Dimensions of Quality of Work Life in in

IRJMST Vol 6 Issue 5 [Year 2015] ISSN 2250 – 1959 (0nline) 2348 – 9367 (Print)
Dimensions of Quality of Work Life in India- An Analytical Review
Dr. Kritika
Post Doctoral Fellow, Department of Commerce,
Maharshi Dayanand University, Rohtak
Abstract
Quality of Work Life (QWL) is concerned with overall climate of work situation and it refers to
favourableness or unfavourableness of a work environment. A favourable work environment results
in better quality of work life and vice-versa. Improving quality of work life is central to organizations
seeking to stay competitive. The present study contains an exhaustive review of the existing
literature available on the subject. The studies have been presented in chronological order so that
the latest studies are presented first followed by the subsequent studies.
Key words: Quality of Work Life, Employees, Dimensions
Conceptual Framework
Quality of work life depends upon the physical and psychological environment in which the man is
required to work. To ensure QWL we require brightness both physical and mental. In bright
environment human being will become active. Position frame of mind is the outcome of a bright
environment. In a comfortable atmosphere with proper temperature and humidity, with no dust and
no noise, a safe and easy work spot, they can concentrate their minds on their jobs without paying
attention to other items. This will lead to good results in everything. Quality of Work Life denotes
all the organizational inputs which aim at the employee‟s satisfaction and enhancing organizational
effectiveness.
Literature Reviewed
Bolhari, Razaeean and Bolhari et.al (2012) discussed a range of correlation such as those between
gender and quality of work life, age and quality of work life, work experience and quality of work
life and income and quality of work life.
Malik, Ghafoor and Naseer (2011) conceptualized that motivational factors affect organizational
effectiveness. They conducted a study in four cities of Pakistan: Islamabad, Lahore, Gujranwala, and
Faisalabad. The research was conducted among 103 respondents. The results showed that there is a
significant relationship among all these factors i.e. employee‟s performance and motivation toward
organizational effectiveness. The results suggested that increased employee‟s performance accelerate
organizational effectiveness. The findings showed that the effective organizational environment
promotes the effectiveness of the organization.
Porkiani et. al (2011) suggested that Quality of work life (QWL) includes working environment,
management attitudes towards pollution and safety, consideration of work, emotional state, social
relationship, physical state, learning and improvement, self-realization, safety and work
environment. They studied the relationship between the quality of work life and employees‟
aggression. This research was carried out using correlation method in statistical universe of
employees working in Kerman Bahonar Copper and Sarcheshmeh Copper Industries (approximately
International Research Journal of Management Science & Technology

