INTRODUCTION

CHAPTER-1INTRODUCTIONGood companies become great through a series of initiatives done consistently over time. There are no shortcuts. It is pain full process, but they must be done to keep companies alive for tomorrow challenges, not just for todays challenges.

In 1983 in the first ever business worlds most respected companies survey was conducted, companies were assessed on eight parameters quality of management, quality of products and services, innovativeness, financial soundness, ability to attract and retain talent, environmental responsibility, profitability and work place environment. The most obvious and commonly used metrics such as market share, market capitalization and turn over, were deliberately left out. The whole idea of having a survey such as this was to gauge how it peers, based mostly on criteria that went way beyond the numbers perceived a company. Over the years, the survey has been progressively refined, and now parameters added. None of the newer parameters (now there are 19) violate the original principle that this was meant to be a perception based survey.

Hence quantitative metrics such as profits, etc, are still eschewed, yet, what gets reiterated time and again is the respect in business is very much intertwined with market reality and performance. That respect rankings are as good as any other size, market, capitalization to mirror changing realities.

1.1 DEFINITION:

Quality of work life refers to the favorableness or unfavorableness of a total job environment for people. QWL programs are another way in which organizations recognize their responsibility to develop jobs and working conditions that are excellent for people as well as for economic health of the organization. 1.2OBJECTIVES OF THE STUDY:The objective of the study is as follows

To find out reasons for work life quality and its balance.

The activities that take place at entry level of an employee.

To find out effects of quality on work life on an employee.

To find out way to improve work life balance in organization.

To gain an insight into current working time policies and practices, as well as work-life balance issues. To complement existing Foundation data and research on working time largely based on surveys of individual workers and on literature reviews. To find the effect of managers on the employees and their job satisfaction1.3SCOPE OF THE STUDYThis study emphasis in the following scope: In the process of liberalization and globalization all the business organizations facing lot of challenges in the market.

Every organization is required to evaluate performance and their quality of work life of their employees.

Each and every organization should focus attention of improving their organization Excellency.

The present study throwing a light on analyzing the measurement of quality of work life of employees at HDFC BANK.

The scope is also widened to find out the expectations of the employees from the management with respect to the above concept.1.4RESEARCH METHODOLOGY: Research methodology is the systematic way to solve the research problem. It gives an idea about various steps adopted by the researcher in a systematic manner with an objective to determine various manners.1.5RESEARCH DESIGN: A research design is considered as the framework or plan for a study that guides as well as helps the data collection and analysis of data. The research design may be exploratory, descriptive and experimental for the present study. The descriptive research design is adopted for this project.1.6RESEARCH APPROACH:The research worker contacted the respondents personally with well-prepared sequentially arranged questions. The questionnaire is prepared on the basis of objectives of the study. Direct contract is used for survey, i.e., contacting employees directly in order to collect data.1.7RESEARCH INSTRUMENT: The researcher has used a structured questionnaire as a research instrument tool which consists of open ended questions, multiple choice and dichotomous questions in order to get data. Thus, Questionnaire is the data collection instrument used in the study. All the questions in the questionnaire are organized in such a way that elicit all the relevant information that is needed for the study

1.7.1STATISTICAL TOOLS:The statistical tools used for analyzing the data collected are percentage method, bar diagrams and pie diagrams.

1.7.2ANALYSIS OF DATA: The data are collected through survey and books, reports, newspapers and internet etc., the survey conducted among the employees of HDFC BANK Pvt. Ltd. The data collected by the researcher are tabulated and analyzed in such a way to make interpretations.

Various steps, which are required to fulfill the purpose, i.e., Editing and Tabulating. Editing refers to separate, correct and modify the collected data.

Tabulation refers to bring together the similar data in rows and columns and totaling them in an accurate and meaningful manner

The collected data are analyzed and interrupted using statistical tools and Techniques.

1.8RESEARCH PERIOD:The research period of the study is for about 45 days. 1.9LIMITATIONS OF THE STUDY: The limitations of the survey are

The information provided by the workers is not definitely true. Out of all the employees data is collected only from 150 employees The samples of workers are not representative of the total workforce.

The workers hesitate disclosing the true facts in order to secure their job. CHAPTER II

COMPANY PROFILECOMPANY PROFILE

The Housing Development Finance Corporation Limited (HDFC) was amongst the first to receive an 'in principle' approval from the Reserve Bank of India (RBI) to set up a bank in the private sector, as part of the RBI's liberalization of the Indian Banking Industry in 1994. The bank was incorporated in August 1994 in the name of 'HDFC Bank Limited', with its registered office in Mumbai, India. HDFC Bank commenced operations as a Scheduled Commercial Bank in January 1995.

HDFC is India's premier housing finance company and enjoys an impeccable track record in India as well as in international markets. Since its inception in 1977, the Corporation has maintained a consistent and healthy growth in its operations to remain the market leader in mortgages. Its outstanding loan portfolio covers well over a million dwelling units. HDFC has developed significant expertise in retail mortgage loans to different market segments and also has a large corporate client base for its housing related credit facilities. With its experience in the financial markets, a strong market reputation, large shareholder base and unique consumer franchise, HDFC was ideally positioned to promote a bank in the Indian environment.

HDFC Bank's mission is to be a World-Class Indian Bank. The objective is to build sound customer franchises across distinct businesses so as to be the preferred provider of banking services for target retail and wholesale customer segments, and to achieve healthy growth in profitability, consistent with the bank's risk appetite. The bank is committed to maintain the highest level of ethical standards, professional integrity, corporate governance and regulatory compliance. HDFC Bank's business philosophy is based on four core values - Operational Excellence, Customer Focus, Product Leadership and People.

Capital Structure:-

As on 31st March, 2012 the authorized share capital of the Bank is Rs. 550 crore. The paid-up capital as on the said date is Rs. 469,33,76,540 (234,66,88,270 equity shares of Rs. 2/- each). The HDFC Group holds 23.15% of the Bank's equity and about 17.29 % of the equity is held by the ADS / GDR Depositories (in respect of the bank's American Depository Shares (ADS) and Global Depository Receipts (GDR) Issues). 30.68 % of the equity is held by Foreign Institutional Investors (FIIs) and the Bank has 4,47,924 shareholders

The shares are listed on the Bombay Stock Exchange Limited and The National Stock Exchange of India Limited. The Bank's American Depository Shares (ADS) are listed on the New York Stock Exchange (NYSE) under the symbol 'HDB' and the Bank's Global Depository Receipts (GDRs) are listed on Luxembourg Stock Exchange under ISIN No US40415F2002.

FINANCIAL RESULTS:

Profit & Loss Account: Quarter ended June 30, 2012

The Banks total income for the quarter ended June 30, 2012, was ` 9,536.9 crores as against ` 7,098.0 crores for the quarter ended June 30, 2011. Net revenues (net interest income plus other income) were at ` 5,013.5 crores for the quarter ended June 30, 2012, an increase of 26.3% over ` 3,968.0 crores for the corresponding quarter of the previous year. Net interest income (interest earned less interest expended) for the quarter ended June 30, 2012, grew by 22.3% to ` 3,484.1 crores. This was driven by loan growth of 21.5% and a net interest margin for the quarter of 4.3%.

Other income (non-interest revenue) for the quarter ended June 30, 2012, was ` 1,529.5 crores, up 36.6% over that in the corresponding quarter ended June 30, 2011. The main contributor to other income for the quarter was fees & commissions of ` 1,143.3 crores, up by 23.9% over ` 922.7 crores in the corresponding quarter ended June 30, 2011. The two other components of other income were foreign exchange & derivatives revenue of ` 314.8 crores (` 230.1 crores for the corresponding quarter of the previous year) and profit on revaluation / sale of investments of ` 66.5 crores (loss of ` 41.3 crores for the quarter ended June 30, 2011).Business:-

HDFC Bank offers a wide range of commercial and transactional banking services and treasury products to wholesale and retail customers. The bank has three key business segments:

Wholesale Banking Services

The Bank's target market ranges from large, blue-chip manufacturing companies in the Indian corporate to small & mid-sized corporates and agri-based businesses. For these customers, the Bank provides a wide range of commercial and transactional banking services, including working capital finance, trade services, transactional services, cash management, etc. The bank is also a leading provider of structured solutions, which combine cash management services with vendor and distributor finance for facilitating superior supply chain management for its corporate customers. Based on its superior product delivery / service levels and strong customer orientation, the Bank has made significant inroads into the banking consortia of a number of leading Indian corporates including multinationals, companies from the domestic business houses and prime public sector companies. It is recognised as a leading provider of cash management and transactional banking solutions to corporate customers, mutual funds, stock exchange members and banks.

