work?
• Can the employee intellectually and emotionally
  handle more complexity?
• How strong are the employee's drives for security
  and stability?
• Will the employees view the job changes as
  significant enough to justify the cost?
• Can a job overenriched?

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Conclusions about the Enrichment

• The limitations and difficulties with job
  enrichment lead to three conclusions
• job enrichment and QWL programs generally are
  desirable both human and performance needs, they
  help both employees and the firm.
• there is a contingency relationship QWL
  improvements work better in some situations than
  in others.
• QWL programs bring costs as well as benefits,
  and both must be evaluated to determine the
  desirability of a change.