Examination Paper Semester II: Human Resource Development& Training

Section A: Objective Type Part One: 1. HRD is the process of helping people to acquire c. Competencies 2. Techniques of human resource development are also called d. All of the above 3. In India HRD began only in a. 1970s 4. BARS stands for a. Behaviorally Anchored Rating Scales 5. Levels of evaluations of training programmes are c. 5 6. Performance appraisal is a --------------- process of identifying, planning, developing employee performance a. Multi stages 7. Halo effect is the tendency to the judge all aspects of a a. Persons behavior 8. QWL stands for a. Quality of Work Life 9. 360-degree feedback can be used as a tool for performance a. Appraisal 10. Career planning is a -------------that constitute what a person does for a living. a. Sequence of career Part Two: 1. Explain the benefits of HRD.

The new economic environment has compelled the leaders and managers of organization to look outwards to understand the rules of survival in their business and beyond mere survival to set their organization on the path of prosperity and growth. Alvin Tolfer in his famous book Future Shock very rightly states "change is a process which pervades our life and it is an important look at it closely, not merely from the grand perspective of history but also from the vantage point of living, breathing individuals who experience it". What drive the business in the next millennium are financial resources, information technology and above all, the human element .Anybody who can marshal and master these three forces will be the leader in the corporate sector. In any area that does not require physical manufacturing, those who have the people strength and knowledge will lead from front. As organization increasingly operate globally and work to remain competitive, they have realized that the one factor that can give them sustained advantage is their people. This is reflected in the fact that all over the world organization are transforming the management of their human resource. Many organization heads say most HR departments fail to measure the effects of people development program on the bottom line leading to a common impression that HR is nothing but a sinkhole of costs .But in reality, it is not true. This happens because of lack of proper understanding of the concepts of HRD and its implementation .HRD approach is not simply recruitment and selection ,the major part of it development of competencies of the people to meet the present and future challenges in the competitive world. The importance for HRD in the corporate sector is increasing and everybody recognized its role and importance. Lot time and money is being spent for Proper implementation of the HRD concepts. The specific benefits of the HRD are 1: It provides a comprehensive platform for the development of manpower in the organization 2: It creates a climate for employees to discover, develop and use their knowledge for the betterment of the organization. 3: It facilities to attract, motivate and retain the talented people 4: It helps to generate systematic information useful to concern 5: It creates an environment for better and cordial relationship among the people 6: It is the humane approach to any problem 7: There is strategic approach for every aspect and there is greater chances of success 2. Briefly explain On-Job and Off Job methods Training and development.

Training and development is one of the key HR functions. Most organizations look at training and development as an integral part of the human resource development activity. The turn of the century has seen increased focus on the same in organizations globally. Many organizations have mandated training hours per year for employees keeping in consideration the fact that technology is deskilling the employees at a very fast rate. Training often has been referred to as teaching specific skills and behavior. Trainings in an organization can be divided to two broad types. They are on-the-job trainings and off-the-job trainings. These on-the-job trainings are given to the employees while they are conducting their regular works at the same places. In this way they do not lose time while they are training or learning. After a plan is developed for what should be taught, employees should be informed about the details. A time table should be establish with periodic evaluations to inform employees about their progress. On-thejob training techniques include orientations, job instruction training, apprenticeships, internships, assistantships, job rotation and coaching.

Off-the-job techniques include lectures, special study, audio visual conferences or discussions, case studies, role playing, simulation, programmed instructions, and laboratory trainings. Most of these techniques are too costly. Methods of trainings can be basically divided to four types, namely, a. the telling method(Lecture method) b. the programmed method(Showing method) c. the role playing method d. the discussion techniques(Conference) On-the-Job Training (OJT) is a type of skill development where an worker learns how to do the work through hands-on experience. This is in contrast to skill formation that is purely cognitive or perceptual. OJT generally gives the trainee the opportunity to work in the same place and with the same equipment that will be used regularly which can make it an efficient approach to learning new things. It can also be a useful tool to helping unemployed people develop new job skills. Poor OJT, however, can result in the trainee developing poor work habits. Unstructured and Structured Training Training an employee on the job can be one of the most effective teaching methods because it gives the worker practical experience with the tools and equipment he or she will be working with each day. As such, on-the-job training is one of the most common types of training used in the workplace, especially for vocational jobs, such as those in manufacturing. Often, this type of training is unstructured: the new employee is assigned to an experienced worker or supervisor, who demonstrates how the job is done. The trainee may shadow the other worker or workers for several shifts, while learning the steps that make up the job and how to use all of the required equipment. Training is usually conducted one-on-one, and the new worker generally has the opportunity to perform the different parts of the job with direct supervision. Off job training This occurs when employees are taken away from their place of work to be trained. Common methods of off-the-job training include: Day release (employee takes time off work to attend a local college or training centre) Distance learning / evening classes Block release courses - which may involve several weeks at a local college Sandwich courses - where the employee spends a longer period of time at college (e.g. six months) before returning to work Sponsored courses in higher education Self-study, computer-based training