Retail Banking Services

The objective of the Retail Bank is to provide its target market customers a full range of financial products and banking services, giving the customer a one-stop window for all his/her banking requirements. The products are backed by world-class service and delivered to customers through the growing branch network, as well as through alternative delivery channels like ATMs, Phone Banking, NetBanking and Mobile Banking.

The HDFC Bank Preferred program for high net worth individuals, the HDFC Bank Plus and the Investment Advisory Services programs have been designed keeping in mind needs of customers who seek distinct financial solutions, information and advice on various investment avenues. The Bank also has a wide array of retail loan products including Auto Loans, Loans against marketable securities, Personal Loans and Loans for Two-wheelers. It is also a leading provider of Depository Participant (DP) services for retail customers, providing customers the facility to hold their investments in electronic form.

HDFC Bank was the first bank in India to launch an International Debit Card in association with VISA (VISA Electron) and issues the Mastercard Maestro debit card as well. The Bank launched its credit card business in late 2001. By March 2010, the bank had a total card base (debit and credit cards) of over 14 million. The Bank is also one of the leading players in the merchant acquiring business with over 90,000 Point-of-sale (POS) terminals for debit / credit cards acceptance at merchant establishments. The Bank is well positioned as a leader in various net based B2C opportunities including a wide range of internet banking services for Fixed Deposits, Loans, Bill Payments, etc.

TreasuryWithin this business, the bank has three main product areas - Foreign Exchange and Derivatives, Local Currency Money Market & Debt Securities, and Equities. With the liberalisation of the financial markets in India, corporates need more sophisticated risk management information, advice and product structures. These and fine pricing on various treasury products are provided through the bank's Treasury team. To comply with statutory reserve requirements, the bank is required to hold 25% of its deposits in government securities. The Treasury business is responsible for managing the returns and market risk on this investment portfolio.

Management:-

Mr. C.M. Vasudev has been appointed as the Chairman of the Bank with effect from 6th July 2010. Mr. Vasudev has been a Director of the Bank since October 2006. A retired IAS officer, Mr. Vasudev has had an illustrious career in the civil services and has held several key positions in India and overseas, including Finance Secretary, Government of India, Executive Director, World Bank and Government nominee on the Boards of many companies in the financial sector.

The Managing Director, Mr. Aditya Puri, has been a professional banker for over 25 years, and before joining HDFC Bank in 1994 was heading Citibank's operations in Malaysia.

The Bank's Board of Directors is composed of eminent individuals with a wealth of experience in public policy, administration, industry and commercial banking. Senior executives representing HDFC are also on the Board.

Senior banking professionals with substantial experience in India and abroad head various businesses and functions and report to the Managing Director. Given the professional expertise of the management team and the overall focus on recruiting and retaining the best talent in the industry, the bank believes that its people are a significant competitive strength.Credit Rating

The Bank has its deposit programs rated by two rating agencies - Credit Analysis & Research Limited (CARE) and Fitch Ratings India Private Limited. The Bank's Fixed Deposit programme has been rated 'CARE AAA (FD)' [Triple A] by CARE, which represents instruments considered to be "of the best quality, carrying negligible investment risk". CARE has also rated the bank's Certificate of Deposit (CD) programme "PR 1+" which represents "superior capacity for repayment of short term promissory obligations". Fitch Ratings India Pvt. Ltd. (100% subsidiary of Fitch Inc.) has assigned the "AAA ( ind )" rating to the Bank's deposit programme, with the outlook on the rating as "stable". This rating indicates "highest credit quality" where "protection factors are very high"

The Bank also has its long term unsecured, subordinated (Tier II) Bonds rated by CARE and Fitch Ratings India Private Limited and its Tier I perpetual Bonds and Upper Tier II Bonds rated by CARE and CRISIL Ltd. CARE has assigned the rating of "CARE AAA" for the subordinated Tier II Bonds while Fitch Ratings India Pvt. Ltd. has assigned the rating "AAA (ind)" with the outlook on the rating as "stable". CARE has also assigned "CARE AAA [Triple A]" for the Banks Perpetual bond and Upper Tier II bond issues. CRISIL has assigned the rating "AAA / Stable" for the Bank's Perpetual Debt programme and Upper Tier II Bond issue. In each of the cases referred to above, the ratings awarded were the highest assigned by the rating agency for those instruments? Corporate Governance Rating

The bank was one of the first four companies, which subjected itself to a Corporate Governance and Value Creation (GVC) rating by the rating agency, The Credit Rating Information Services of India Limited (CRISIL). The rating provides an independent assessment of an entity's current performance and an expectation on its "balanced value creation and corporate governance practices" in future. The bank has been assigned a 'CRISIL GVC Level 1' rating which indicates that the bank's capability with respect to wealth creation for all its stakeholders while adopting sound corporate governance practices is the highest.

On May 23, 2009, the amalgamation of Centurion Bank of Punjab with HDFC Bank was formally approved by Reserve Bank of India to complete the statutory and regulatory approval process. As per the scheme of amalgamation, shareholders of CBoP received 1 share of HDFC Bank for every 29 shares of CBoP.

The merged entity will have a strong deposit base of around Rs. 1,22,000 crore and net advances of around Rs. 89,000 crore. The balance sheet size of the combined entity would be over Rs. 1,63,000 crore. The amalgamation added significant value to HDFC Bank in terms of increased branch network, geographic reach, and customer base, and a bigger pool of skilled manpower.

In a milestone transaction in the Indian banking industry, Times Bank Limited (another new private sector bank promoted by Bennett, Coleman & Co. / Times Group) was merged with HDFC Bank Ltd., effective February 26, 2000. This was the first merger of two private banks in the New Generation Private Sector Banks. As per the scheme of amalgamation approved by the shareholders of both banks and the Reserve Bank of India, shareholders of Times Bank received 1 share of HDFC Bank for every 5.75 shares of Times Bank.

HDFC Bank Ltd. (BSE: 500180, NYSE:HDB) is a commercial bank of India, incorporated in August 1994, after the Reserve Bank of India allowed establishing private sector banks. The Bank was promoted by the Housing Development Finance Corporation, a premier housing finance company (set up in 1977) of India. HDFC Bank has 1,412 branches and over 3,295 ATMs, in 528 cities in India, and all branches of the bank are linked on an online real-time basis. As of September 30, 2010 the bank had total assets of INR 1006.82 billion. For the fiscal year 2011-12, the bank has reported net profit of Rs.2,244.9 crore, up 41% from the previous fiscal. Total annual earnings of the bank increased by 58% reaching at Rs.19,622.8 crore in 2011-12.

Business Focus

HDFC Bank deals with three key business segments Wholesale Banking Services, Retail Banking Services, and Treasury. It has entered the banking consortia of over 50 corporates for providing working capital finance, trade services, corporate finance and merchant banking. It is also providing sophisticated product structures in area of foreign exchange and derivatives, money markets and debt trading and equity research.

Wholesale Banking Services

The Bank's target m inroads into the banking consortia of a number of leading Indian corporate including multinationals, companies from the domestic business houses and prime public sector companies. It is recognized as a leading provider of cash management and transactional banking solutions to corporate customers, mutual funds, stock exchange members and banks.

Retail Banking Services

The objective of the Retail Bank is to provide its target market customers a full range of financial products and banking services, giving the customer a one-stop window for all his/her banking requirements. The products are backed by world-class service and delivered to customers through the growing branch network, as well as through alternative delivery channels like ATM, Phone Banking, Net Banking and Mobile Banking.

HDFC Bank was the first bank in India to launch an International Debit Card in association with VISA (VISA Electron) and issues the Master card Maestro debit card as well. The Bank launched its credit card business in late 2001. By March 2012, the bank had a total card base (debit and credit cards) of over 13 million. The Bank is also one of the leading players in the merchant acquiring business with over 70,000 Point-of-sale (POS) terminals for debit / credit cards acceptance at merchant establishments. The Bank is well positioned as a leader in various net based B2C opportunities including a wide range of internet banking services for Fixed Deposits, Loans, Bill Payments, etc.

