QUALITY WORK LIFE AND

QUALITY CIRCLES
 MEANING OF QUALITY WORK LIFE

QWL is most conventionally defined as those perceived

important personal needs which an individual tries to satisfy
by working in an organization.
This concept was advocated by Chris Agryis in his famous work
on Personality and organization.
The socio-technical systems theory pioneered by Tailstock
Institute of Human relations London during 1960s is
considered as an important QWL construct. Basic conceptual
criteria for QWL incorporate growth and security as
important personal needs for an individual.
The possibility of furthering one’s career within the
organization has therefore been identified as one of the
important criteria for QWL.
Although common QWL strategies emphasizes more on job re-
design , formation of autonomous work groups and workers
participation in management, there exists wide differences
among the pioneers in this areas as to what should be
constructed as QWL factors.
 PROCESS OF QWL
The process of QWL can be explained with the following criteria:
 Adequate and fair compensation.
 Safe and healthy working conditions.
 Immediate opportunities to use and develop human capacities.
 Future opportunities for continued growth and security.
 Social integration in the work organization.
 Work and total life space.
 Social relevance of working life.
From the studies conducted both in India and abroad it is evident that
the essence of QWL is the opportunity for employees at all levels to
have substantial influence over their work environment.QWL calls
for an open style of management that is sharing of information and
genuinely encouraging the efforts relating to improvement of the
organization.QWL management in fact is an important managerial
activity to develop employees of an organization.
 IMPORTANCE OF QWL
 Following points prove the importance of QWL.
 Helps in achieving and sustaining excellence in upliftment of
employees.
 Promotes well being, job security, job satisfaction,
competency development and work life balancing.
 Provides opportunities for personal growth and development.
 Helps in identification and implementation of alternative
learning programmes in order to improve quality of work life.
 Captures the creative and innovative power that lies within
the workforce.
 Helps in creating cultural trust and participation.
 Facilitates an effective decision making process as it
involves employees to make decisions that has an influence
on both employees as well as organization.
 QUALITY WORK LIFE
INDEX
 QWL index is a measure that is used to assess the level of
motivation and evolvement programmes such as quality
circles, employee suggestion programme, training
programme and better communication.
 Tips for improving Quality of Work.
 Have personal vision of who you want to be and what you
want to do.
 Test your personal vision with organizational vision to assess
in how many ways they support each other.
 Learn and keep learning.
 Find ways to share the load with your team members.
 Share your successes.
 Take time for breaks.
 Have fun at work.
 Try out new ideas as it forms basis for growth.
 QUALITY CIRCLES
 After the colossal destruction in World War Japan
became notorious for the poor quality of its goods.
‘Made in Japan became a synonym for shoddy goods.
The Japanese started searching for ways to improve
quality. Dr. Deming and Dr. Juran played a Key role to
this process. They trained the Japanese supervisors
thoroughly in the use of Statistical Quality Control
techniques. The supervisors disseminated this
knowledge and exhorted the workers to use SQC in
solving problems related quality. This gave birth to
quality control movement in the early sixties. The
Japanese exploited the SQC and quality circle
philosophy to such a extent that their products became
a major threat to sophisticated western products Dr.
Ishikawa Karou played a major role in launching this
movement in Japan.
 DEFINITIONS
 Phillip Thomson:
“A quality circle is a small group of employees
from the same work area who meet regularly
and voluntarily to identify, solve and
implement solutions to work related
problems”