The main advantages and disadvantages of this form of training can be summarized as follows: Advantages A wider range of skills or qualifications can be obtained Can learn from outside specialists or experts Employees can be more confident when starting job Disadvantages More expensive e.g. transport and accommodation Lost working time and potential output from employee New employees may still need some induction training Employees now have new skills/qualifications and may leave for better jobs

3.

Briefly explain the objectives of Performance Appraisal.

Performance appraisal is a method of evaluating the behavior of employees in the work spot, normally including both the quantitative and qualitative aspects of job performance. It is a systematic and objective way of evaluating both work-related behavior and potential of employees. It is a process that involves determining and communicating to an employee how he or she is performing the job and ideally, establishing a plan of improvement. Performance appraisal is a method of evaluating the job performance of an employee. It is an ongoing process of obtaining, researching, analyzing and recording information about the worth of an employee. Performance appraisal could be taken either for evaluating the performance of employees or for developing them. The evaluation is of two types: telling the employee where he stands and using the data for personal decisions concerning pay, promotions etc. Performance appraisal may be defined as a structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (annual or semi-annual), in which the work performance of the subordinate is examined and discussed, with a view to identifying weaknesses and strengths as well as opportunities for improvement and skills development. In many organizations - but not all - appraisal results are used, either directly or indirectly, to help determine reward outcomes. That is, the appraisal results are used to identify the better performing employees who should get the majority of available merit pay increases, bonuses, and promotions. By the same token, appraisal results are used to identify the poorer performers who may require some form of counseling, or in extreme cases, demotion, dismissal or decreases in pay. (Organizations need to be aware of laws in their country that might restrict their capacity to dismiss employees or decrease pay.) Whether this is an appropriate use of performance appraisal - the assignment and justification of rewards and penalties - is a very uncertain and contentious matter. The main objective of performance appraisals is to measure and improve the performance of employees and increase their future potential and value to the company. Other objectives include providing feedback, improving communication, understanding training needs, clarifying roles and responsibilities and determining how to allocate rewards. 1. 2. 3. 4. 5. 6. 7. To maintain records in order to determine compensation packages, wage structure, salaries raises, etc. To identify the strengths and weaknesses of employees to place right men on right job. To maintain and assess the potential present in a person for further growth and development. To provide a feedback to employees regarding their performance and related status. To provide a feedback to employees regarding their performance and related status. It serves as a basis for influencing working habits of the employees. To review and retain the promotional and other training programmes.

Performance appraisal may be defined as a structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (annual or semi-annual), in which the work performance of the subordinate is examined and discussed, with a view to identifying weaknesses and strengths as well as opportunities for improvement and skills development. In many organizations - but not all - appraisal results are used, either directly or indirectly, to help determine reward outcomes. That is, the appraisal results are used to identify the better performing employees who should get the majority of available merit pay increases, bonuses, and promotions.