Treasury

Within this business, the bank has three main product areas - Foreign Exchange and Derivatives, Local Currency Money Market & Debt Securities, and Equities. These services are provided through the bank's Treasury team. To comply with statutory reserve requirements, the bank is required to hold 25% of its deposits in government securities. The Treasury business is responsible for managing the returns and market risk on this investment portfolio.

Distribution Network

HDFC Bank is headquartered in Mumbai. The Bank has a network of 1,725 branches spread in 771 cities across India. All branches are linked on an online real-time basis. Customers in over 500 locations are also serviced through Telephone Banking. The Bank has a presence in all major industrial and commercial centres across the country. Being a clearing/settlement bank to various leading stock exchanges, the Bank has branches in the centre where the NSE/BSE has a strong and active member base.

The Bank also has 3,898 networked ATMs across these cities. Moreover, HDFC Bank's ATM network can be accessed by all domestic and international Visa/MasterCard, Visa Electron/Maestro, Plus/Cirrus and American Express Credit/Charge cardholders.

Housing Development Finance Corporation Limited or HDFC (BSE: 500010), founded 1977 by Ravi Maurya and Hasmukhbhai Parekh, is an Indian NBFC, focusing on home mortgages. HDFC's distribution network spans 243 outlets that include 49 offices of HDFC's distribution company, HDFC Sales Private Limited. In addition, HDFC covers over 90 locations through its outreach programmes. HDFC's marketing efforts continue to be concentrated on developing a stronger distribution network. Home loans are also Sharcket through HDFC Sales, HDFC Bank Limited and other third party Direct Selling Agents (DSA).

To cater to non-resident Indians, HDFC has an office in London and Dubai and service associates in Kuwait, Oman, Qatar, Sharjah, Abu Dhabi, Al Khobar, Jeddah and Riyadh in Saudi Arabia.

Awards and Achievements - Banking Services

HDFC Bank began operations in 1995 with a simple mission: to be a "World-class Indian Bank". We realized that only a single-minded focus on product quality and service excellence would help us get there. Today, we are proud to say that we are well on our way towards that goal.

It is extremely gratifying that our efforts towards providing customer convenience have been appreciated both nationally and internationally.

2012

IDRBT Banking Technology Excellence Awards 2011-12

Best Bank in 'IT for Operational Effectiveness' categoryAsia Money 2012

Best Domestic Bank in IndiaIndia's Top 500 Companies -Dun & Bradstreet Corporate Awards

Best Bank in IndiaFinance Asia

- Best Managed Company- Best CEO - Mr. Aditya PuriUTI Mutual Fund CNBC TV 18 Financial Advisor Awards 2011

- Best Performing Bank - PrivateAsian Banker International Excellence in Retail Financial Services Awards 2012

- Best Retail Bank in India- Best Bancassurance- Best Risk Management5th Loyalty Summit award

Customer and Brand LoyaltySkoch foundation 2012

SHG/JLG linkage programmeICAI Awards 2011

Excellence in Financial Reporting2011

Financial Express Best Bank Survey 2010-11

- Best in Strength and Soundness- 2nd Best in the Private SectorCNBC TV18's Best Bank & Financial Institution Awards

- Best Bank- Mr. Aditya Puri, Outstanding Finance ProfessionalDun & Bradstreet Banking Awards 2011

Best Private Sector Bank - SME FinancingISACA 2011 award for IT Governance

Best practices in IT Governance and IT SecurityIBA Productivity Excellence Awards 2011

New Channel Adopter (Private Sector)DSCI (Data Security Council of India) Excellence Awards 2011

Security in BankEuromoney Awards for Excellence 2011

Best Bank in IndiaFINANCE ASIA Country Awards 2011: India

- BEST BANK- BEST CASH MANAGEMENT BANK- BEST TRADE FINANCE BANKAsian Banker

Strongest Bank in Asia PacificBloombergUTV's Financial Leadership Awards 2011

Best BankIBA Banking Technology Awards 2010

Winner -1) Technology Bank of the Year2) Best Online Bank3) Best Customer Initiative4) Best Use of Business Intelligence5) Best Risk Management SystemRunners Up -Best Financial InclusionIDC FIIA Awards 2011

Excellence in Customer Experience

2010

Outlook Money 2010 Awards

Best BankBusinessworld Best Bank Awards 2010

Best Bank (Large)Teacher's Achievement Awards 2010 (Business)

Mr. Aditya PuriThe Banker and PWM 2010 Global Private Banking Awards

Best Private Bank in IndiaEconomic Times Awards for Corporate Excellence 2010

Business Leader of the Year - Mr. Aditya PuriForbes Asia

Fab 50 Companies - 5th year in a rowNDTV Business Leadership Awards 2010

Best Private Sector BankThe BankerMagazine

World's Top 1000 BanksMIS Asia IT Excellence Award 2010

BEST BOTTOM-LINE I.T. CategoryDun & Bradstreet Banking Awards 2010

Overall Best Bank

Best Private Sector Bank

Best Private Sector Bank in SME FinancingInstitutional Investor Magazine Poll

HDFC Bank MD, Mr. Aditya Puri among "Asian Captains of Finance 2010"IDRBT Technology 2009 Awards

Winner - 1) IT Infrastructure 2) Use of IT within the BankRunners-up - IT Governance (Large Banks)ACI Excellence Awards 2010

Highly Commended - Asia Pacific HDFC Bank

FE-EVI Green Business Leadership Award

Best performer in the Banking categoryCelent's 2010 Banking Innovation Award

Model Bank AwardAvaya Global Connect 2010

Customer Responsiveness Award - Banking & Financial Services categoryForbes Top 2000 Companies

Our Bank at 632nd position and among 130 Global High PerformersFinancial Express - Ernst & Young Survey 2009-10

Best New Private Sector Bank

Best in Growth

Best in strengthAsian Banker Excellence Awards 2010

Best Retail Bank in India

Excellence in Automobile Lending

Best M&A Integration

Technology ImplementationThe Asset Triple A Awards

Best Cash Management Bank in India

Euromoney Private Banking and Wealth Management Poll 2010

1) Best Local Bank in India (second year in a row) 2) Best Private Banking Services overall (moved up from No. 2 last year)Financial Insights Innovation Awards 2010

Innovation in Branch Operations - Server Consolidation Project

Global Finance Award

Best Trade Finance Provider in India for 2010

2 Banking Technology Awards 2009

1) Best Risk Management Initiative and 2) Best Use of Business Intelligence.SPJIMR Marketing Impact Awards (SMIA) 2010

2nd PrizeBusiness Today Best Employer Survey

Listed in top 10 Best Employers in the country

CHAPTER - III

QWL-THE CONCEPT3.1IMPORTANCE:The quest for improved productivity through human resources has its beginning in the early 100s. F. W. Taylor's scientific management principles created a new awareness regarding the human resources, who were earlier considered as mere instruments of production, ready to work from dawn t dusk under whatever conditions and being motivated by the lure of money. From then, till today continuous research and experiments have been undertaken to understand human beings at work and the ways to improve their job satisfaction, balanced with the aim of organizations to combine better productivity with job and employee satisfaction. In order to achieve this twin objective, different approaches have been developed and applied. The concept of QWL has originated from this continuous research process.

Quality of work life (QWL) has assumed increasing interest and importance in both industrial as well as developing countries of the world. In India, its scope seems to be more than a sheer work organization movement which focuses on job security and economic growth to the employees.

The American Society of Training and Development established a task force on the QWL in 1979. This task force defined QWL as "a process of work organizations which enable its members at all levels to activity participate in shaping the organizations, environment, methods and outcomes. This value based process is aimed towards meeting the twin goals of enhanced effectiveness of organizations and improved quality of life at work for employees".WHAT IS QWL?The term refers to the favorableness or unfavourableness of a total job environment for people. QWL programs are another way in which organizations recognize their responsibility to develop jobs and working conditions that are excellent for people as well as for economic health of the organization. The elements in a typical QWL program include open communications, equitable reward systems, a concern for employee job security and satisfying careers and participation in decision making. Many early QWL efforts focus on job enrichment. In addition to improving the work system, QWL programs usually emphasis development of employee skills, the reduction of occupational stress and the development of more co-operative

Labor -management relations.

Vigorous Domestic and International competition drive organizations to be more productive. Proactive managers and human resource departments respond to this challenge by finding new ways to improve productivity. Some strategies rely heavily upon new capital investment and technology. Others seek changes in employee relations practices.