 A quality circle is a group of people from the

same work area, coming together voluntarily
to identify, work area problems, analyze
them and find solutions.
CHARACTERISTICS OF QUALITY
CIRCLES
1. QC’s are small groups ranging from 4 to 15 members. Eight
members id considered to be the norm.
2. All members come from the same work area. This gives circle
its identity.
3. The members work under a supervisor who is member of the
circle. The supervisor is the leader of circle. As a leader he
moderates discussions and promotes consensus. The supervisor
does not issue orders or make decisions. The members as a
group make their own decisions.
4. Circles usually meet once in a week to discuss and solve
problems.
5. Circle members receive training in the rules of quality circle,
participation.
6. Circle members and not the management choose the problems
they intend to work.
7. Technical specialists and management assist circles with
information and expertise, whenever asked to do so.
 OBJECTIVES OF QUALITY
CIRCLES
 The following are objectives of QC:-
 The quality of raw material and semi finished goods can be
assessed at various stages of the production process.
 It helps in ensuring the production process operates up to
desired standards and if there is deviation from the set
standard necessary remedial measures are taken.
 Quality control facilitates improvement in standard of goods
produced with very little or no increase in cost of production.
 By introducing Quality control the various
departments/sections of the manufacturing unit develop
quality consciousness. This helps in reducing cost of
inspection.
 Quality control helps in minimizing wastage there by
improving overall quality of firm.
 Improved quality generates consumer satisfaction and firm
gets higher profits.
 PROCESS OF QUALITY
CIRCLES
 In QC philosophy the circle members identify the work
area problems, analyses them and find solutions. It
aims to achieve the objectives through the
development of people, the most important asset of
organization.
Problem
collectio
n

Implementation
Implementation
review
review problem Management
And
And followup
followup
analysis Management
presentation
presentation

Proble
m
solution
 PROCESS
 Problem collection: The creation of problem bank is one
primary tasks that the circle members have to perform.
Each problem bank is given priority number depending on
its benefit potential and urgency. Problem collection is on
going process.
 Problem analysis: It depends on facts and not on feelings.
A good number of data collection tools, charts and
statistical techniques to establish facts before proceeding
to find solutions. Subjective opinions have no place.
 Problem solution: A proper environment and group
thinking together with expertise in work area generate
appropriate solutions to the problem. Various alternative
solutions are explored and optimum solution is chosen.
Experience shows the people involved in work area b est
equipped to solve its problems and their solutions are
feasible and practical.
 PROCESS
 Management presentation: The solutions
chosen by the circle members are presented
to e sanction of the management,
highlighting the benefits anticipated.
Acceptance of solutions acts as a powerful
motivator.
 Implementation Review and Follow-up: After
getting the management the circle members
chalk out on a schedule for implementation
of solutions. This results in constantly
reviewed and follow-up action is taken if
required. In fact review and follow-up is a
continuing responsibility of the circle.
 BENEFITS OF QUALITY CIRCLE
 Self development.
 Team spirit.

 Opportunity to acquire knowledge .

 Potential leader.

 Improved communication skills.

 Job satisfaction.

 Healthy work environment.

 Organizational benefits.
 PITFALLS OF QC’S/ ESSENTIALS
OF OF EFFECTIVE QC’S

 Unconditional support.
 Prompt approval.
 Long-term approval.
 Proper orientation.
 Morale trickles from top.
 Expenditure scrutiny.
 Dispel tears.
 Identify of interests.
 Regular communication.
 Proper environment.
 Effective leader.
 STRUCTURE OF A QUALITY CIRCLE
 The following basic elements constitute the structure
of the quality circle:

Top management

Steering committee

Facilitator

Leader +Dy. Leader

Members

Non-members
 STRUCTURE OF A QUALITY CIRCLE
 Top management: The top management is at apex
level of organization hierarchy. They do not fall at
within formal structure of quality circle. The role of
management is both complex and challenging calling
patience tact and perseverance. The key role of top
management in quality circle to:
 Communicate to all employees of organization its
commitment to TQM practices.
 Extend visible support to the movement of quality
circles.
 Form quality circles.
 Constantly supervise the progress of quality circle
movement and take suitable policy decisions.
 Sanction necessary fund for quality
 COORDINATING AGENCY
 The coordinating agency organizes the activities of the
circles through the organizations. It may be the quality
assurance or HRD or any department depending on
the decision of steering committee.
Its functions include:
 Organize training programmes.
 Convene the steering committee meeting regularly.
 Organize top management presentation regularly.
 Ensure the availability of common facilities to all QC.
 Prepare budget for functioning of QC and submit the
same to the steering committee for adoption.
 Helps in resolving problems that may be encountered
in the implementation for quality circles.
 STEERING COMMITTEE
 It consist of chief executive heads of different divisions and
top level representatives of recognized trade unions or
employee association. The chief executive officer acts as
its chairman. The active association CEO with quality circle
is essential for their propagation. It establishes policy,
plans and direct the program and meets usually once in a
month.
Functions:
 Defining the objectives and the guidelines for identifying
the departments wherein the quality circles are to formed.
 Provide training facilities.
 Provide financial support to give thrust to the promotion of
quality circles.
 Establishes policy, plans, guidelines and directions to the
program.
 FACILITATOR
 The facilitator is senior officer of the functional
department where quality circles are working. The
facilitator acts as catalyst, innovator, promoter and
teacher.
 Functions :
 Initiate setting up of quality circles.
 Act as guide, catalyst, to quality circle leaders.
 Ensure necessary facilities for QC to operate
effectively.
 Provision of feedback to the steering committee about
QC proceedings.
 Acts as an evaluator and reviewer of QC operations
and programmes.
 LEADER/DEPUTY LEADER
 Leaders are chosen by among themselves and they
may decide to have leader by rotation. Deputy leader
is appointed to ensure meetings are carried
unhampered.
 Functions :
 Make necessary facilities available in coordination with
the facilitators and others.
 Train the members in problem solving techniques.
 Maintain a high degree of team cohesiveness.
 Encourage and evolve consensus decision making
process.
 Conduct the meetings regularly.
 MEMBERS
 Members are the basic element of structure of QC.
Members of the QC are small group of people from the
same work area doing similar type of work.
 Without members programme cannot exist.
 It is duty of the leader to untap their potential which is
essential for QC.
 The members should attend all meetings are far as
possible offer suggestions and ideas, participate
actively in group process, and take training seriously
with a receptive attitude.
 NON MEMBERS
 Non-members are those who are not members of QC
but may be involved in the circle recommendation.
They are part of structure in QC activities. They are
important for the success of QC. It encourages them
to become member of QC. The cooperation of the non-
members would help implementing the suggestions of
QC.
 SELF MANAGED TEAMS
 Self managed teams are group of employees who have
the responsibility and authority to manage the work
they do. The typical responsibilities of self managed are:
 Planning
 Scheduling
 Assigning responsibilities among members.
 Ensuring product quality
 Ordering material
 Taking decisions
 Problem solving
In addition to this the team has responsibility of handling
their interpersonal issues. Knowledge sharing and
extensive communication between the members is the
central to working of managed team.
QUALITIES OF SUCCESSFUL MANAGED
TEAM

Small team Alignment of

size objectives team Vs
organization

Multi-skilling and Self Diversity

multi-tasking managed
teams
Top
management Information sharing
commimtment

Clear team Egalitarian culture

goats & key
result area
 PROBLEMS
 Lack of adequate facilities provided by the top
management.
 Failure of the steering committee members to attend
the meetings possible.
 Non-recognition of viable decision.
 Lack of synchronization between interpersonal skills
and professional skills of QC.
 Fitting QC in cultural environment of the organizations.
WORKERS PARTICIPATION IN
MANAGEMENT
 Workers participation in management is considered as
a mechanism where the employees have a say in
managerial decision making either individually or
collectively through their representatives. It
crystallizes the concept of industrial democracy and
indicates an attempt on the part of top management
to build his employees into a team which work
towards the realization of a common objective.
 Participation should be confined to the field for which
the employee is competent and is concerned with.
Everyone intervening into everything is not
participation but proliferation. Thus it is involvement
of employees only in such areas of activities of the
business where they can make some positive
contribution for the betterment of the enterprise.
 WAYS OF PARTICIPATION
 Participation may take two forms. It may be ascending
participation and descending participation.
 Ascending participation:
In case of ascending order the employees are
given an opportunity to influence managerial decision
at various levels through their elected representatives
to joint councils or board of directors of the company.
• Descending Participation:
In this case employees are given more powers to
plan and to make decisions about their own work. The
descending form of participation is quiet popular in
many organization.
 OBJECTIVES OF WPM
 To promote harmony and peace.
 To develop social education.
 To develop self management in the industry.
 To promote industrial democracy.
 To improve quality of working life.
 To secure the mutual cooperation of employers and
employees.
 To initiate and contribute cost saving suggestions.
 To help fulfilling non-monetary needs.
 To reduce the industrial conflicts and thus create a
cogenial working atmosphere.
FACTORS INFLUENCING WORKERS
PARTICIPATION
 Workers participation in managerial decision making process is based on the following
factors:
 Subject matter of participation:
a) Work related issues: Safety, Welfare etc.
b) Interest related issues: Wages, sharing of productive gains etc.
 Level of participation:
a) Operation level
b) Plant level
c) Corporate level.
d) Department level.
 Personal/group characteristics of participants:
a) Level of task relevant maturity.
b) Group thinking attitude
 Extent of participation:
a) Communication
b) Consultation
c) Co-determination
d) Self management.
IMPLICATIONS OF WORKER’S
PARTICIPATION
1. Workers have ideas which can be useful.
2. Upward communication helps in making sound
decision.
3. Workers may participate more effectively if they are
informed about the reasons for and intention of
decisions that are taken in a participative atmosphere.
4. Workers may work harder if they share in decisions
that effect them.
5. Workers participation may foster a more cooperative
attitude amongst workers and management thus
raising efficiency by improving team spirit and
reducing industrial disputes.
6. Workers participation may act as a spur to managerial
efficiency.
PRE-REQUISITES FOR SUCCESSFUL
EMPLOYEE PARTICIPATION
 Healthy work atmosphere
 Existence of well defined objectives.
 Mutual work
 Free flow of information
 Employee representation from organization.
 Existence of strong unions.
 Imparting training to workers.
 Evaluating the effectiveness.
WORKERS PARTICIPATION IN
MANAGEMENT