By the same token, appraisal results are used to identify the poorer performers who may require some form of counseling, or in extreme cases, demotion, dismissal or decreases in pay. (Organizations need to be aware of laws in their country that might restrict their capacity to dismiss employees or decrease pay.) Performance appraisal for evaluation using the traditional approach has served the following purposes: 1. Promotion, separation, and transfer decisions 2. Feedback to the employee regarding how the organization viewed the employee's performance 3. Evaluations of relative contributions made by individuals and entire departments in achieving higher level organization goals 4. Criteria for evaluating the effectiveness of selection and placement decisions, including the relevance of the information used in the decisions within the organization 5. Reward decisions, including merit increases, promotions, and other rewards 6. Ascertaining and diagnosing training and development decisions 7. Criteria for evaluating the success of training and development decisions 8. Information upon which work scheduling plans, budgeting, and human resources planning can be used Objectives of Appraisal System: 1. To give employees the opportunity to discuss performance and performance standards regularly with their supervisor. 2. To provide the supervisors with a means of identifying the strengths and weaknesses of an employees performance. 3. To provide a format enabling the supervisor to recommend a specific program design to help an employee improve performance. 4. To provide a basis of salary recommendations. 5. Salary Administration 6. Performance Feedback 7. Identification of Individual Strengths and Weaknesses 8. Recognition of Individual Performance 9. Determination of Promotion 10. Identification of Poor Performance 11. Assistance In Goal Identification 12. Evaluation Of Goal Achievement 13. Identification of Individual Training Needs 14. Determination of Organizational Training Needs. 4. Differentiate between HRM and HRD concept.

We often hear the term Human Resource Management, Employee Relations and Personnel Management used in the popular press as well as by Industry experts. Whenever we hear these terms, we conjure images of efficient managers busily going about their work in glitzy offices. Though as with all popular perceptions, the above imagery has some validity, the fact remains that there is much more to the field of HRM and despite popular depictions of the same, the art and science of HRM is indeed complex. We have chosen the term art and science as HRM is both the art of managing people by recourse to creative and innovative approaches; it is a science as well because of the precision and rigorous application of theory that is required. As outlined above, the process of defining HRM leads us to two different definitions. The first definition of HRM is that it is the process of managing people in organizations in a structured and thorough manner. This covers the fields of staffing (hiring people), retention of people, pay and perks setting and management, performance management, change management and taking care of exits from the company to round off the activities. This is the traditional definition of HRM which leads some experts to define it as a modern version of the Personnel Management function that was used earlier.

The HRM function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits, compensation, employee records, and personnel policies. Usually small businesses ( for profit or non-profit) have to carry out these activities themselves because they can not afford part or full time help. However, they should always ensure that employees have and are aware of personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have. The HRM (Function) and HRD (Profession) have undergone tremendous change over the past 20-30 years. Many years ago, large organizations looked to the Personnel Department, mostly manage the paperwork around hiring and paying people. More recently, organizations consider the HR Deptt. As playing a major role in staffing, training, and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner. In recent years there has been a sudden spurt in the no. of organizations deciding to appoint HRD managers. However, many people are not clear as to what is the difference between personnel & HRD functions. As a result we find instances of personnel managers being re-designated HRD Manages or Human Resource Managers. Basically , HR consist of the value of productive capacity of a firms human organization. HRD efforts aim at providing conditions in which the employees can improve their skill, knowledge, energy and talent, which in turn may lead to improved productivity. Basically, the main areas which have to be managed by HRD people are: Managing succession politics, Managing appraisal politics, Managing the reward system, Distribution of power across groups, Balancing power across groups, Influencing the key people. It will be primary responsibility of the HRD people to develop the right kind of values and norms to be followed by an organization. HRM is that part of management concerned with people at work and with their relationship within an enterprise . Its aim is to bring together and develop into effective organization the men and women who make up an enterprise and having regard for the well being of an individual and of working groups, to enable them to make their best contribution to its success. BASIC OVERVIEWS OF HRM (Human Resource Management) . (1) Getting the Best Employees. a) Staffing Workforce Planning. b) Staffing Specifying Jobs & Roles. c) Staffing Recruiting. d) Staffing Outsourcing (having services and functions performed by non-employees). e) Staffing Screening Applicants. f) Staffing Selecting (Hiring) New Employees. Employees due Benefits & Compensation. Training Employees . a) Career Development. b) Employee Orientation. c) Leadership development. d) Management Development. e) Personal Development. f) Supervisional Development.

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Training & Development.

Ensuring Compliance to Regulations . a) Personnel Policies & Records. b) Employee Laws, Topics & Issues. c) Ethics Practical Toolkit. d) To comply all Statutory Requirements under Labour Laws. Ensuring Safe Work Environments. a) Diversity Management. b) Dealing with Drugs at the Work Place. c) Employee Assistance Programs d) Ergonomics : Safe facilities at the Work Place. e) Dealing with HIV/AIDS at the Work Place. f) Personal Wellness. g) Preventing Violence at the Work Place. h) Ensuring Safety at the Work Place. i) Supporting Spirituality at the Work Place. Sustaining High-Performing Employees . a) Employee Performance Management. b) Group Performance Management. c) Interpersonal Skills. d) Personal Productivity. e) Retaining Employees. General Resources . a) Additional information for Non-Profits. b) Capterras listing of HR Software. c) Implementation of ERP Package.