Human resource departments are involved with efforts to improve productivity through changes in employee relations. QWL means having good supervision, good working conditions, good pay and benefits and an interesting, challenging and rewarding job. High QWL is sought through an employee relations philosophy that encourages the use of QWL efforts, which are systematic attempts by an organization to give workers greater opportunities to affect their jobs and their contributions to the organizations overall effectiveness.3.2A RATIONALE:Job specialisation and simplification were popular in the early part of this century. Employees were assigned narrow jobs and supported by a rigid hierarchy in the expectation that efficiency would improve. The idea was to lower cost by using unskilled workers who could be easily trained to do a small, repetitive part of each job.

Many difficulties developed from that classical job design, however. There was excessive division of labor. Workers became socially isolated from their co-workers because their highly specialized jobs weakened their community of interest in the whole product. De-skilled workers lost pride in their work and became bored with their jobs. Higher-order (social and growth) needs 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. The real cause was that in many instances the job itself simply was not satisfying.

Forces for Change:A factor contributing to the problem was that the workers themselves were changing. They became educated, more affluent (partly because of the effectiveness of classical job design), and more independent. They began reaching for higher-order needs, something more than merely earning their bread. Employers now had two reasons for re-designing jobs and organizations for a better QWL:

1. Classical design originally gave inadequate attention to human needs.

2. The needs and aspirations of workers themselves were changing.

One option was to re-design jobs to have the attributes desired by people, and re-design organizations to have the environment desired by the people. This approach seeks to improve QWL. There is a need to give workers more of a challenge, more of a whole task, more opportunity to use their ideas. Close attention to QWL provides a more humanized work environment. It attempts to serve the higher-order needs of workers as well as their more basic needs. It seeks to employ the higher skills of workers and to provide an environment that encourages them to improve their skills. The idea is that human resources should be developed and not simply used. Further, the work should not have excessively negative conditions. It should not put workers under undue stress. It should not damage or degrade their humanness. It should not be threatening or unduly dangerous. Finally, it should contribute to, or at least leave unimpaired, workers abilities to perform in other life roles, such as citizen, spouse and parent. That is, work should contribute to general social advancement.

DEFINING QUALITY OF WORK LIFE

The best way of approaching quality of life measurement is to measure the extent to which people's 'happiness requirements' are met i.e. those requirements which are a necessary (although not sufficient) condition of anyone's happiness - those 'without which no member of the human race can be happy.'

WHAT IS QOL? QOL may be defined as subjective well-being. Recognizing the subjectivity of QOL is a key to understanding this construct. QOL reflects the difference, the gap, between the hopes and expectations of a person and their present experience. Human adaptation is such that life expectations are usually adjusted so as to lie within the realm of what the individual perceives to be possible. This enables people who have difficult life circumstances to maintain a reasonable QOL.

Quality of Life is tied to perception of 'meaning'. The quest for meaning is central to the human condition, and we are brought in touch with a sense of meaning when we reflect on that which we have created, loved, believed in or left as a legacy.

Our definition of quality of life is: The degree to which a person enjoys the important possibilities of his/her life. Possibilities result from the opportunities and limitations each person has in his/her life and reflect the interaction of personal and environmental factors. Enjoyment has two components: the experience of satisfaction and the possession or achievement of some characteristic, as illustrated by the expression: "She enjoys good health." Three major life domains are identified: Being, Belonging, and Becoming.

3.3CRITERIA OF MEASURING QWL:(I) Adequate and Fair Compensation

There are different opinions about the adequate compensation. The committee on Fair Wages defined fair wage as the wage which is above the minimum wage but below the living age.

(ii) Safe and Healthy Working ConditionsMost of the organizations provide safe and healthy working conditions due to humanitarian requirements and/or legal requirements. In fact, these conditions are a matter of enlightened self-interest.(iii) Opportunity to Use and Develop Human CapabilitiesContrary to the traditional assumptions, QWL is improved the extent that the worker can exercise more control over his or her work, and the degree to which the job embraces an entire meaningful task but not a part of it. Further, QWL

Provides for opportunities like autonomy in work and participation in planning in order to use human capabilities.

(iv) Opportunity for Career Growth

Opportunities for promotions are limited in case of all categories of employees either due to educational barriers or due to limited openings at the higher level. QWL provides future opportunity for continued growth and security by expanding ones capabilities, knowledge and qualifications(v) Social Integration in the Work Force

Social integration in the work force can be established by creating freedom from prejudice, supporting primary work a sense of community and inter-personnel openness, egalitarian and upward mobility.

(vi) Constitutionalism in the Work Organization

QWL provides constitutional protection to the employees only to the level of desirability as it hampers workers. It happens because the managements action is challenged in every action and bureaucratic procedures need to be followed at that level. Constitutional protection is provided to employees on such matters as privacy, free speech, equity and due process.

(vii) Work and Quality of Life

QWL provides for the balanced relationship among work, non- work and family aspects of life. In other words, family life and social life should not be strained by working hours including overtime work, work during inconvenient hours, business travel, transfers, vacations, etc.

(viii) Social Relevance of Work

QWL is concerned about the establishment of social relevance to work in a socially beneficial manner. The workers self esteem would be high if his work is useful to the society and the vice versa is also true. FIGURE 1.1

3.4ISSUES:

Trade unions claim that they are responsible for the improvement in various facilities to workers whereas management takes credit for improved salaries, benefits and facilities. However, P/HR manager has (identified) specific issues in QWL besides normal wages, salaries, fringe benefits, etc. and takes lead in providing them so as to maintain higher order QWL. IKlott, Mundick and Schuster suggested 11 major QWL issues. They are:(I) Pay and Stability of EmploymentGood pay still dominates most of the other factors in employee satisfaction. Various alternative means for providing wages should be developed in view of increase in cost of living index, increase in levels and rates of income tax and profession tax. Stability to a greater extent can be provided by enhancing the facilities for human resource development.

(ii) Occupational Stress

Is a condition of strain on ones emotions, thought process and physical condition? Stress is determined by the nature of work, working conditions, working hours, pause in the work schedule, workers abilities and nature and match with the job requirements. Stress is caused due to irritability, hyperexcitation or depression, unstable behavior, fatigue, stuttering, trembling psychometrics pains, h smoking and drug abuse. Stress adversely affects employ productivity. The P/HR manager, in order to minimize the stress, has identified, prevent and tackle the problem. He may arrange the treatment of the problem with the health unit of the company.

(iii) Organizational Health Programmers

Organizational health programmers aim at educating employees about health problems means of maintaining and improving of health, etc. These programmers cover drinking and smoking cessation, hypertension control, other forms of cardiovascular risk reduction, family planning, etc. Effective implementation of these programmers' result in reduction in absenteeism, hospitalization, disability, excessive job turnover and premature death. This programmer should also cover relaxation, physical exercise, diet control, etc.

(iv) Alternative Work Schedules

Alternative work schedules including work at home, flexible working hours, staggered hours, reduced work week, part-time employment which may be introduced for the convenience and comfort of the workers as the work such which offers the individual the leisure time, flexible hours of work is preferred.

(v) Participative Management and Control of Work

Trade unions and workers believe that workers participation in management and 1e improves WL. Workers also feel that they have control their work, use their skills and make a real contribution to the job if they are allowed participate in creative and decision-making process.

(vi) Recognition

Recognizing the employee as a hum being rather than as a laborer increases the QWL Participative management, awarding the rewarding systems, congratulating the employees for their achievement, job enrichment, offering prestigious designations to the jobs, providing well furnished and decent work places, offering membership in clubs or association, providing vehicles, offering vacation trips are some means to recognize the employees.

(vii) Congenial Worker-Supervisor Relations

Harmonious supervisor-worker relations gives the worker a sense of social association, belongingness, achieve of work results, etc. This in turn leads to better QWL.

(viii) Grievance Procedure

Workers have a sense of fair treatment when the company gives them the opportunity to ventilate their grievances and represent their case succinctly rather than settling the problems arbitrarily.

(ix) Adequacy of Resources

Resources should match with st4ted objectives; otherwise, employees will not be able to attain the Objectives. This results in employee dissatisfaction and lower QWL.

