Organizational health programmes its helps to aim at

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Organizational health Programmes: Its helps to aim at educating about health Programmes, means of maintaining and improving of health. Alternative work schedules: Includes flexi times, work at home, staggered hours, reduce work hours, part time employment. Participative management and control of work: The trade unions and workers believe that workers participation in management and decision - making improves QWL. Recognition : Rewarding system, congratulating the employees for their achievement, job enrichment, offering membership in clubs or association, vehicles, etc., recognizes the employees. Congenial worker-supervisor relations : This gives the worker a sense of social association, belongingness, achievement of work results etc. Grievance procedure: Employees will have a fair treatment when the company gives them the opportunity to ventilate their grievances and present their case sincerely rather than settling the problem arbitrarily.
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215 Adequacy of resources: Resources should match with states objectives; otherwise employees will not be able to attain the objectives. Seniority and meriting promotions : Seniority is considered as basis for promotion. Merit is considered as the basis for advancement for managerial people. Employment on permanent basis: It gives security and leads to higher order QWL. 23.3.2 Measure Quality of Work Life (QWL) The following indices may be used to judge the quality of work life in an organization: Job Involvement . It represents the degree of an individual’s identification with or ego involvement in the job. The more central the job is to the individual’s life, the greater is his involvement in it. Therefore, the individual spends more time and energy on the job. People with high job involvement are better motivated and more productive. Research reveals that skills variety, achievement and challenge help to improve job involvement. Job Satisfaction . It implies the worker’s satisfaction with the environment of his job environment consisting of nature of work, quality of supervision, pay, co- workers, opportunities for promotion, etc. Job satisfaction is related to job involvement and people involved in their jobs are satisfied with their jobs and vice versa. Sense of Competence . It refers to the feelings of confidence that an individual has in his own competence. Sense of competence and job involvement reinforce each other. An individual acquires a greater sense of competence as he engages himself more and more in work activities. When he feels more competence as he engages himself more and more in his job and becomes better motivated. When both sense of competence and job involvement are high, the level of job satisfaction also increases. Fig. shows the interrelationship between job characteristics, job satisfaction, sense of competence and motivation.
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216 Job Performance . When an individual’s job involvement, job satisfaction and sense of competence increase, there is a rise in job performance.
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