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In India, some of the major factors which are responsible for the slow progress of HRM are: unfavourable attitude of employee unions towards the personnel man, predominance of litigation in labour disputes, lack of professional training facilities, insecurity of job & lack of job satisfaction. Lastly, it is concluded that, HR Cell in any organization plays a vital role to maintain a due vibration between the employer & employees. Also HR personnel is/are the eye & ear of the organization Section B: Case let 2. 1. Why a high performer like Mr. Mohan decided to leave the organization he has been long part of ?

Section C: Applied Theory 1. Discuss the Basics concepts of management development. What id the importance of management development in the changing business? Basics concepts of management development

The mangers or executives are the most important and valuable assets of an organization .Their development has become one of the most important and complex tasks of human resource management .Good organization selects the talented employees and develop them to have adequate inventory of management skill for use in the future to achieve the desire of the organization. The training and development plans aimed developing talents to perform effectively in the present and future higher levels on more challenging work situations .The training and development activities are the techniques of encasing on the human capital whose potentials much more than any other resources in the organization. Management development is more future oriented and more concerned with education, than is employee training. Management development is concerned with developing the experience, attitudes and skills necessary to become or remain an effective manager. To be successful, it must have the full support of organizations top executives. The total management development process is being explained below 1: Defining organizational objectives 2: Appraisal of present managerial talent 3: Creating a management skills inventory and succession plan 4: Estimate the probable changes in the management team 5: Systematic analysis of the specific management needs and assessment 6: Establish the management development objectives 7: Design the management development programs 8: Evaluation of programmes systematically. The primary or continuing objectives of management development are as follows 1: To improve the overall knowledge and conceptual and decision making skills for managers 2: To ensure the optimum utilization of managerial resources of organization 3: To make executives as change agents in the change process 4: To create and provide the various opportunities to satisfy the executives career ambitions 5: To make the executives up to date with the latest knowledge to avoid the obsolescence 6: To create a good succession planning to avoid the crises 7: To develop the managers at all levels 8: To broaden the outlook of the executives regarding his role position and responsibilities 9: To stimulate creating thinking 10: To understand the problem of human relations and improve human relation skills 11: To increase the cohesiveness among the executive group 12: To understand the ever changing economic and technological changes Management development is a systematic process of growth & development by which the managers develop their abilities to manage. So, it is the result of not only participation in formal courses of instruction but also of actual job experience. It is concerned with improving the performances of the managers by giving opportunities for growth & development. All organizations depend upon group efforts. Group action and joint efforts have become necessary in every walk of life. Management is required wherever two or more people work together to achieve common objectives. The success in group efforts depends upon mutual cooperation among the members of the group. Management creates teamwork and coordination among specialized efforts. Management is indispensable in all organizations whether a business firm, a government, a hospital, a college, a club, etc. Management is a creative force which helps in the optimum utilization of resources. Competent managerial leadership alone can convert the disorganized resources of men, money, materials and machinery into a productive enterprise. In the absence of management, an organization is merely a collection of men, money, materials and machinery. According to Trucker, "management is the dynamic life-giving element in every business. Without it the resources of production remain resources and never become production". Management is the catalyst without which no organization can survive and grow. Management is required to plan, organize, direct and control group efforts. Management provides leadership and motivation to individuals. There is continuous need for management in an organization. As an innovative force, management performs the same role in an organization which brain does in the human body. It is the fundamental coordinating mechanism that underlies organized endeavor.