(x) Seniority and Merit in Promotions

Seniority is generally taken as the base for promotion in case of operating employees. Merit is considered as the basis for advancement for managerial people whereas seniority-c is preferred for promotion of ministerial employees. The promotional policies and activities should be fair and just in order to ensure higher QWL(xi) Employment on Permanent Basis

Employment of workers on casual, the probationary basis gives them a sense of insecurity. On the other hand, employment on permanent basis gives them security and leads to higher order QWL.3.5 STRATEGIES:3.5.1 STRATEGIES FOR IMPROVEMENT OF QWL

The strategies for improvement in quality of work life include self-managed work teams, redesign and enrichment, effective leadership and supervisory behavior, career development, alternative work schedules, job security, administrative organizational and participating management.

(I) Self-managed Work Teams

These are also called autonomous work groups or integrated work teams. These work teams are formed with 10 to 20 employees who plan, co-ordinate and control the activities of the team with the help of a team leader who is one among them. Each team performs all activities including selecting their people. Each team has authority to make decisions and regulate the activities. The group as a whole is accountable for the success or failure. Salaries are fixed both on the basis of individual and group achievement.(ii) Job Redesign and EnrichmentNarrow jobs can be combined into larger units of accomplishment. Jobs are redesigned with a view to enriching them to satisfy higher order human needs.

(iii) Effective Leadership and Supervisory Behavior

For effective leadership and sup supervisory behavior 9-9 style of managerial grid is suitable.(iv) Career Development

Provision for career planning, communicating and counseling the employees about the career opportunities, career path, education and development and for second careers should be made.

(v) Alternative Work Schedules

Provision for flexible working hours, part-time employments, job- sharing and reduced work week should be made

(vi) Job Security

This tops the employees list of priorities. It should be adequately taken care of.

(vii) Administrative or Organizational Justice

The principles of justice, fair and equity should be taken care of in disciplinary procedure, grievance procedures, promotions, transfers, demotion, work assignment, leave, etc.

(viii) Participative Management

Employees should be allowed to participate in management participative schemes which may be of several types. The most sophisticated among them is quality circle.

Implementation of these strategies ensures higher level of quality of work life.3.5.2 QUALITY OF WORK LIFE AS HR STARTEGY AN ANALYSISTodays workforce consists of literate workers who expect more than just money from their work. In the modern scenario, QWL as a strategy of Human Resource Management is being recognized as the ultimate key for development among all the work systems, not merely as a concession. This is integral to any organization towards its wholesome growth. This is attempted on par with strategies of Customer Relation Management.

Strategy and TacticsOver the years, since industrial revolution, much experimentation has gone into exploiting potential of human capital in work areas either explicitly or implicitly. Thanks to the revolution in advanced technology, the imperative need to look into QWL in a new perspective is felt and deliberated upon. Major companies are tirelessly implementing this paradigm in Human Resources Development (some call it Peoples Excellence).

Globalization has lowered national boundaries, creating a knowledge-based economy that spins and spans the world. Major economies are converging technologically and economically, and are highly connected at present moment. The new global workplace demands certain prerequisites such as higher order of thinking skills like abstraction system thinking and experimental inquiry, problem-solving and team work. The needs are greater in the new systems, which are participative ventures involving workers managed by so-called fictional proprietors.

Men Counted

In simple terms, all the above requirements can be easily achieved by providing improved quality of work life to the workers available on rolls. Workers are often referred to as teams or groups in general parlance and whatever they do go to the credit of the teamwork.

The concept of teamwork has evolved from the organized toil that has its own social dimensions. Good teams can hardly be imported from outside. They usually occur as an indigenous incidence at the workplace and nurturing the same over time is the responsibility of management. Here, it may also be discerned that the composition of available workers in no more a local phenomenon as in the past. Mobility is caused by migration beyond culture barriers and isolation, relocation and globalized deployment. This phenomenon has become universal and is causing great changes in the work environment at factories as well as offices. The new influx of skilled workers seeking greener pastures is even questioning the skills of new employers and thereby restructuring the new environs on par with those of best in the world, unwittingly though.

Money Matters

For good QWL, cash is not the only answer. Today, the workers are aware of the job requirements of job as also the fact that the performance of the same is measured against the basic goals and objectives of the organization and more importantly, wages are paid according to the larger picture specific to the industry and the employers place in the same.

The increased share of workers in wages and benefits through legislation as well as competitive interplay of superior managements in various fields of industry and business on extensive levels has reshaped the workers idea of quality of work life. Moreover, other things being equal, the employers are increasingly vying with their rivals in providing better working conditions and emoluments. This may be owing to many reasons besides the concern for the human angle of workers, like the employers tendency to climb on the bandwagon, to reap to the desired dividends or to woo better talent into their fold as skill base addition and other non-economic inputs like knowledge bases. Doubtlessly, the increased tendency of recruiting knowledge bases is giving the modern managements payoffs in myriad ways. Some of them are intended potentials for product innovations and cost cuttings. Talking of product, it may appear far-fetched to some that product is being assessed in the market for its quality and price by the environment created in the areas where workers and customers are dealt and transact, like ambience in facilities / amenities as also the companys pay scales. This goes to prove that QWL of manufacturer / service provider is synonymous with the quality of product.

Non economic Job Security

The changing workforce consists of literate workers who expect more than just money from their work life. Their idea of salvation lies in the respect they obtain in the work environment, like how they are individually dealt and communicated with by other members in the team as well as the employer, what kind of work he is entrusted with, etc. Some of these non-economic aspect are: Self respect, satisfaction, recognition, merit compensation in job allocation, incompatibility of work conditions affecting health, bullying by older peers and boss, physical constraints like distance to work, lack of flexible working hours, work-life imbalances, invasion of privacy in case of certain cultural groups and gender discrimination and drug addiction. One or more of the problems like above can cast a job-insecurity question, for no direct and visible fault of the employer. Yet, the employer has to identify the source of workers problems and try to mitigate the conditions and take supportive steps in the organization so that the workers will be easily retained and motivated and earn ROI. The loss of man-hours to the national income due to the above factors is simply overwhelming.

Employer should instill in the worker the feeling of trust and confidence by creating appropriate channels and systems to alleviate the above shortcomings so that the workers use their best mental faculties on the achievement of goals and objectives of the employer.

To cite some examples, employers in certain software companies have provided infrastructure to train the children of workers in vocational activities including computer education, so that the workers need not engage their attention on this aspect. Employee care initiatives taken by certain companies include creation of Hobby clubs, Fun and Leisure Clubs for the physical and psychological well-being nests of workers and their families.

After all, the workers are inexorably linked to the welfare of their families, as it is their primary concern.

Dual income workers, meaning both spouses working are the order of the day. The work life balance differs in this category and greater understanding and flexibility are required with respect to leave, compensation and working hours in the larger framework.

Teamwork

Teamwork is the new mantra of modern day peoples excellence strategy. Todays teams are self-propelled ones. The modern manager has to strive at the group coherence for common cause of the project. The ideal team has wider discretion and sense of responsibility than before as how best to go about with its business. Here, each member can find a new sense of belonging to each other in the unit and concentrate on the groups new responsibility towards employers goals. This will boost the coziness and morale of members in the positive environment created by each others trust. Positive energies, free of workplace anxiety, will garner better working results. Involvement in teamwork deters deserters and employer need not bother himself over the detention exercises and save money on motivation and campaigns.

Boss Factor

Gone are the days when employers controlled workers by suppressing the initiative and independence by berating their brilliance and skills, by designing and entrusting arduous and monotonous jobs and offer mere sops in terms of wages and weekly off. Trust develops when managers pay some attention to the welfare of the workers and treat them well by being honest in their relations. The employer should keep in mind that every unpaid hour of overtime the worker spends on work is an hour less spent with the family.

New performance appraisals are put into vogue to assess a workers contribution vis--vis on employers objectives and to find out the training and updating needs and levels of motivation and commitment. As observed in some advanced companies, the workers themselves are drawing their benefits by filing appraisal forms and drawing simultaneously the appropriate benefits by the click of the mouse directly from their drawing rooms, courtesy e-HR systems. In addition, there are quite a number of channels for informal reviews. Feedback on workers performance, if well interpreted and analyzed, could go a long way in improving ethics at workplace.

Involvement and Communication

Multi-skilling and exposing workers to different lines of activity in the unit indirectly leads to the greater involvement and better job security of worker in the organization. The employer too, can make use of the varied skills to any altered situations of restructuring and other market adaptations. Thus, the monotony of work life can be alleviated. The employer, armed with the depth of cross-trained human resources, need not go hunting for new talent and thus save on the unspent pay packets, which can be spent usefully on the amenities for workers. No doubt, rivals should be envying him for this edge.