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5190 employees in 2007); the sample volume was 384 people. To gather and collect information,
two closed-ended questionnaires of “quality of work life and aggression” were used. Data was
analyzed using Kendal‟s Tau b Tests, Spearman Correlation Test and linear logarithm by means of
SPSS Software. Results revealed that there is a relationship between quality of work life
(components of job security, justice and equality, received salaries and allowances, skills
improvement field and opportunity and employees‟ participation in decision making) and aggression.
Gender, age, education level, marital status, working record, employment status and job title are of
those intermediate variables that were studied in relation to the research main variables. Statistical
results showed that two variables of quality of working life and aggression are independent
concerning sex, marital status, age, education level, working record and employment status and are
related regarding job title. Research results and findings revealed that generally there is a relationship
between level of employees‟ work life quality and their aggression.
Razaq (2011) provides factors through which employee‟s performance can be increased to achieve
organizational goals and objectives. Conceptual work was conducted to investigate the research
problem. The nature of the study was conceptualized. They concluded the influence of CSR, Quality
of work life and organization structure on employee performance.
Tabassum, Rahman and Jahan (2011) conducted a study between the employees of the local
private and foreign commercial banks through quantitative survey on 50 local and 50 foreign bank‟s
employees in Bangladesh and identified factors of Quality of Work Life. These factors are adequate
and fair compensation, work and total life space, opportunity to develop human capacities, flexible
work schedule and job assignment, and employee relations. The study revealed that a significant
difference exists between the local private and foreign commercial bank‟s employees perception over
Quality of Work Life. This study provides valuable implications for the banks that have growing
interest in ensuring Quality of Work Life for attracting and retaining quality human resources. The
study revealed significant differences in overall Quality of Work Life. and the determinants of
Quality of Work Life i.e. compensation, work and life space, development of human capacities, safe
& healthy working environment, flexibility in work schedule and job assignment, and employee
relations. So the local private commercial banks should try to eliminate these differences to improve
the overall Quality of Work Life among the employees.
Adhikari and Gautam (2010) examined expectations of union leaders on different aspects of
Quality of Work Life. They concluded that how far Nepalese firms are complying quality of work
life (QWL) provisions of the labor laws.
Ali et. al (2010) concluded that different variables can be used to analyze the effect on employee‟s
commitment and performance.
Lasrado and Bagchi (2010) found that there is a difference in the perception of Quality of Work
Life (QWL) amongst male /female and between national and expatriate work-forces. The purpose of
this study was to examine the association between the ICT‟s adoption of Quality of Work Life
(QWL) of academic administrative staff. They used a questionnaire based quantitative approach for
the attainment of objective. Data is collected through questionnaire from users of ICT in academic
administrative staff within UAE Universities. They adopted a particular research design for the
study. They divided research design into five distinct phases. The first phase is literature review and
Research Question (RQ). In second phase, they designed survey instrument. In third phase, they
implemented pilot survey. In fourth phase, they implemented survey and analysed data to establish
association between ICT usage and Quality of Work Life (QWL). The last phase is case study to
validate the findings. Simple regression analysis, paired t-test and factor analysis were used. They
found a positive relationship between variables ICT (independent) and Quality of Work Life

(dependent). They used a new approach- Kano customer satisfaction model for identification of
specific job satisfaction items. They found that more usage of ICTs has a positive impact on Quality
of Work Life. More use of and dependence on ICTs has reduced face to face communication. They
revealed that there is significant difference between male and female perceptions of Quality of Work
Life. They revealed that there is no significant difference between Expat and Arab national groups.
They explored various factors of Quality of Work Life. These factors are Variety of Tasks,
Challenge in the Job, Amount of Autonomy, Financial rewards, Promotion, Advancement
opportunities, quality of supervision, co-worker relations, work load, job security, meaningfulness of
tasks, growth and development opportunities, work life balance( WLB) , support from co-worker,
layers in the management structure, meaningfulness of tasks, growth and development opportunities,
work life balance( WLB) , support from co-worker, layers in the management structure, interesting
work, self managing teams in the workplace, pressure on staff, independence, flexible work
Sharma and Sharma (2010) explored a scale for assessing employees‟ perception on Quality of
work life. They studied the issue of Quality of Work Life of the employees of two organizations.
These organizations were Haryana Vidyut Prasaran Nigam Limited and Haryana Power Generation
Corporation Limited. The result showed various factors of Quality of Work Life. These factors were
organizational perspectives (OP), satisfaction dimension (SD), motivation dimensions (MD),
environmental dimensions (ED), Consciousness and dedication (C & D) and miscellaneous factors.
They concluded that the most important factor of Quality of Work Life was employees‟ satisfaction
(SD).
Shankar and Bhatnagar (2010) identified model on Work-Life Balance construct and its
relationship with other variables such as employee engagement, emotional consonance/dissonance
and turnover intention.
Vanmathy and Mehta (2010) conducted a research study on perceptions of Quality of work life of
sales executives in pharmaceuticals, banking, finance and insurance sectors. They stated that sales
people are aware about their job requirements. They found that sales people had an average
perception on their quality of working life.
Saeedeh Jadid Tavaf (2010) reviewed the key factors in quality of work life are: Need satisfaction
based on Supervisory behaviour, Need Satisfaction based on Work environment, Need Satisfaction
based on Ancillary Programmes, Organizational Commitment.
Subrahmanian and Anjani (2010) reviewed the meaning of Quality of Work Life and analyzed the
factors of Quality of Work Life. The study was conducted in Textile & Engineering employees in
Coimbatore district of Tamil Nadu. The sample included 500 employees. The sampling technique
was non probability, proportionate quota sampling. They analysed association between nature of
industry and satisfaction regarding different constructs of Quality of Work Life. The result showed
that there is a significant association between nature of industry and nature of job, pay and
compensation, development and encouragement, workers participation in management, steps taken
by management for the reduction of occupational stress, alternative work schedules, and grievance
procedure.
Cascio and Nambudiri (2010) highlighted seven dimensions for increasing Quality of Work Life.
These dimensions are employment security; selective hiring; self-managed teams and
decentralization, high compensation, extensive training, reduced differences in status and sharing of
information.