The importance of management has increased tremendously in recent years due to increase in the size and complexity of organizations, turbulent environment and growing responsibilities of business. Sound management helps in maximizing output and minimizing costs. It maintains a dynamic equilibrium between an organization and its ever changing environment. Management is responsible for the creation, survival and growth of organizations. The significance of management in the modern business world has increased tremendously due to the following challenges. (i) Growing size and complexity of business. (ii) Increasing specialization of work, (iii) Cut throat competition in the market, (iv) Growing unionization of labor. (v) Sophisticated and capital intensive technology, (vi)Increasing complexity of business decisions, (vii) Growing regulation of business by the Government, (viii) Need for research and development, (ix) Turbulent environment of business. (x) Need for reconciling the interests of various groups, e.g., owners, workers, customers and the public, (xi) Need for optimum utilization of scarce resources. Management is equally important at the national level. It is an agent of change and economic growth. The prosperity, power and prestige of a nation depend upon the competence and dedication of its managers and administrators. President Roosevelt of U.S.A. once said: "a government without good management is a house built on sand." Management makes a significant social contribution by supplying goods and services, employment, tax revenue, etc. According to Ureic and Breach, "no ideology, no 'ism', no political theory can win a greater output with less effort from a given complex of human and material resources except sound management. And it is on such greater output that a higher standard of life, more leisure, more amenities for all must necessarily be founded." Management is an important organ of an industrial society. In a developing country like India, the significance of management can hardly be over emphasized. Higher efficiency and higher productivity is the only hope of the people, more than 60 per cent of whom are living below the poverty line. A welfare state cannot realize its twin objectives of economic growth and social justice without a well-organized management system. The root cause of India's backwardness lies in the underutilization and mystification of the country's resources. The most important reason for the poor performance of our development plans has been inadequate and inefficient administrative machinery. We have sunk cores of rupees in the public sector. In the absence of competent and devoted management the investment is not being utilized properly. Poor management is the main cause of sickness in private sector. We are underdeveloped because we are undermanaged and mismanaged. Dedicated and professional managers can convert the tremendous latent energy of people into wealth. "The achievement of business management enables us today to promise the abolition of the grinding poverty that has been mankind's lot through the ages". Management is the key for unlocking the forces of economic growth. It is the crucial factor in economic and social development. Managers are the custodians of the hopes and aspirations of the masses. In fact, "management is one and at the same time the determiner of our economic progress, the employer of our educated, the amasser of our resources, the guide for effective government, the strength of our national defense, and the molder of our society". Developed and underdeveloped countries are infect Veil managed' and 'poorly managed" countries. Management aims at the optimum utilization of available resources to secure productive performance. "The managers of an organization are concerned with the maximization of output obtainable from a given amount of input or similarly the minimization of kaput for a given level of output. Fulfillment of such a purpose is the only justification for the existence of a managerial function". Managers are the true leaders of the economic machinery of a nation. They enrich the economic life of the country by purposeful administration of resources.

They also develop human talent. What we lack most is not skill or capital but management. Therefore, the development of managerial talent must receive top priority under our development plans. Without an adequate supply of talented general and specialized managers, economic development is retarded. According to the late President John F. Kennedy, the role of management in our society is critical in human progress. It serves to improve standards of living of all people through effective utilization of human and material resources. By designing job structures that provide opportunities for self-expression, and initiative, management provides human satisfaction. Management makes all the difference in the quality of life between nations. Thus, management is an essential instrument of human progress and keystone of modern society. If organizations need new approaches to change and these approaches will need to be inherently critical of the status quo, management development might have a new role in developing managers to be subversive by building pockets of good practice. In this way, individual and organizational agendas can become congruent. If pockets of good practice are to flourish as a viable approach to organizational change then they will implicitly challenge the assumptions behind existing power relations because they question the primacy of corporate, top down control. In this respect they run the risk of being interpreted as evidence of organizational misbehavior in that they will run counter to shared organizational norms and expectations (Vardi and Weiner, 1996). The ability of managers to undertake this type of subversion requires considerable interpersonal, political and cognitive skills. Clarke and Meldrum (1999) have identified five key personal attributes needed for the development of such pockets in ways which reduce this possibility: 1. Political astuteness, the ability to read organizational contexts; 2. Ability to ``position'' intentions, the way individuals and departments represent themselves in order to gain credibility and act as a role model for change; 3. Envisioning, creating a vision that is differentiated, yet meets key organizational success criteria; 4. Subversive, being able to stand outside organizational rhetoric, questioning organizational norms whilst still meeting organizational success criteria; and 5. Taking personal risk, understanding the personal and developmental implications for oneself in taking these actions.

2. life.