The change should be apparent in mutual trust and confidence towards effective understanding of the needs of worker and employer. The new knowledge-based workers are mostly young in the fields of technology and management. They are more forthcoming in trusting the boss and older peers. Now, all modern managements are cognizant of the innate desire of workers to be accepted as part of the organization for identity and other social reasons.

Effective dialogue is put into play between management and those who execute through well-organized communication channels paving the way for improved co-operation and participation on emotional level. The decision making level is nose diving to the floor level manager, where the poor guy has to think of n number of quick decisions on behalf of the organization. Unless the team is behind and involved with commitment, the manager cannot implement the new tasks in production, distribution, peoples excellence, customer relations, etc., thanks to the e factor prefixed to the names of majority of departments. Logically, harmony plays its part in cost efficiency. Successful managers are those who listen to their workers.

Influences

Overwork is tolerated in emerging industries unlike government departments as part of the game and work culture. This is so, what with the soaring competition among the tightly contested players. The point is empowerment of workforce in the area of involvement.

All said and done, the workers are considered as the invisible branch ambassadors and internal customers in certain industries. It is evident that most of the managements are increasingly realizing that quality alone stands to gain in the ultimate analysis. Restructuring the industrial relations in work area is the key for improving the quality of product and the price of the stock. Without creating supportive environment in restructured environment, higher quality of work cannot be extracted. It is already high time the older theories of industrial relations should be unlearnt.

3.5.3 QUALITY OF WORK LIFE THE HUMAN IMPLICATIONSOne cannot do right in one area of life whilst he is occupied in doing wrong in another. Life is one invisible whole Mahatma Gandhi

How true and difficult is to paraphrase the profound truth contained in the words of one of the greatest human beings of the modern world. The harsh reality of modern life is that Quality of Work Life (QWL) has taken a beating because most of us are working harder than ever. On average people in the developed countries spend an astonishing 14 to 15 hours a day against the accepted 8 to 9 hours. What is very disturbing is that the trend is on the rise. Burn out; stress leading to health hazards is the natural offshoot. The concept of lifetime employment or job security through hard work has been on a decline since more and more people are on short-term contracts and lack security of long-term employment.

Although traditional work structures seem to be dissolving, this hasnt necessarily resulted in more flexibility for the workers. Employers, by and large, are still reluctant to absorb employees on a permanent basis before they have proved their worth. The psychological pressure on the employee is tremendous and their lives are characterized by a pronounced conflict between professional and private lives. Lesser employees doing greater work make the work monotonous and grueling for the employee. The implication of all this is that it leaves the worker with less and less time for interests, family and leisure time in general.

It is not uncommon to see people who aspire to have work and personal life in synchronization. The work life balance has become the buzzword for the present generation. Thus in an ideal world, most people would like their output assessed by the results they achieve at work and not by the hours they spend slaying away at their desk. Thus, in turn, would leave them free to pursue their personal interests outside work. Only a handful of employees have understood this intrinsic desire of employees and have turned it into a competitive advantage. Occupational Psychology assumes a key role as it contributes to work models but also with the thorough study of factors underlying the work/life balance.

The study of work and family life is a relatively recent field. They argue out a case for alternative work models.

Workplace flexibility is increasingly becoming important both for the employers as well as the employees. A good fit between peoples personal and work roles can go a long way in resolving conflicts. In fact researchers claim that by helping to manage employees work/life conflicts the company actually increases psychological availability for work of an employee. This is at least true of some learning organizations that are open to such novel HR practices. They look at flexible work arrangements as an opportunity for more efficient recruitment, decrease in staff turnover and absenteeism. Very importantly it helps them to project an improved corporate image.

Occupational psychology conducted in UK points out that managers feel to be working unjustifiably long hours and to be pushing their staff too hard. Only a relatively small percentage felt reasonably sure that they have indicated their preference for more flexible working hours. Nearly half perceived increased difficulties in balancing their work and personal life and well over half said pressure to perform at work left them less and less time for their personal life, making them feel that they are missing out.

The analysis of this research data was descriptive and no attempts were made to analyze any traits underlying the work/life balance. There are two important issues to be looked into

They are:

1. Two distinct factors underlying the work/life balance. One is related to the general status quo of the workplace and the other one to attitudes held by the individual.

2. That these factors would correlate with other variables, such as commitment, gender or age.

It is instinctive human desire to secure oneself in material comforts in the early phase of life to enjoy good quality of life at a later point in the life span. The point that many do not realize is that life is not so compartmentalized that one can do the activities in a sequential order one after the other. Life is a bundle that contains all the strands together and hence the need to balance work life and other related issues. There is nothing wrong in having career ambitions. We all have a deep human hunger to create something great through the work we do and shine in our chosen profession.

One important dimension is the relationship balance. Many of us rationalize by rationing quality time for the family. Fact of the matter is that we tend to perceive that the time spent with family should be qualitatively superior and quantity doesnt matter. One must go the extra mile and ensure that the right quantity of time is provided for the bonds of trust and love to grow. Children, in particular, believe that the more time you spend with them reflects how much you love them. It is said laughter is the shortest distance between two people. The Relationship Balance creates a sense of fulfillment and the synergy spill over positively in all of the other areas of your life. The warmth and love on the home front enables a person to focus intensively and concentrate fully on the professional work and achieve high degree of success. The other important dimension is career balance. Einstein once said that one should be a person of value rather than a person of success. There is a natural human urge in most of us to have deep sense of fulfillment through our work lie. Our personal life will be very dull and boring if work life isnt exciting and doesnt offer scope to bring out the dormant talent in us. The urge to do some commercial activity by creative methods to succeed in the market place and obtain monetary as well social rewards is inherent in all human beings.

The point of wisdom is simply this: Do not trade-off the pleasure of living for the sake of achievement. Instead, joyfully achieve. Balance your commitment to being the best you can be at work with a deep commitment to being a great family person and loving friend. Understand that without balance in every core area of your life, youll never find lasting happiness and a sense that you have lived well.

3.5.4 THE HUMAN FACTOR IN REWARDING EMPLOYEES

Seldom have we come across individual who does not respond to appreciation. In fact, we consider such people as aberrations. Yet, how many of the managers are sensitive to this issue? Their number is hardly encouraging. Most of them do not consider it to be a major part of their job today. The work schedules have become stiff with the increasing demands on productivity and employees are expected to act in a manner that benefits the company. Resources are thin, budgets tight and in this training is the first casualty. This implies that an employee has to look within, rather than look up to the organization to enhance his/her skills.

The business environment today is characterised by speed and technology. Personal interface by the managers has been replaced by computer interface. The minimum personal interaction that a manager has with an employee is devoted to finding out the business details, and there is hardly any room left for the manager to find out whether an employee has done an exceptionally good job while carrying out his task. The blessings of technology are a mixed bag.

In his book, Mega Trends, John Anisette gives an excellent account of the changing work environment. He says that our work environments become more and more technical; there will be a greater employee need to become more personal and humane. He calls this phenomenon high-tech/high-touch. The irony is that all this is happening at a time when the aspiration of the employees is to have a greater meaning in their lives, particularly in the context of their job.

The paradox of the situation is that what motivates people most takes so relatively little to do-just a little time and thoughtfulness for fresher. In a recent research study of 1500 employees conducted by Dr. Gerald Graham, personal congratulations by managers of employees who do a good job were ranked first among 67 potential incentives evaluated. Second on the list was a personal note for good performance written by the manager?

Eve information can be rewarding. Numerous studies indicate that open communication was ranked as the most important reason that the employees reported for staying with their present jobs. Everyone wants to know whats going on?- Especially, as it affects them, and merely telling them is motivating. When we ponder over this aspect, the question that arises is whether is it really that difficult to tell people that?

When it comes to rewards, most managers perceive that the only thing that motivates their employees is money and more money. While money can be a significant way of letting employees know their worth to the organization,

It may not always be the sole sustaining motivational factor to most individuals. In other words, money is important enough, and yet, may not be the all or end all of employee motivation. More often than not, non-pecuniary factors may equally motivate employees to do their best on the job.

