scholarly journals Fair Compensation is a pivotal factor for better qualitative work life in Steel Industry

2019 ◽  
Vol 8 (4) ◽  
pp. 2896-2901
Keyword(s):  
Public Sector ◽  
Organizational Effectiveness ◽  
Steel Industry ◽  
Iron Ore ◽  
Work Life ◽  
Quality Of Work Life ◽  
Quality Of Work ◽  
Qualitative Work ◽  
Fair Compensation

Employee of any organization can be motivated with his compensation which leads to increase of organizational effectiveness. In steel industry more than 80 per cent of employees working in production processing operations related to turn iron ore into finished products. Organization can manage its talent by motivating the employee in several ways. Among them fair compensation plays pivotal role to better quality of work life. This factor varies according to nature of organization. This paper studies how quality of work life influences with variations regarding to fair compensation in public sector organisation (RINL) and private sector organization (Essar steels) in Visakhapatnam.

Does Grit Matter to Employees’ Quality of Work Life and Quality of Life? The Case of the Korean Public Sector

2021 ◽  
pp. 009102602110127
Author(s):  
Min Young Kim ◽  
Hyo Joo Lee
Keyword(s):  
Quality Of Life ◽  
Public Sector ◽  
Work Motivation ◽  
Well Being ◽  
Employee Motivation ◽  
Work Life ◽  
Quality Of Work Life ◽  
Quality Of Work ◽  
Long Run

To ensure the quality of the work done in the Korean career civil service system (which is characterized by stability, such as lifelong job security), the public sector must use methods to motivate their employees and improve their performance in the long run. In this study, we propose that grit, as a type of work motivation, can boost employee well-being (i.e., job satisfaction, job stress) and organizational outcomes (i.e., organizational commitment, performance). Therefore, the main objective of this study is to assess the validity of grit among public employees from a collectivist culture; to this end, we use the 2016 survey of Korean public officials ( N = 2,070). The results are as follows: (a) grit has a direct positive effect on quality of work life (QWL), (b) QWL can increase employee’s quality of life (QOL), and (c) professionalism and goal-oriented culture negatively and positively regulate grit and QWL. We also examined how employee motivation (e.g., grit) can enrich their QWL and QOL. Altogether, this study supports the argument that human resource (HR) managers should pay attention to grit. To achieve success, one needs not only some level of ability but also the zeal and capacity for hard labor, the latter two of which are considered to constitute grit. Given that, this research targeted grit in the Korean context—not the Western one—and examined its effects in the Korean public sector, where conscientiousness is emphasized.

Participatory Ergonomics: Current Approaches to Improving Organizational Effectiveness and Quality of Work Life

1988 ◽  
Vol 32 (13) ◽  
pp. 755-755 ◽  
Author(s):  
Ogden Brown
Keyword(s):  
Labor Force ◽  
Organizational Effectiveness ◽  
Business Environment ◽  
Work Life ◽  
Quality Of Work Life ◽  
Participative Management ◽  
Participatory Ergonomics ◽  
Quality Of Work ◽  
Single Approach

Participatory ergonomics is an idea whose time has come! There are many approaches which have been utilized by organizations to improve productivity and enhance quality of work life. Participation itself is not a new idea, but because of current organizational and environmental forces for change, new organizational philosophies are emerging which are developed, designed, and operated with participation of the employees concerned and which do result in improved organizational effectiveness and quality of work life. Organizations in the turbulent environments of today must be able to quickly adapt to conditions of change. Many major forces for change have emerged which significantly impact managerial philosophies and behaviors. In this decade, in fact, the rules of business have changed drastically and permanently. Market conditions, foreign competition, and high growth markets are major forces in today's environment along with societal values, composition of the labor force, type of product, and the general business environment itself. An effective approach to management would suggest that it address these forces for change in order to adapt and succeed. No single approach utilizing participatory techniques is universally effective: a contingency approach is advocated. Basic assumptions underlying a contingency model include the notion that no single approach will be effective under all circumstances, and that most approaches utilized today will be effective under a certain set of conditions. It appears that some form of participative management meets current needs primarily because it best suits the labor force, today's technologies, and current societal conditions. The major participative management approaches discussed include quality circles (currently the most popular), job enrichment strategies, cooperative union-management quality of work life programs, gainsharing plans, and the development and operation of self-managing work teams. Also discussed is an emerging innovation in participative management, use of the parallel organization. There are other methods available, to be sure, but these appear to be the principal participative approaches of today. Most participatory approaches and techniques are not new. What is new and very important is the commitment on the part of the organization to adopt what may become organization-wide change strategies through the use of participatory management strategies. The ultimate goal, of course, is to achieve improved organizational effectiveness, product quality, and enhanced quality of work life.