Ghalawat and Dahiya (2010) conducted a study on work life balance and organization practices in
selected banks in Sirsa.
George Mason University (GMU) (2009) conducted a survey by Quality of work life Task force in
April, 2009. In survey, they contacted to 5,518 employees across eight job categories on each of the
three campuses and the Loudon location at George Mason. Employees were contacted through web.
But 84 paper surveys were collected from employees who don‟t have regular access to computers at
work. They conducted survey for administrative faculty, classified staff and tenure-track faculty.
They identified relevant factors of Quality of work life. These factors are General Job Attributes and
Satisfaction and Stress Items. General Job Attributes include Satisfaction, Organizational Support
and Commitment. Satisfaction and Stress Items include Job Category Comparisons, Campus
Considerations, Work Family Culture (WFC), Sources of Satisfaction, and Sources of Stress.
Rossi, Quick, Perrewe (2009) reviewed the meaning of QWL, analyses constructs of QWL based
on models and past research from the perspective of IT professionals in India.
Global innovative Index (2008-09) highlighted the significance of investment in human capital and
infrastructural facilities in India for accelerating industrial growth.
Dhar (2008) investigated factors of quality of work life. He found causes of road accident of bus
drivers. He conducted a qualitative study. He selected fifteen bus drivers from four different Pune
Municipal Corporation bus depots, India for this purpose. He provided an in-depth look into the
working lives of bus drivers in the Pune Municipal Corporation, India. He demonstrated that
initiatives should be given to bus drivers at regular intervals.
Stang (2008) reviewed that there was a perceived status difference in the research conducted at the
center. Participants appeared to value clinical research (patient interests) over the QWL research
(their own interests). Consistent with this perceived status difference, participants' perceptions and
descriptions of research were framed in the context of clinical research.
Rethinam and Ismail (2008) reviewed the meaning of QWL, analyses constructs of QWL based
on models and past research from the perspective of IT professionals in many countries and in
Malaysia. They identified relevant factors of Quality of work life. These factors are Health and well
being, job security, job satisfaction, competence building and work life balance
Zungu (2007) described the association between quality of work life among domestic workers in
South Africa and various factors like the socio-demographic data for these workers. The analysis
revealed that there is a negative relationship between the nature of labour and quality of work life.
Ballou and Godwin (2007) highlighted that creating high Quality of Work Life enhances the value
of an organization. Emphasis on non-economic aspects such as Nature of Job, Worker Participation
in Management can help in identifying the source the problems of employees which in turn
contribute to better productivity.
In his submission, Matanmi (2007) concluded that employment relationships in Nigeria‟s complex
organizations will endure, particularly when such relationships are founded on some parameters
which includes: equity and fairness, humanistic working conditions and environment, a prevalent
employment practice in the work organizations that are primarily targeted at the attainment of
Quality of Work Life, the embrace of flexibility in collective relations such as the choice of more
deregulated / decentralized structures of workplace management, a faithful attention by operators and
managers of formal work organizations to the work organizational factors.