 In our country worker’s participation in management is comparatively

of recent origin. Worker’s participation in management in India
entered in Indian scene in the year 1920 when Mahatma Gandhi had
suggested the workers should participate and contribute to the
organization and also share its prosperity.
 In India worker’s participation in management is one of the directive
principles of State policy embodied in Article 43-A of our constitution.
 The key recommendations of the committee included:
 Three-tier system of participation that is shop-flow, plant and board
levels.
 Legislations for covering all undertakings with 500 or more workers.
 Provision for extending the scheme to enterprises with at least 100
workers.
 Usage of secret ballot for electing representative.
 Issue of not less than 10% equity to workers.
 EMPOWERMENT
 Employee are the most strategic resource of the company. The
employees are the repository of knowledge, skills and abilities
that can't be imitated by the competitors, while the technologies,
products and processes are easily imitated by the competitors.
 An organization can do nothing without productive employees. A
new method of management is employee empowerment.
 Employee empowerment has become buzzword and recent
management trends in both public and private sector. Employee
empowerment is received wide recognition as an important
subject in management circles.
 Empowerment refers to enlargement of employee’s job
responsibility by giving him the authority of decision making
about his job without approval of his immediate supervisor.
 Empowerment means giving employee the authority and
responsibility to respond quickly to the clients requests.
 It is a strategy and philosophy that enables employees to make
decisions about their jobs.
NATURE
 They invest lot of time and efforts in hiring to
make sure new recruits can handle
workplace freedom.
 They are characterized by flat organizational
hierarchy.
 Accountability is given much importance

 High quality performance is always expected.

 Encourages openess and strong

communication.
 Employee satisfaction is considered to be
core value.
BENEFITS
 Increases employee job satisfaction.
 Increases employee loyalty to organization.

 Builds commitment.

 Enhances employee problem-solving and

prevention capabilities.
 Use creative potential.

 Increases risk taking and entrepreneurial behavior.

 Results in warmer and more enthusiastic

interaction with customers.
 Increases customer satisfaction and retention
fewer customer complaints higher number of
customers.
BARRIERS IN IMPLEMENTING
EMPOWERMENT
 Negativism in reviewing employees
empowerment.
 Fear is another negative emotion

 Failure to respond to employee

 Unclarity of the concept of empowerment.