Health Behavior, Quality of Work Life, and Organizational Effectiveness in the Lumber Industry

1999 ◽  
Vol 26 (4) ◽  
pp. 579-591 ◽  
Author(s):  
Stewart I. Donaldson ◽  
Steve Sussman ◽  
Clyde W. Dent ◽  
Herbert H. Severson ◽  
Jacqueline L. Stoddard
Keyword(s):  
Health Promotion ◽  
Health Behavior ◽  
Organizational Effectiveness ◽  
Employee Health ◽  
Work Life ◽  
Quality Of Work Life ◽  
Work Site ◽  
Quality Of Work ◽  
Work Site Health Promotion

A major incentive for work-site health promotion activities has been the promise of increased company profitability. Some critics have challenged the economic argument based on distal outcomes such as increased employee longevity and less morbidity later in life. The purpose of this study was to examine the relationships between employee health behavior, quality of work life, and proximal organizationally valued outcomes. Data were collected from a stratified random sample of employees working at Pacific Lumber Company ( N = 146), the largest single-site lumber mill in California. Although employee sleep patterns predicted health care utilization and psychological well-being, for the most part employee health behaviors were not strong predictors of proximal organizational effectiveness factors. However, quality-of-work-life factors significantly predicted organizational commitment, absenteeism, and tardiness frequency. The findings suggest the value of improving the system of work in which employees are embedded as part of comprehensive work-site health promotion efforts.

scholarly journals A UNIVERSITY QUALITY ASSURANCE TEAM SHOULD STRIVE FOR QUALITY OF WORK-LIFE

2021 ◽  
Vol 40 (2) ◽  
pp. 508-519
Author(s):  
Dzikrina Syahidah ◽  
Siti Zulaikha ◽  
Masduki Ahmad
Keyword(s):  
Quality Assurance ◽  
Work Stress ◽  
Work Life ◽  
Quality Of Work Life ◽  
State University ◽  
Social Relevance ◽  
Quality Of Work ◽  
Career Growth ◽  
Fair Compensation

Professionalism is an important key to an organization in achieving their success. One of the essential factors influencing the formation of committed professional resources is the employees’ perception of the quality of their work life. This study aims to examine the effects of the quality of work life (QWL) (appropriate and fair compensation, work stress, employee participation, career growth and development, social relevance, work environment) on organizational commitment (OC) simultaneously or partially. The participants of this study were 109 quality assurance team employees at a state university in Indonesia. The data collected through questionnaires were analyzed by simple regression and Pearson’s correlation test. The results showed that there is a significant influence between QWL and OC. The six predictors of QWL showed a significant relationship with OC (r < .05) with the most influencing indicators as follows: career growth and development (p = .612), appropriate and fair compensation (p = .558), employee participation (p = .515), work stress (p = ˗.510), social relevance (p = .498), and work environment (p = .422). This study suggests that a state university shoud provide wider opportunities for quality assurance employees to develop and demonstrate their abilities and creativity as an effort to increase their OC.

Decrypting the nexus between organisational culture, quality of work life, job satisfaction and employee productivity in the public sector

2019 ◽  
Vol 40 (1) ◽  
pp. 59-82
Author(s):  
Chengedzai Mafini
Keyword(s):  
Job Satisfaction ◽  
Public Sector ◽  
Organisational Culture ◽  
Work Life ◽  
Quality Of Work Life ◽  
Employee Productivity ◽  
Convenience Sample ◽  
The Public ◽  
Quality Of Work

The recent recognition of the importance of the public sector as a major driver of economic success in any given country underlines the need to focus on strategies for enhancing the productivity of public sector employees. The aim of this paper is to examine the influence of organisational culture and quality of work life on job satisfaction and employee productivity among employees in the South African public sector. Using the quantitative survey research design, a questionnaire was developed and administered to a convenience sample of 264 employees drawn from central government departments in Gauteng. A confirmatory factor analysis was conducted to test the psychometric properties of measurement scales and hypotheses were tested using structural equation modelling. Organisational culture and quality of work life positively and significantly influenced job satisfaction. In turn, job satisfaction positively and significantly influenced employee productivity. Organisational culture exerted greater influence on job satisfaction than quality of work life. By implication, the labour relations environment in the public sector may be improved by nurturing healthy cultures and enriching quality of work life, thereby improving both job satisfaction and employee productivity.

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