Worrall and Copper (2006) highlighted that a low level of well being at work is estimated to cost
about 5 to 10 percent of Gross National Product (GNP) per annum, yet Quality of Work Life as
theoretical construct remains relatively less explored within the organizational psychology research
literature.
Rose, Beh, Uli and Idris (2006) studied the relationship between Quality of work life with career-
related variables. They took sample of 475 executives from the electrical and electronics industry in
the free trade zones in Malaysia for both the multinational corporations and small industries and
medium industries. They used stratified random sampling technique. They considered those
industries which are registered with Malaysian Industrial Development Authority (MIDA). They
conducted construct validity and discriminate validity on the instrument. They studied three
variables. These variables are career satisfaction, career achievement and career balance. The result
indicated that all three variables are significant. The results indicated that the respondents are
satisfied with respect to the level of Quality of Work Life (49.5%), career achievement (70.3%)
career satisfaction (63.8%) and career balance (36.6%). From this study top management can attempt
to attain a career fit between the needs of the employees and the needs of the organization.
Serey (2006) analyzed constructs of Quality of Work Life. These constructs are an opportunity to
exercise talent and capacity of an individual, to face problems that require self-direction, role of an
individual in the achievement of overall goals of an organization, feeling of pride, and satisfaction
from work.
Klott, Mundick and Schuster (2006) highlighted 11 constructs of Quality of Work Life. They are:
pay and stability of employment; stress; organizational health programmes, alternate work schedules;
workers participation in management, control of work; recognition; congenial worker supervisor
relations; grievance procedure; adequacy of resources; seniority and merit in promotions and
employment on permanent basis.
In a study conducted by American Business Collaboration (2006) it was discovered that after the
salary, the factor next to job satisfaction for people in their 30s, was flexible work options for
salaried men, while salaried women opted for work life balance which of course will include
flexibility in the work schedule.
Niombo (2006) reported that, „worldwide, women are under- represented in all decision making
structures on information communication technologies (ICT) regulations and policy institutions, ICT
ministries and management boards in private companies”. It was concluded that there should be
efforts at building women‟s capacity to control the decisions that affect their lives.
In the findings of Martin (2006), the usefulness of Quality of Work Life in resolving industrial
relations problems has become very evident in California State University. It is noted that the future
of public sector labour unions and management is one of increases collaboration.
According to the Business for Social Responsibilities (2006), Work Life Quality Programmes can
increase productivity. It states that studies have shown that programme which help employees to
balance work and their lives outside work can improve overall productivity.
Hossain (2005) found that the public sector bank administrative staff was in a better position in
terms of their job satisfaction than private sector bank administrative staff and the executives were
more satisfied tan non-executives job satisfaction had significant positive correlation with job stress