The most limiting reason for money to be a motivator is that in most organizations, performance reviews and corresponding salary increases occur only once in a year. To motivate employees, performance need to reward the achievements and progress made towards the goals by employees more frequently. Regular reward-not necessarily monetary-needs to take place on almost daily basis.

The intangibles matter a great deal to an employee. It may be small yet significant for the workers that they are being appreciated for the work theyve done, being kept informed about things that affect them and have a sympathetic manger who takes time to listen. None of these intangibles are very costly, but they all do take the time and thoughtfulness of a manger that tends to be caring. By being a little creative, a manager can find out what specifically motivates his/her employees and ignites the spark in them. His/her job is to make those things happen. When one of the employees has put in extra effort on a key project or achieved a goal that has been mutually set, he/she should recognise the achievement fittingly in a unique and memorable way. Managers will find that the more creative and unique they are with the reward, the more fun it will be for both of them. The examples can be only limited by the managers imagination. It could be sending a birthday gift to the employees beloved daughter to footing the bill of the family dinner. The manager can grant employees, who have performed exceptionally well, a pass for three-day weekend.

Recognition and rewards can be very powerful motivational tools. It is quite intriguing to realise that a simple and sincere recognition with minimum cost, paperwork and administration can impact employees in a profound way. At Walt Disney, one of the companys 180 recognition programs is called The Spirit of Fred Award, named after an employee named Fred. When Fred first went from an hourly to a salaried position, five people taught him the values necessary for success at Disney. This help inspired the award, in which the name Fred became an acronym for friendly, resourceful, enthusiastic and dependable. First given as a lark, the award has come to be highly coveted in the organization.

Rewarding employees for exceptional work theyve done is critical to keep them motivated enough to continue their best. Although money is important, a manager can obtain better employee performance by using personal, creative and amusing forms of recognition.3.6 WORK LIFE BALANCE:3.6.1 BALANCING THE WORK AND LIFE OF YOUR EMPLOYEESResearches indicate that balanced work-life can lead to greater employee productivity. With the progressive shift of the economy towards a knowledge economy, the meaning and Importance of tile quality of work life is also assuming a new significance. The article details the factor$ that should be tuned to attain balance between work and life of an employee.

You must have both love and work in your life to make you healthy. Don't you agree? Well, this is what Sigmund Freud had said decades ago for healthy workers. Family is an essential ingredient for the love that exists in the life of the employees. But are the corporate structuring the work patterns so as to ensure the necessary balances? Are the corporate providing opportunities to their employees to spend quality time in their personal lives? Many researchers indicate that maintaining a good balance in work and life has become a priority for the corporate in the developed nations.

At the dawn of industrialization, the needs and priorities of employees were at the lower end of Maslows need hierarchy pyramid. The priority was given more to physical and material security. However, with rapid cultural and economic developments, the priorities outside job became very different. Employees started looking for higher and meaningful quality of life as a result of the outcomes of their work. After all, what are they working for? A good happy and a decent life.

With the increasing shift of the economy towards knowledge economy, the meaning and importance of the quality of work life is also assuming a new significance. Today, the connotation of the term 'work' has also become different. It has more to do with the intellectual exercise than physical labor. As a result, the corporate need to streamline and restructure their work schedules in order to bring about a balance in work life of their employees. Understanding and managing the levels and complexities of diverse motivational needs is another area, which requires careful attention from the corporate to bring about work-life balance.

Shifts in Societal Patterns

Gone are the days of joint families where you had to care for elders and them, in turn, had to nurture your emotions? Today's nuclear families with both the partners working have created new dynamics that has become emotionally demanding to the employees. Financial and social obligations have assumed a different level of significance today. Not only this, the needs of organizations today have also changed. Money is getting accumulated in tiny pockets, among those sections of people who possess the most wanted knowledge. And these so-called knowledge workers are the ones who are in acute need to balancing their work and life.

Technological Breakthroughs

Tremendous progress in the fields of information technology and communication system has changed our worldview. At the same time, it demands more from todays employees. Strict deadlines, tighter schedules and ever-escalating corporate targets are the natural outcome of it.New Horizon of ExpectationsDue to the above reasons there has been a total shift in the level of expectations for todays employees. In fact, in the book Geeks and Geezers, Thomas and Bennie explain how attitudes towards work and life balance vary from generation to generation. Baby boomers are no longer ready to give their lives to the company they work for. Whereas the Generation Xs and Ys are more committed to meet the demands of both work and family life. In turn, they seek a newly defined and restructured way of getting jobs assigned to them.

Researchers have pointed out that a balance between work and life is maintained when there is no conflict between work and family demands. Though this seems to be idealistic situation, what the corporate need to remember is that the conflicts should not reach unacceptable levels where it would tend to affect the productivity of the employee. According to 1998 America @ Work (SM) study conducted by Aon Consulting Worldwide Inc., an HR consulting firm based in Chicago, the employees of today put their commitment to organizations they work for only if the management recognizes the importance of their personal and family life.

Striking a balance between work and life is as difficult for the corporate as it is for the employees. However, the onus of maintaining this is more on the corporate because, as pointed out by the famous Hawthorne Experiment, the world of individuals primarily centers on their place of work. So a careful perusal of the working patterns and scheduling of jobs will be one of the first steps in designing work schedule that can balance life and work. The HR managers, along with the functional heads and line mangers, should try to bring in flexibility to the working patterns within the organizations. A tradeoff between organizational needs and personal needs of the employees has to be worked out. Following are some of the ways in which it can be done. Though this is in no way an exhaustive list, yet it does provide a starting point for corporate to develop flexible work schedules that can balance work and life.

Creating Institutional Support Mechanisms

The first and the foremost requirement are to create conditions that will provide organizational support towards maintaining the flexibility of work and life of the employees. These entail the propagation of the culture of work

Flexibility, HR policies and other organizational regulations that allow the employees to maintain a good mix of personal lives with their career.

There is a need to clearly chalk out the connection between maintaining this flexibility and the corporate objectives. For instance, managers at Eli Lilly begin their job in the company with a clear understanding of what the company expects. They undergo a weeklong program, called Supervisor School that blends the business case for work life initiatives. Thus, the management ensures that the flexibility in work is linked with the objectives of the organization. But this is not enough. What is needed is to ensure and communicate the support of the senior management. The top management of the company must clearly communicate its eagerness and willingness to restructure the work schedules in such a manner that it can balance the work and life of the employees. This will require clear articulation from the company that it values the personal lives of its employees. The employees must understand that their organization also keeps in mind the value of their life and personal relationship. Such articulation can be done through the companys vision and mission statements.Providing Managerial Support

Only lip service towards work life balance will not suffice. Organizations must make sure that there are proper organizational systems of work design that allows employees to have flexible time. This may even require a new look towards HR manual, which the organization may have.

It is also necessary to evaluate such systems of flexibility from time to time. Otherwise, stagnancy will creep into the work schedules, which might create new dimensions of the problem in the work life patterns. To keep pace with the changing patterns of work and life of employees, the organizations can arrange special training programs that will inform the employees about the new working trends. This can be done through sharing successful models of work schedules and real life case studies.

Practicing What You Preach

Above all, the organizations need to execute their flexible work schedules. Flexible work patterns must become a part of organizational initiatives. This will require the creation of a networked environment that can provide a back up system to support work relationship. Essentially this will require employees to become cross functional, so that a temporary emergency or a shortfall in one department can be met by other departments. Thus, the role of HR department needs to be revisited and made more expansive and supportive towards organizational and individual needs.

Sustain ItOnce the organization follows and internalizes the practice of flexible work schedules for its employees, it is very necessary that it sustains it over a long period of time. Such sustainability can e brought about by clear demarcations of accountability and means to measure it. In other words, the focus and purpose of creating balanced work life should be maintained at any cost. This will also call for review and evaluation of the current work environment and make modifications in the schedules accordingly.

Several researchers have shown that a balanced work-life creates greater employee productivity. What important is the long-term and not the short-term, which seems to become the focus of many organizations. So, though it may apparently seem that employees are having more leisure, the effect of a balanced work-life will show up positively in the bottom line of the company.

