Directorate of distance education master of business administration

Evolution of QWL: Studies related to QWL started in the 1950’s 
and evolved through different stages. Eric Trist and his collaborators 
from Tavistok Institute, London is pointed as the precursors to research 
on Quality of Working Life. In that decade, they had initiated a series 
of studies that gave origin to a social-technique approach related to 
work organization. There was a concern with worker satisfaction and 
welfare. However, only in the 1960’s the movement was developed. 
There was a consciousness about the importance of trying better ways 
to organize the work, with the objective of minimizing negative effects 
of jobs over the worker. The first movement phase was extended until 
1974 – in the USA - when there was an interest fall by QWL in function 
of economic questions - energy crisis and increasing inflation. The 
survival needs of companies made employees’ interests move away 
from QWL. 
After 1979 the concern with QWL resurged mainly because 
of the loss of American industries’ competitiveness before their 
Japanese competitors. This loss of competitiveness led to the inquiry 
of the management styles practiced in other countries and to relate 
the programs of productivity to the efforts with the improvement of 
the QWL. The term QWL contemplates aspects analyzed previously as 
motivation, satisfaction, work conditions, styles of leadership, amongst 
others. Related to these aspects, the stack of factors that constitute in 
positive and negatives points of the work is ample. There are concepts 
diversifications about QWL. Reviewing a conceptual panorama over 
QWL, it is found to refer to the favourableness or otherwise of a job 
environment for people. The basic purpose is to develop jobs that 
are excellent for people as well as for production. QWL is a process 
by which an organization attempts to unlock the creative potential 
of its people by involving them in decisions affecting their work and 
personal lives.
Analyzing the conceptualizations of the main authors who 
investigated the theme, it is possible to identify three main groups that 
had developed common basic points in its statements of QWL. The 
common conceptions were: 

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1.  Emphasis on well-being and worker satisfaction, concomitant 
with the concern with the productivity increase, effectiveness 
and the organizational effectiveness   
2.  Valuation of workers’ participation in decision making process, 
at work and questions related to the reformulation of positions 
3.  Emphasis on humanist perspective to think on the people, their 
work and the organization.
QWL is also referred to as an important Organization 
Development (OD) intervention technique to be used along with 
other techniques like team building, process consultation and role 
analysis technique. QWL as an OD technique is designed to improve 
organizational functioning by helping to humanizing the workplace, 
making it more democratic and involving employees in making 
decisions affecting them. The conditions that contribute to motivation 
such as equitable salaries, activities such as job enrichment and job 
rotation would also contribute QWL. Thus, QWL clearly exhibits 
features that have also been associated with the very basic objectives 
of Human Resources Management, Employee Relations and Labour 
Welfare.  
Jurisdiction of QWL initiatives includes task-related issues, 
management-employee communication, team working, work 
restructuring, redesigning of compensation and benefits, and workers’ 
active participation in management. The underlying importance of 
QWL of human capital, lies in the fact that most people who work for 
a living are spending a significant amount of their waking hours at the 
workplace executing the requirements, duties and functions of their 
job and that their satisfactions and dissatisfactions at workplace are 
carried over to home as well. By improving the QWL, the workers feel 
better about themselves when they are working in a plant. 
In the middle phases of the QWL debate in the 1970s, the 
idea was put forth that greater individual control over work, through 
genuine participatory decision making, would have positive outcomes 
for employees and employers alike. By the early 1980s, such advocates 
of worker involvement and labor-management cooperation identified 
increased participation with workplace empowerment. In the past, 
management assumed an attitude of passivity when solving their 

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subordinates’ problems. But when employees are encouraged to solve 
their own problems using the managers as resources, a sea change is 
certainly at hand. On the employee side, the act of taking on power 
and responsibility is equally momentous” 
QWL is a term that has been used liberally over the years, to 
describe everything from flexi time to self-directed work teams. QWL 
is designed in many organizations to be joint union-management 
programs to improve organizational effectiveness and productivity 
as well as working conditions. A network of labour-management 
committees, ably led by a steering committee, usually guides these 
efforts. QWL programs in these firms are wider in scope than Quality 
Circles and they often involve redesigning or “broad-banding” jobs 
and/or changing the work processes. The aim of the programs is 
workplace wellness among employees, organizational health and 
stability, and high performance work organizations. 
Introduction of the principles of QWL in many organizations 
have resulted in efforts towards humanizing the workplace by 
improving the cleanliness of the environment, betterment of lighting, 
temperature, ventilation, control of noise and dust and the use of the 
knowledge of ergonomics in designing tools, machines and furniture 
used during work. In effect, QWL resulted in the prevention, control 
and alleviation of occupational diseases, accidents, grievances, unrest 
and mal-adaptive behavior of workers which included alcohol and 
substance abuse, sexual promiscuity, gambling, indebtedness and 
various forms of criminal behavior. 
QWL initiatives may also be linked with collective bargaining 
issues and thus provide for the involvement of employee unions in 
its steps.  In many cases, QWL initiatives have met with considerable 
opposition from workers and their unions because of the perception 
that QWL is a means of marginalizing the union’s role with its emphasis 
on individual motivation, problem solving and informal systems of