and propensity to quit the job. Job satisfaction had the highest positive contribution to performance.
Later, quality came to be recognized as an approach used for improving work.
In a survey conducted on Quality of Work Life in Canada by Duxbury and Higgins (2005) it was
found that one of the major organizational factors that puts so much pressure on the level of Quality
of Work Life of women workers is the role overload. This is referred to as the number of hours one
puts in per day; meanwhile the workplace culture encourages long-hours of work including unpaid
overtime.
Ajila and Abiola (2004) conceptualized that worker‟s performance is influenced by the intrinsic
factors. They developed a sound relationship by joining CSR, quality of work life and organization
structure to investigate the effect on employee‟s performance.
Salanova, Cifre and Martin (2004) examined the impact of ICTs on well being and Quality of
Work Life (QWL) of workers. They identified the most important factor of Quality of Work Life i.e.
Well being.
Roy, Vinayek and Gupta (2004) conducted an empirical study of attitude, behavior and culture
among health care practitioners both in private sector and Government sector. They determined the
perceptions of the doctors of health care organizations about the leadership, information and
analysis, strategic quality planning, human resource utilization, quality assurance and satisfaction of
patients. The aim of the study was to explore and analyze the behavior of doctors and attitude
towards Total Service Quality (TSQ). They identified relevant factors of Total Service Quality.
These factors are Motivation, work-culture, job involvement, knowledge and training, behavior,
quality, cooperation and trust, technology and equipment, systems and procedures and time
deadlines, Affectionate behavior, unrealistic system, bench marking and openness, work-
cohesiveness, facilities, interpersonal relationship, discipline, pressure of quality improvement, well
defined objectives, rewards and punishment, pride of work and education and training.
The United Nations Department of Economic and Social Affairs, Division for Sustainable
Development (2004) in a study of Nairobi, concluded that, in order to achieve full, equal and
beneficial integration of women in all development activities, there must be, “programme to promote
the reduction of the heavy workload of women and girl children at home and outside, through the
establishment of more and affordable nurseries and kindergartens, social support systems and
services, including day-care facilities and parental leave have to be put in place by the government,
employers and other relevant organizations”.
Bearfield (2003) used 16 questions to examine quality of working life and distinguished between
causes of dissatisfaction in professionals, intermediate clerical, sales and service workers.
Ahlawat(2003) identified a number of factors contributing to quality of working life in nurses,
including; job enrichment, enlargement, enhance working conditions, flexibility in schedules and
participative management.
Ellis and Pompli (2002) identified a number of factors contributing to quality of working life in
nurses, including; working environments, Resident aggression, Workload, unable to deliver of care
preferred , work life balance, Shift work, Lack of involvement in decision making, Professional
isolation, Lack of recognition, Poor relationships with supervisor/peers, Role conflict, Lack of
opportunity for continued growth and security.
Johnsrud (2002) concluded that Quality of Work Life of administrative staff implies career support,
working conditions, discrimination, intervention, diversity, recognition for competence, gender/race
issues, intradepartmental relations and external relations.
European Foundation for the Improvement of Living Conditions (EWON) (2002) identified a
number of factors contributing to quality of working life. These factors are Job satisfaction, job
involvement, motivation, productivity, health, safety, well-being, job security, competence
development, balance between work and non work life.
Amabile (2002) in a longitudinal study lasting fourteen years discovered that time pressure do not
effect on the creativity of workers positively. It was thus suggested that if creativity is to be
encouraged, among other impediments, time pressure has to be eliminated.
Wyatt and Wah (2001) suggested four dimensions of QWL labelled, favourable work environment,
personal growth and autonomy, nature of job, and stimulating opportunities and co-workers. They
examined perceptions of the quality of work life among a sample of Singaporean employees. Data
was analysed on the basis of responses provided by 332 respondents with the help of factor analysis.
Considine, Gillian and Callus, Ron (2001) conducted the Australian Quality of Work Life
(AQWL) survey in June, 2001. They concluded items which affects overall quality of working life.
These items were fair and reasonable pay compared to other doing similar work, concern over losing
one‟s job in the next 12 months, sexual harassment or discrimination at the workplace, trust in senior
management, interesting and satisfying work, people at the workplace getting on together,
recognition of efforts by immediate manager/supervisor, career prospects over the next 2 years,
amount of control over the way in which work is done, health and standards at work, balance
between the time spent at work and the time spent with family and friends, immediate
manager/supervisor‟s treatment of staff, amount of work to be done, job security and level of stress
experienced at work. They investigated these items through stratified random sampling.
Guest (2001) identified some of the key conceptual and empirical issues of work-life balance.
Sirgy et. al (2001) suggested that the key factors in quality of working life are: need satisfaction
based on job requirements, need satisfaction based on work environment, need satisfaction based on
supervisory behavior, need satisfaction based on ancillary programmes, organizational commitment.
They defined quality of working life as satisfaction of these key needs through resources, activities
and outcomes stemmign from participation in the workplace. Maslow‟s needs were seen as relevant
in underpinning this model, covering health & safety, economic and family, social , esteem,
actualisation, knowledge and aesthetics, although the relevance of non – work aspects is play down
as attention is focused on quality of work life rather than the broader concept of quality of life. They
identified a number of factors contributing to quality of working life. These factors are Health and
safety, economic and family, social esteem, actualization, knowledge, job requirements, work
environment, supervisory behaviour ancillary programmes, organizational commitment.
Bothe and Meier (2001) described that organization structure plays an important role in the
performance of public organizations.
Lau, et.al (2001) highlighted constructs of quality of work life. These constructs were rewards, job
security, career growth opportunities. They defined Quality of Work Life
Martinsons and Cheung (2001) studied on IT professionals. The objective of this study was to
know about satisfaction of employees. The result showed that job satisfaction is an important
construct for Quality of Work Life.
Sayeed and Jain (2001) adopted Walton‟s criteria for a quality guideline to study organisation‟s
quality practices. The findings show that TIM has done a good job so far as quality is concerned. The
productivity since its inception has improved three-fold and factory output has more than doubled. It
is interesting to note that currently 40% of the workforce has served for more than 10 years and