 Failure to provide strategic framework

 Clear understanding of training and

feedback.
 COLLECTIVE BARGAINING
 It is a process in which representatives of
employer’s and employees meet together to
reconcile the differences between them and
arriving at some mutually acceptable
decision.
 The term collective bargaining is wide. In the
recent years the bargaining process has
undergone change with the growth of trade
union movement.
 Definitions :

“a process of accommodation between two

institutions which have both common and
conflicting interests.” -Harbison
 IMPORTANCE
 Helps increase economic strength of both parties
unions as well as the management.
 Provides an opportunity to the workers to voice their
problem on issues related to employment.
 Develop and foster healthy industrial relations.
 Promotes industrial harmony.
 Promotes stability and prosperity of the organization.
 It results in better implementation of decisions.
 Helps reconcile the differences between parties
through voluntary negotiations.
 Facilitate reaching a solution which is negotiable to all
parties involved.
 Prevents industrial disputes in future.
ISSUES IN COLLECTIVE BARGAINING
 Recognition of unions.
 Wages and allowances.
 Hours of work, leave and festival holidays.
 Bonus and profit sharing schemes.
 Seniority.
 Programmes of planning and development of workforce.
 Grievances procedure.
 Working conditions.
 Issues related to safety and accident prevention
occupational disease and protective clothing.
 Employee benefits such as canteen facility, rest rooms,
medical and health facility crèches administration of
welfare funds, cooperative thrift and credit societies.
 TYPES OF BARGAINING

 Single plant bargaining:- in this type bargaining takes with

single trade union and management at plant level.
 Multiple plant bargaining:- under this bargaining takes
place between management having multiple
manufacturing plants and the workers employed in these
plants. It is resorted when the interest of workers
employed in these plants.
 Multiple employers bargaining:-it is a bargaining between
the workers union and employers association. This is
possible both at local and regional levels and is resorted in
textile industry.
 Distributive bargaining:-under this parties negotiate for
maximizing their respective gains through zero sum game.
The monetary issues are bargained. The employees
bargain for maximum wage while management wants to
pay lesser.
 Integrative bargaining : it is resorted when both parties realizes
importance at their survival. It is form of cooperative bargaining
generally followed when the economy is experiencing recession. For
instance during recession the company needs to cut down the cost
and employees want their job security. They compromise their
interest through flexible negotiation process.
 Productivity bargaining:- in this type employees wages and benefits
are linked with his productivity. Higher the productivity higher the
wages and vice-versa. During the initial bargaining process both the
parties finalize a standard productivity norm based on which
employees wages and benefits are related. If workers outperform
standard norm he shall be paid substantial benefits.
 Composite bargaining:- Under this the workers demand equity in
matters relating to work norms, employment levels. Manning
standards environmental hazards etc. they help unins to ensure
justice to workers.
FOUR CATEGORIES IN COLLECTIVE
BARGAINING IN INDIA
 Agreements which are negotiated by officers during course
of conciliation proceedings and are called settlements
under industrial disputes act.
 Agreements which are concluded by the parties
themselves without reference to a board of conciliation
and are signed by them.
 Agreements which are negotiated by the parties on a
voluntary basis when disputes are subjudiced and which
are later submitted to industrial tribunal, labour courts or
labour arbitrators for incorporation into the documents as
parts of awards. These are known as consent awards.
 Agreements which are drawn up after direct negotiation
between labour and management and are purely voluntary
in character. These depend for their enforcement on moral
force and on goodwill and cooperation of the parties.
 PROCESS OF COLLECTIVE
BARGAINING
 The process of collective bargaining is based on two
phases:-
 Negotiations
 Implementation
Steps involved in collective bargaining:-
 Identification of problem.

 Pre-negotiations
 Negotiations
 Implementation
 IMPROVING COLLECTIVE
BARGAINING
 Begin the process with negotiations with proposals not
demands.
 Avoid taking public positions for against certain proposals in
advance of negotiations.
 Avoid taking strike votes before the process of negotiation.
 Give negotiators proper authority to bargain.
 Avoid unnecessary delays in the beginning negotiations.
 Insist on offering facts.
 Make plenty of proposals to enhance opportunities to come
to solution.
 Be prepared to compromise.
 Accept to get results gradually.
 Preserve good manners.
 Be prepared to stand along any hard strike or lock-out.
 COLLECTIVE BARGAINING IN INDIA
 This started in India with growth of trade union.
 In 1918 Gandhiji advocated this programme in a textile industry in
Ahmadabad.
 It did not gain much popularity.
 After second World war it regained popularity.
 Effective bargaining is possible only when workers and
organizations are equally strong.
 The reasons for limited success of collective bargaining in India is
due to following reasons:-
 Absence of strong unions.
 Existence of multiple trade unions.
 Inter union rivalries.
 Political interference
 Negative attitude of employer towards union
 Lack of government support