Work design influences employee satisfaction, motivation and productivity. In order to improve Quality of Work Life (QWL), work design must consider factors that moderate employees’ reactions to their work.
These factors relate to individual differences and inter-personal and organizational factors. As there is no universally good work design, there are varied job-design options to improve Quality of Work Life (QWL).
Depending upon situational requirements, management may choose the relevant strategies for specific design alternatives. Whatever work design options management uses, the following strategies for planned personal and organizational change seem to be relevant for effective introduction of Quality of Work Life (QWL) through work redesign in organizational settings:
These factors relate to individual differences and inter-personal and organizational factors. As there is no universally good work design, there are varied job-design options to improve Quality of Work Life (QWL).
Depending upon situational requirements, management may choose the relevant strategies for specific design alternatives. Whatever work design options management uses, the following strategies for planned personal and organizational change seem to be relevant for effective introduction of Quality of Work Life (QWL) through work redesign in organizational settings:
Diffusing knowledge about work-redesign theory and practice. Disseminating work-redesign innovations; Paying more attention to the jobs of first level managers; Paying more attention to the role of unions in work-redesign efforts.
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