employee turnover has stabled at 15%. Texas instrument Malaysia offers a variety of work life
benefits including a range of flexible work arrangements, workplace seminars, education assistance,
and on-the-site grocery delivery service, etc. to their administrative staff.
Lowe (2000) described that quality of work life is a broad concept embracing several features. The
key features are the decent living standard and economic security, healthy and safe working
conditions, mutual trust among management and employees, participation in decision making,
participation in decision making ,encouragement of initiative and creativity, opportunities to use and
develop skills ,work-life balance.
Cappelli (2000) described that this is an age of competition which requires retention of high
performance employees in the organization and it is only possible if employees are satisfied from
their organization.
Hossain (2000) also found that the public sector bank employees were in a better position in terms of
their job satisfaction than private sector bank employees and the executives were more satisfied tan
non-executives job satisfaction had significant positive correlation with job stress and propensity to
quit the job. Job satisfaction had the highest positive contribution to performance.
Dhar and Dhar (2000) found in another study that age does not effect job satisfaction in where as
components of mental health (such as tolerance of ambiguity, self acceptance) acceptance of others,
aggression and initiative are significantly correlated with job satisfaction.
George Mason University (GMU) (2000) has provided insight into Quality of Work Life (QWL) of
workers. They found various reasons of satisfaction and dissatisfaction. They evaluated work-related
perceptions of the workplace held by different levels of employees. They cited various attributes of
job as source of satisfaction and dissatisfaction. They found the constructs of Quality of Work Life
(QWL). The findings of George Mason University (GMU) would provide a starting point for
designing of jobs to ensure good Quality of Work Life.
Greenhaus (2003) provided insight into Work Life balance and work family Conflict. They
emphasized that working environment should be employee-friendly.
Parus (2000) provided insight into Work Life balance. They identified five key areas of Work Life
balance. These areas are employee time saved, employee retention, increased motivation and
productivity, absenteeism, decreased healthcare costs and stress-related illnesses.
Baba and Jamal (1991) has provided insight into Quality of Work Life (QWL). They identified a
number of factors contributing to quality of working life in nurses, including; Job satisfaction, Job
involvement, work role ambiguity, work role conflict, work role overload, job stress, organisational
commitment, turnover intentions, job content.
Mirvisand Lawler (1984) provided insight into Quality of Work Life (QWL). They identified a
number of factors contributing to quality of working life, including; Wages, hours, working
conditions, safe work environment, equitable wages, equal employment opportunities and
opportunity for advancement.
Walton (1980) reviewed quality of work life as a guide to the assessment and development of
professional activities. Quality of Work Life includes work structuring, humanization of work, and
socio-technical systems.
Taylor (1979) described the essential components of quality of working life as; basic job factors,
wages, working hours and working conditions, intrinsic job characteristics and nature of the work

