Alternative to the control approach of managing people. Satisfy org objectives and employee needs. Nadler and Lawler: QWL is a way of thinking about people, work and organization Cherns: QWL is the area of humanization of the work place. t is about work place democracy, work reconstructing, or !ob redesign and kind of work gi"en to the employees. !" has # distinct elements: $. A concern for the wellbeing of employees as well as for organi%ational e&ectiveness. #. 'he promotion of employee participation in important wor( related problems and decisions. )eq*irements of employees: $. Safer envt. #. +air and reasonable pay ,. -mployee bene.ts /. 0ob sec*rity 1. 0ob satisfaction 2. -mpowerment 3. Career opport*nities 4. 'ransparency Activities constit*ting !" program: Opport*nities for growth of employees 5articipation of employees 6mplementing S*ggestion systems 6nnovative reward systems !or( design +reedom in forming wor(gro*p +lexibility in wor( sched*les Approaches for improving !" within organi%ations: 7evelopment of 8igh involvement organi%ations 986O: 7eveloping parallel str*ct*res li(e q*ality circles and *nion managements cooperative projects +lexible wor( options +eat*res of 86O: Organi%ational str*ct*re: +lat; lean; team based; foc*sed on employee participation 0ob 7esign: 6ndivid*ally enriched 9more s(ill variety added in the jobs; hish tas( identity and signi.cance; more a*tonomy on the job and feedbac( to be given for jobs done; etc 6nformation systems Career systems: 7i&erent trac(s for advancement and mentoring employees for long term relationship Selection of employees: Selection of right person for right job 'raining: -&ective training for s(ills which help employees in ta(ing correct decisions Open reward systems: )eward systems is open. 6t is based on sharing gains from improved performance. )eward distinctions between people from di&erent hierarchial levels are minimal 5ersonnel policies: 'hese enco*rage participation of employees at every level 5hysica layo*t: 'he physical layo*t s*pports team str*ct*re and red*ce stat*s di&erences among employees and reinforce s*pportive c*lt*re. 5arallel str*ct*res: 6nvolves members in resolving ill de.nes; complex problems and b*ild adaptability into b*rea*cratic organi%ations. Operate in conj*nction with formal str*ct*res. 'hey provide members with an alternative setting in which to address problems and sol*tions free from existing formal organi%ation str*ct*re and c*lt*re. Cooperative management Steps followed in parallel str*ct*res: 7e.ne the p*rpose and scope of parallel str*ct*re 9<=C5>C: in the organi%ation +orm a steering committee for *ncp>qc Comm*nicate with the orh members to create awareness among them regarding f*nctioning of parallel str*ct*res 9<=5C>C: +orm employee problem solving gro*ps Address the problems and iss*es 6mplement and eval*ate the changes C programs: C is a gro*p of employees that meet reg*larly to solve problems a&ecting its wor( area Str*ct*re of OC programs o Steering committee o +acilitator o "eader o =embers o +elxible wor( options: +lexible wor(ing ho*r 5rt time 0ob sharing Compressed wor( wee( +lexi pace