What do mean by quality of work life? Discuss various methods to improve quality of work

Quality of work means having good supervision, good working condition, good pay and benefits. And another interesting one is challenging and rewarding job. High quality of work life is sought trough an employee relation philosophy that encourages use of quality of work life effort, which systematic attempts by an organization to give workers greater opportunities to affect their job and their contribution to the organizations overall effectiveness. That is ,a proactive human resource departments finds ways to empower employees so that they draw their brains and wits ,usually by getting the employees more involved in the decision making process. Perhaps the most crucial role for the department is winning the support of key managers . Management support particularly top-management support appears to be an almost universal prerequisite for successful quality of work life programs. The management in every organization should sincerely invite their employees to suggest ways to improve their operation and their quality of their work life, only if these ideas are received in a spirit of appreciation. The employees should then be asked to participate in studying the feasibility and recommend appropriate means of implementing each suggestion that survives such review. The concept of inviting workers to have choice and influence in all aspects of a task, the setting up of autonomous work team and providing of open channel of communication at all levels does means giving up some of conventional authority exercised by the company or union leader .The quality of life at work probably would the be enhanced .There are generally two types of workers-some accept the life as they find it, i.e. a job,

which provides a living, is enough. But for some others, taking home a pay is not all-they want a chance for self fulfillment in work place. Thus most of the employees in the organization want this activity to be conducted through a few reject the idea and do show. Employees used to work under adverse working condition such as poor lighting, extreme temperatures, polluted airs, confined work spaces, no rest pauses etc. But with the passage of time, as the development of organization took place ,the working environment also improved .Research evidence indicated that even very small variations in temperature , noise, lighting or air pollution can considerably affect the employee performance and attitudes ultimately their overall quality of work life. Quality of work life deals with various aspects of work environment, which facilitates the human resource development efficiently. Thu ,quality of work life helps for development of human resources. In facts QWL includes and motivates the employees to learn further for present and future roles.QWL has assumed increasing interest and importance in both industrialized as well as developing countries of the world. In India, its scope seems to be border than much labor legislation enacted to protect the workers. It is more than a sheer work organization movement, which focus on job security and economic growth to the employees. One of the common methods used to create QWL employees involvement. Employee involvement consists of variety of systematic methods that empower employees to participate in the decision that affect them and their relationship with the organization. Though employee involvement, employee feel a sense of responsibility, even ownership of decisions in which they participate. To be successful, however, of managements employee involvement must more than just a systematic approach; it must become part of the organizations culture by being part philosophy. The quality of work life movement is of recent origin and has a long way to go. Individual as well as organized efforts are required to improve the quality of work life for millions of workers in the country. Some of the techniques used to improve the quality of work life are given below 1: Flexible work schedules There should flexibility in work schedules of the employees .Alternative work the employees can be flexi time, staggered hours, compressed work week etc. 2: Job redesign Job redesign or job enrichment improves the quality of the jobs. It attempts to provide a person with exiting, interesting, stimulating and challenging work. It helps to satisfy the higher level needs of the employees. 3: Opportunity for development Career development is very important for ambitious and achievement oriented employees. If the employees are provide with opportunities for their advancement and growth, they will be highly motivated and their commitment organization will increase. 4: Autonomous work groups: Autonomous work groups are also called self managed work teams. In such groups the employees are given freedom of decision making. They are themselves responsible for planning, organizing and controlling the activities of their groups. The groups are also responsible for their success or failure. 5: Employees participation in management schedule for