itself. He suggested that a number of other aspects could be added in quality of work life. These
aspects are worker participation in the management, fairness and equity, social support, use of one‟s
present skills, competency development, a meaningful future at work, social relevance of the work
and effect on extra work activities. He suggested that quality of work life concepts is globally
relevant, although their magnitude may vary according to organization and employee group.
War and Colleagues (1979) in an investigation of quality of working life, considered various
factors, including work involvement, intrinsic job motivation, higher order need strength, perceived
intrinsic job characteristics, job satisfaction, life satisfaction, happiness and self-rated anxiety. They
discussed a range of correlation derived from their work, such as those between work involvement
and job satisfaction, intrinsic job motivation and job satisfaction and perceived intrinsic job
characteristics and job satisfaction.
Hackman and Oldham (1976) described factors of quality of working life. These factors were skill
variety, task identity, task significance, autonomy and feedback. They suggested that such factors
have to be addressed if employees are to experience high quality of working life.
Barry Macy and Philip Mirvis (1976) described the development and implementation of a
standardized set of definitions, measures, and costing methods for behavioural outcomes. Utilizing
industrial engineering, accounting-work measurement, and behavioral concept, this longitudinal field
research identifies and quantifies the cost components of certain behaviors and arrives at a dollar
figure per incident and an estimated total cost over three years of measurement
Walton (1975) proposed eight major conceptual categories relating to QWL as (1) adequate and fair
compensation, (2) safe and healthy working conditions, (3) immediate opportunity to use and
develop human capacities, (4) opportunity for continued growth and security, (5) social integration in
the work organization, (6) constitutionalism in the work organization, (7) work and total life space
and (8) social relevance of work life. He proposes eight conceptual categories that together make up
the quality of working life. He specifically refers to reasonable hours of work, zero risk, and physical
conditions of work and age restrictions on both lower and upper side. Once again, concern for safety
in the work place in India is enshrined in the Factories Act, 1948 which lays down minimum
standards of protection from machine and other hazards (noise, pollution, fume, gases etc.) at the
place of work.
Trist (1975) found that salary, security, personal growth and human relations were factors of job
satisfaction. The concept of QWL made its appearance in India in middle seventies when the country
was passing through a phase of intense labour unrest. However, the concept failed to take root
despite the fact that its promoters received substantial support particularly from government and
public sector industry.
Hackman and Oldham (1974) provided insight into Quality of Work Life (QWL). They identified a
number of factors contributing to quality of working life. These factors are Skill variety, task
identity, task significance, autonomy and feedback.
University of Essex (1973) provided insight into Quality of Work Life (QWL). They identified a
number of factors contributing to quality of working life. These factors are Job and career
satisfaction (JCS), General well-being (GWB), Stress at Work (SAW), Control at Work (CAW),
Home Work Interface (HWI) and Working Conditions (WCS)
Professor Robert (1915) reported how the unions, particularly the machinists, were fighting
scientific management techniques. The so-called scientific management, and labour complaint,

condemned the workers to a monotonous routine, destroyed their creativity, and drove them to the
brink of exhaustion.
Thus, whilst some authors have emphasized the workplace aspects in quality of work life,
others have identified the relevance of personality factors, psychological well being, and broader
concepts of happiness and life satisfaction, job satisfaction and social integration in the work
organization.
Various studies on Quality of work life have been carried on in India and abroad and it has
been found that Quality of work life is the degree of excellence brought about work and working
conditions which contribute to the overall satisfaction at the individual level but finally at the
organizational level.
Factors of Quality of Work Life as Suggested by Various Studies