3.6.2 BENEFITS OF IMPROVING WORK-LIFE BALANCEAiding employee recruitment and retention1. More employees may stay on in a job, return after a break or take a job with one Company over another if they can match their other needs better with those of their paid work.2. This results in savings for the employer avoiding the cost of losing an experienced Worker and recruiting someone new.3. Employers who support their staff in this way often gain the bonus of loyalty from those staff.4. The British Work-Life Balance Study 2000, including a representative survey of 2500 Workplaces, found that 58 per cent of employers thought that work-life balance practices had improved staff motivation and commitment, and 52 per cent thought labor turnover and absenteeism were lower, and that they helped retain female employees. The Australian 2002 Benchmarking Study found that organizations implementing work-life strategies and evaluating them observed reduced turnover, absenteeism, and increased return from parental leave. Reducing absenteeism1.Many companies that have introduced family-friendly or flexible working practices have seen benefits through reductions in absenteeism. Sickness rates may fall as pressures are managed better, while employees may have better methods of dealing with work-life conflicts than taking unplanned leave.2.Workers (including their managers) who are healthy and not over-stressed may be more efficient.

Improving the quality of people's working lives1. Minimizing work-life role conflict can help prevent role overload and help people have a more satisfying working life, fulfilling their potential both in paid work and outside it.2. Work life balance can minimize stress and fatigue at work, enabling people to have Safer and healthier working lives. Workplace stress and fatigue can contribute to injuries at work and at home. 3. Self-employed people control their own work time to some extent. Most existing Information on work-life balance is targeted at those in employment relationships. However, the self-employed too may benefit from maintaining healthy work habits and developing strategies to manage work-flows which enable them to balance work with other roles in their lives.Matching people who wouldnt otherwise work with jobs1. Parents and careers, people with disabilities and those nearing retirement are among those who may increase their workforce participation if more flexible work arrangements are possible. Employment has positive individual and social benefits beyond the financial rewards.2. Employers may also benefit from a wider pool of talent to draw from this is Particularly to their benefit when skill shortages exist.

3. The Baseline Study of Work-Life Balance Practices in Great Britain found that there Was strong demand amongst lone parents, careers and disabled people for flexible working time arrangements? Benefiting families and communities1. In a situation of conflict between work and family, one or other suffers. Overseas Studies have found that family life can interfere with paid work, and the reverse. At the extreme, if family life suffers this may have wider social costs.2. Involvement in community, cultural, sporting or other activities can be a benefit to Community and civil society at large. Like Voluntary participation in school boards of trustees can contribute to the quality of our children's education. While such activities are not the responsibility of individual employers, they may choose to support them.

The benefits gained by organizations who have introduced flexible employment practices include: - An edge over rivals in recruiting the best people; - Lower staff turnover; - Improved reputation and corporate image; - Increased numbers returning to work after maternity leave; - A wider pool of talent from which to promote; - Flexibility to meet emergencies, crises or unpredictable demand; - Tasks organized around work rather than work around rigid job definitions

and processes;- Strengthened loyalty; - A more satisfied, happier team;- Reduced stress levels;- Less sickness and unscheduled absence;- Improved time keeping;- Better return on investment in training.

3.7QWL THROUGH EMPLOYEE INVOLVEMENT (EI)

One of the most common methods used to create QWL is employee involvement. Employee involvement (EI) consists of a variety of systematic methods that empower employees to participate in the decisions that affect them and their relationship with the organization. Through (EI), employees feel a sense of responsibility, even ownership of decisions in which they participate. To be successful, however, EI must be more than just a systematic approach; it must become part of the organizations culture by being part of managements philosophy. Some companies have had this philosophy ingrained in their corporate structure for decades; Hewlett-Packard, IBM, General Motors, Ford, etc.

Pygmalion Effect

The implications for managers and human resource specialists are to create an organizational culture that truly treats people as though they are experts at their jobs and empowers them to use that expertise.

When management does this, a Pygmalion effect may result, which occurs when people live up to the high expectations that others have of them.

If management further assumes that people want to contribute and seek ways to tap that contribution, better decisions, improved productivity and a higher QWL are likely. To become the preferred employer of personnel by offering highest quality of work life in the industry.

To be most outstanding supplier by meeting customer satisfaction. To be first place among locations in the company in earnings per employee ratio in the industry during the present decade.

To achieve at least 10% growth every year in turn over, profits and value addition.3.8 POLICIES AND PRACTICES OF WORK LIFE BALANCE Universally adopted policies and practices of work life balance

1. Part Time Working

Usually defined as less than 30 hours per week. Hours may be worked over any number of days.

TABLE 3.1

PRIVATEBenefitsPoints to consider

allows cover for busy periodspart-time working regulations extend the rights of part-time workers more in line with those of full time staff

popular option for women returning from maternity leavecan increase overall staff numbers and therefore training costs and fixed overheads

negative associations with low pay/low status

2. Flexi-time Workers choose the hours they work within defined limits. Usually there are set 'core' times for attendance and controls over the maximum credit or debit hours which can be built up and carried over a period of time. TABLE 3.2 Benefits Points to consider

can help with travel difficulties needs to be well

organized/managed

can help reduce absence requires a degree of self

management

enables company to extend the hours when a service can be provided

working times can be adjusted to meet peaks/troughs

improved time keeping

3. Annualized HoursAgreed weekly hours are replaced by an annual hours arrangement and a forward working pattern of roistered and reserve hours. By agreement, reserve hours may be triggered at short notice. Pay is usually set at a regular, guaranteed monthly sum. TABLE 3.3PRIVATEBenefitsPoints to consider

1increases flexibility to handle seasonal fluctuations in demandadministratively complex to design and operate

2allows parents and careers to arrange their working hours around term time/school holidaysimplications of national minimum wage legislation

3allows parents and careers to take advantage of off peak holidays

4. Term Time Working

An arrangement in which reduced hours or time off is agreed for school holidays.

TABLE 3.4

PRIVATEBenefitsPoints to consider

1helps recruit and retain employees with school age childrenabsence during prime holiday time may make it difficult to arrange cover

5. Flexible Roistering Arrangements which allow employees to schedule their working times and patterns to match predicted staffing level needs over a set period. Hours earned or owed may be stored in a 'time bank'.

TABLE 3.5

PRIVATEBenefitsPoints to consider

1reduces absenteeismrequires central administration

2reduces time taken off for sicknessvoluntary co-operation essential

3increases flexibility to meet workload peaks and troughsImplications of national minimum wage legislation.

4Individual choice increases motivation implications of working time regulations

6. Shift Swap

Simple working arrangements which allow employees to cover for colleagues and to take time off without using up holiday allowance. TABLE 3.6PRIVATEBenefitsPoints to consider

1reduces absenteeismrequires central administration

2reduces time taken off for sickness

7. Voluntarily Reduced Work Time Often referred to as 'V-Time'. Employees trade pay for time over an agreed period with an option to return to full time afterwards.

TABLE 3.7 PRIVATEBenefits

1can help retain staff faced with a difficult personal situation or medium term domestic emergency

8. Tele-working or Flexi place An arrangement in which employees work from home or an external location and may communicate via a computer link.

TABLE 3.8

PRIVATEBenefitsPoints to consider

1reduces overheads issues of supervision

2better retention of staff with caring responsibilities issues of communication

3higher productivity requires self management

4increases pool of potential recruits implications of national minimum wage legislation

9. Job Share

Two, or more, people divide responsibility for one full time job.

TABLE 3.9

PRIVATEBenefitsPoints to consider

1`adds to the expertise available may add to management responsibilities

2improves information sharing and joint workingincreases training/fixed costs

3can sustain higher productivity over a shorter working weekrequires good communication between sharers and their managers

10. Career Break

An extended period of paid, or more commonly, unpaid time off with an agreement of a job on return. Return to work may be phased.

TABLE 3.10

PRIVATEBenefitsPoints to consider

1helps retain staff who are careersjob cover may need to be planned

2increases return to work after maternity leaveskills may decline during absence

3experience may be enhanced during the breakextra effort needed to keep in touch and up to date

11. Family Leave

Arrangements which support new parents through enhanced maternity leave allowance, paternity leave, adoption leave, family emergency. May include time off for moving home, family marriage, and bereavement.TABLE 3.11PRIVATEBenefitsPoints to consider

1helps recruitment and retention of key employeesarrangements must take account of rights to parental leave

2increases loyalty

12. Workplace Childcare Facilities Arrangements which may include on site nursery, out of school 'club', or holiday play scheme offering places to employees. Baby feeding/changing stations may be provided.

TABLE 3.12

PRIVATEBenefitsPoints to consider

1can utilize redundant premisesa viable option only for large organizations or as part of a partnership

2can simplify the journey to childcare/work many employees pre