People in the organization should be allowed to participate in the management decisions affecting their lives. Quality circles, management by objectives, suggestion system and other forms of employees participation in management help to improve the quality of work life. 6: Job security Employees want stability of employment. Adequate job security provided to the employees will improve the quality of work life to a large extent. 7: Equitable justice The principle of equitable administrative justice should be applied in disciplinary actions, grievance procedures, promotions, transfers, work assignments etc. partially and biasness at any stage can discourage the workers and affect the quality of work life. Various authors and researchers have proposed models of Quality of working life which include a wide range of factors. Selected models are reviewed below. Hackman and Oldham (1976) drew attention to what they described as psychological growth needs as relevant to the consideration of Quality of working life. Several such needs were identified; Skill variety, Task Identity, Task significance, Autonomy and Feedback They suggested that such needs have to be addressed if employees are to experience high quality of working life. In contrast to such theory based models, Taylor (1979) more pragmatically identified the essential components of Quality of working life as; Basic 1.) Extrinsic job factors of wages, hours and working conditions, 2.) Intrinsic job notions of the nature of the work itself. He suggested that a number of other aspects could be added, including; individual power, 1) Employee participation in the management, 2) Fairness and equity, 3) Social support, 4) Use of ones present skills, 5) Self development, 6) A meaningful future at work, 7) Social relevance of the work or product, 8) Effect on extra work activities. Taylor suggested that relevant Quality of working life concepts may vary according to organization and employee group. Warr and colleagues (1979), in an investigation of Quality of working life, considered a range of apparently relevant factors, including 1 work involvement, 2 intrinsic job motivation, 3 higher order need strength, 4 perceived intrinsic job 5 job satisfaction, 6 life satisfaction, 7 happiness, and 8 self-rated anxiety They discussed a range of correlations derived from their work, such as those 1)between work involvement and job satisfaction, 2)intrinsic job motivation and job satisfaction, and 3)Perceived intrinsic job characteristics and job satisfaction. In particular, Warr et al. found evidence for a moderate association between total job satisfaction and total life satisfaction and happiness, with a less strong, but significant association with

self-rated anxiety.Thus, whilst some authors have emphasized the workplace aspects in Quality of working life, others have identified the relevance of personality factors, psychological well being, and broader concepts of happiness and life satisfaction. Factors more obviously and directly affecting work has, however, served as the main focus of attention, as researchers have tried to tease out the important influences on Quality of working life in the workplace. They defined quality of working life as satisfaction of these key needs through resources, activities, and outcomes stemming from participation in the workplace. Maslows needs were seen as relevant in underpinning this model, covering Health & safety, Economic and family, Social, Esteem, Actualization, Knowledge and Aesthetics, although the relevance of nonwork aspects is play down as attention is focused on quality of work life rather than the broader concept of quality of life. These attempts at defining quality of working life have included theoretical approaches, lists of identified factors, correlation analyses, with opinions varying as to whether such definitions and explanations can be both global, or need to be specific to each work setting. 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, indicating that different concerns might have to be addressed for different groups. The distinction made between job satisfaction and dissatisfaction in quality of working life reflects the influence of job satisfaction theories. Herzberg at al., (1959) used Hygiene factors and Motivator factors to distinguish between the separate causes of job satisfaction and job dissatisfaction. It has been suggested that Motivator factors are intrinsic to the job, that is; job content, the work itself, responsibility and advancement. The Hygiene factors or dissatisfaction-avoidance factors include aspects of the job environment such as interpersonal relationships, salary, working conditions and security. Of these latter, the most common cause of job dissatisfaction can be company policy and administration, whilst achievement can be the greatest source of extreme satisfaction. An individuals experience of satisfaction or dissatisfaction can be substantially rooted in their perception, rather than simply reflecting their real world. Further, an individuals perception can be affected by relative comparison am I paid as much as that person - and comparisons of internalized ideals, aspirations, and expectations, for example, with the individuals current state. In summary, where it has been considered, authors differ in their views on the core constituents of Quality of Working Life.It has generally been agreed however that Quality of Working Life is conceptually similar to well-being of employees but differs from job satisfaction which solely represents the workplace domain. Quality of Working Life is not a unitary concept, but has been seen as incorporating a hierarchy of perspectives that not only include work-based factors such as job satisfaction, satisfaction with pay and relationships with work colleagues, but also factors that broadly reflect life satisfaction and general feelings of well-being. More recently, work-related stress and the relationship between work and non-work life domains have also been identified as factors that should conceptually be included in Quality of Working Life. Measurement:There are few recognized measures of quality of working life, and of those that exist few have evidence of validity and reliability, that is, there is a very limited literature based on peer reviewed evaluations of available assessments. A recent statistical analysis of a new measure, the Work-Related Quality of Life scale (WRQoL), indicates that this assessment device should prove to be a useful instrument, although further evaluation would be useful. The WRQoWL measure uses 6 core factors to explain most of the variation in an individuals quality of working life: 1) Job and Career Satisfaction; 2) Working Conditions; 3) General Well-Being; 4) Home-Work Interface; 5) Stress at Work and 6) Control at Work Regular assessment of Quality of Working Life can potentially provide organizations with important information about the welfare of their employees, such as job satisfaction, general wellbeing, work-related stress and the home-work interface.