Table provides a brief summary of different factors of Quality of Work Life as presented in
the contemporary literature.
Factors of Quality of Authors
Work life
Variety of Tasks Lasrado and Bagchi (2010), Hackman. and Oldham, G. (1974)
Challenge in the Job Lasrado and Bagchi (2010), Hackman. and Oldham, G. (1974)
Amount of Autonomy Lasrado and Bagchi (2010), Hackman. and Oldham, G. (1974)
Financial Rewards/Wages Lasrado and Bagchi (2010), Roy, Vinayek and Gupta (2004), Mirvis and Lawler (1984)
Working Hours Mirvis and Lawler (1984)
Promotion/ Growth and Lasrado and Bagchi (2010), Mirvis and Lawler (1984)
Development
Opportunities
Quality of Supervision Lasrado and Bagchi (2010), Sirgy, Ebraty, Siegel, and Lee (2001)
Co-Worker Relations Lasrado and Bagchi (2010), Roy, Vinayek and Gupta (2004), Sirgy, Ebraty, Siegel, and
Lee (2001)
Work Load Lasrado and Bagchi (2010), Sirgy, Ebraty, Siegel, and Lee (2001)
Job Security Lasrado and Bagchi (2010), Rethinam and Ismail (2008), European Foundation for the
Improvement of Living Conditions (EWON) (2002), Sirgy, Ebraty, Siegel, and Lee
(2001)
Meaningfulness of Tasks Lasrado and Bagchi (2010)
Work Life Balance Lasrado and Bagchi (2010), George Mason University (GMU) (2009), Rethinam and
Ismail (2008), European Foundation for the Improvement of Living Conditions (EWON)
(WLB) (2002)
Interesting Work Lasrado and Bagchi (2010)
Flexible Work Lasrado and Bagchi (2010), University of Essex(1973)
Job Satisfaction George Mason University (GMU) (2009), Roy, Vinayek and Gupta (2004), European
Foundation for the Improvement of Living Conditions (EWON) (2002), Sirgy, Ebraty,
Siegel, and Lee (2001), Baba, and Jamal (1991), Warr, Cook, and Wall (1979),

University of Essex(1973)
Organizational Support George Mason University (GMU) (2009), Sirgy, Ebraty, Siegel, and Lee (2001), Baba
and Commitment and Jamal (1991)
Campus Considerations George Mason University (GMU) (2009)
Sources of Stress George Mason University (GMU) (2009), Sirgy, Ebraty, Siegel, and Lee (2001),
University of Essex(1973)
Health and well being, Rethinam and Ismail (2008), Salanova, Cifre and Martin (2004), European Foundation
Safety for the Improvement of Living Conditions (EWON) (2002), Sirgy, Ebraty, Siegel, and
Lee (2001), University of Essex(1973)
Competence Building Rethinam and Ismail (2008), European Foundation for the Improvement of Living
Conditions (EWON) (2002)
Intrinsic Job Motivation Roy, Vinayek and Gupta (2004), European Foundation for the Improvement of Living
Conditions (EWON) (2002), Warr, Cook, and Wall, (1979)
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IRJMST Vol 6 Issue 5 [Year 2015] ISSN 2250 – 1959 (0nline) 2348 – 9367 (Print)

Dimensions of Quality of Work Life in India- An Analytical Review

Maharshi Dayanand University, Rohtak

International Research Journal of Management Science & Technology

International Research Journal of Management Science & Technology

International Research Journal of Management Science & Technology

International Research Journal of Management Science & Technology

International Research Journal of Management Science & Technology

International Research Journal of Management Science & Technology

International Research Journal of Management Science & Technology

International Research Journal of Management Science & Technology

Factors of Quality of Work Life as Suggested by Various Studies

Working Hours Mirvis and Lawler (1984)

Meaningfulness of Tasks Lasrado and Bagchi (2010)

Interesting Work Lasrado and Bagchi (2010)

Flexible Work Lasrado and Bagchi (2010), University of Essex(1973)

International Research Journal of Management Science & Technology

Campus Considerations George Mason University (GMU) (2009)

Work-Culture Roy, Vinayek and Gupta (2004)

Knowledge and Training Roy, Vinayek and Gupta (2004)

Behavior Roy, Vinayek and Gupta (2004)

Social Esteem, Sirgy, Ebraty, Siegel, and Lee (2001)

Work Role Ambiguity, Baba and Jamal (1991)

Turnover Intentions Baba and Jamal (1991)

Higher Order Need Warr, Cook, and Wall (1979)

Perceived Intrinsic Job Warr, Cook, and Wall (1979)

Life Satisfaction, Warr, Cook, and Wall (1979)

International Research Journal of Management Science & Technology

International Research Journal of Management Science & Technology

International Research Journal of Management Science & Technology

International Research Journal of Management Science & Technology

International Research Journal of Management Science & Technology

International Research Journal of Management Science & Technology

International Research Journal of Management Science & Technology

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