Academic journal article Iranian Journal of Management Studies

Identification the Components of Quality of Work Life and Measuring Them in Faculty Members of Tehran University**

Academic journal article Iranian Journal of Management Studies

Identification the Components of Quality of Work Life and Measuring Them in Faculty Members of Tehran University**

Article excerpt

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1. Introduction

The quality of work life is a subject of human sources managers and behavior sciences authorities. They consider the attention and right perception of quality of work life as a tool for improvement the management performance.

More than a decade has passed since the phrase "quality of work life" (QWL) was first introduced. During this period, QWL has been the subject of many academic papers, experiments in different settings and, recently, increased interest among managers and the popular press (Nadler & Lawler, 1983, p.20).

The quality of work life (QWL) has gained increasing currency since initial discussion supporting the concept began in the USA and Scandinavia in the 1960s and 1970s. During this time, researchers from various disciplinary backgrounds explored ways to improve employment conditions for workers as rapid advancements in technology and saw a greater de-skilling, dehumanization, alienation and objectification of labour under Taylorist influences (Hannif et al., 2008, 272).

QWL passing employee involvement, quality cir- activities are designed to free workers to fulfill their productive function more effectively by opening up new ways for them to apply their energies to their work. Moreover, QWL activities encourage workers to direct their intelligence, expertise, skills, and abilities to such problems as job design, the relationships of workers among themselves and with management, the measurement of performance and the distribution of rewards, the distribution of authority and status symbols, and the definition of career paths. All QWL efforts have attempted, in some way, to increase employee participation in the management of the organization (Schlesinger, 1989, pp 5&6).

There is also evidence that while industrialized economies have grown increasingly affluent in material wealth, the quality of work life has not significantly improved. Rather, workers have experienced greater work intensification, more significant stress, greater control, less autonomy and less job security than ever before (Hannif &, 2008, p 272).

Considering the importance of employees' quality of work life in organizations productivity, nowadays identification the components of quality of work life is one of the main necessaries to increase productivity in the organizations. So, in this research, the main affair is identification the scales and aspects of quality of work life, and measures their status among faculty members of Tehran University

2. Importance of QWF

In recent years, ethics, quality of work life (QWL) and job satisfaction are increasingly being identified as progressive indicators related to the function and sustainability of business organizations. The rising complexity of the competitive business world and the cumbersome process of implementing effective social laws make ethics an important strategic factor in protecting companies from unwanted disasters. Writings and research in management, HR, and OD often link QWL and job-related outcomes to ethics, productivity, corporate social responsibility and organizational performance (Koonmee et al., 2010, p.20).

The benefits of QWL initiative go to both employees and employers. Employees trust that with the presence of QWL initiatives they feel safe, relatively well satisfied and able to grow and thus can develop as human beings. They believe that QWL enhances their dignity through job satisfaction and humanizing work by assigning meaningful jobs, ensuring job security, making provisions for adequate pay and benefits, providing safe and healthy working conditions, giving opportunities to develop human capacity, ensuring growth and security, social integration, constitutionalism, getting freedom to self-expression and thus help to increase individual productivity that supports to achieve organizational effectiveness. QWL initiatives are equally beneficial for the employers. …

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