Quality of Work Life

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Quality of Work Life

Employees' level of happiness at work. Quality of work life may come from salaries, flexibility in allowing employees to attend family events or other things. Different persons have different definitions of quality of work life. For example, one person may derive satisfaction from traveling while another may consider it the worst part of his/her job.
References in periodicals archive ?
This view is easily verified in Walton (1973), for whom QWL can be defined as a set of initiatives, the objective of which is to improve human experience in the workplace while increasing the organization's competitiveness by redesigning its nature, obtaining productivity gains.
Sabarirajan & Geethanjali (2011) investigated the extent of QWL among the employees of public and private banks in dindigul.
Although QWL originated over three decades ago, the researchers' interest in this field is still noticeable.
Ability to decide when, what, where and how work is done allows employees to personalize their roles and QWL and limits their intention to quit the job (Porter and Ayman, 2010).
Writings and research in management, HR, and OD often link QWL and job-related outcomes to ethics, productivity, corporate social responsibility and organizational performance (Koonmee et al.
The term Quality of Work Life (QWL) was probably coined originally at the first International Conference on QWL at Arden House in 1972 (Chems and Davis 1975).
Consistency in perception of QWL with different levels of job satisfaction--office staff
The evolution of QWL began in late 1960s emphasising the human dimensions of work that was focused on the quality of the relationship between the worker and the working environment (Rose et al.
Perhaps it is more relevant to focus on planning long-term strategies that concentrate on improving QWL which is said to be a more practical and long-term approach in improving hospital nurse retention.
Indeed, QWL is a process by which an organisation responds to employee needs by developing mechanisms to allow members to share fully in making decisions that design their lives at work (Robbins 1998).
QWL is nurses' reactions to the outcome of complex interactions between work system components described in seminal work by Smith and Carayon (Smith and Carayon-Sainfort 1989; Carayon and Smith 2000; Smith and Carayon 2000).
Davis (1983) defines QWL as "the quality of the relationship between employees and the total working environment, with human dimensions added to the usual technical and economic considerations".