A Study On

WORK LIFE MANAGEMENT OF TEACHING FACULTIES

(With Reference To Seected Coe!e" in ##########$
Table of Contents
Synopsis for Ph.D. in Management 1 - 13
1.1 Objectives 1
1.2 Literatures Review 2 -11
1.2.1 Human Resource Management 2
1.2.2 Quality of Wor Life !
1." Researc# Met#o$ology 12
1.! %ibliogra&#y 1"
OBJECT!ES
'o stu$y t#e nature of woring con$itions &revailing in t#e selecte$ (ngineering an$ )*
+olleges.
'o stu$y an$ analy,e t#e effect of woring con$itions on em&loyee satisfaction.
'o e-amine #ow t#e training an$ $evelo&ment &rograms #el&s to im&rove t#e
&erformance of t#e em&loyees.
'o now t#e im&act of various welfare activities an$ ot#er benefits to bring a better
Quality of Wor Life.
'o un$erstan$ t#e co-o&eration an$ co-or$ination between t#e em&loyees in a &articular
+ollege.
"TE#$T%#E #E!E&
ntro'()tion to *#M
Human Resources Management is t#e management of em&loyee sills. nowle$ge.
abilities. talents. attitu$es etc.
(m&loyee is treate$ as a /Resource0 of t#e organi,ation.
(m&loyees are treate$ as a &rofit center an$ t#erefore investment in Human Resources is
use$ for future 1tility.
Definition+
Human resources management is concerne$ wit# t#e &rocurement. $evelo&ment.
com&ensating an$ integration an$ maintenance of &ersonnel of t#e organi,ation for t#e
&ur&ose of contributing towar$s t#e organi,ational major goals an$ objectives.
- 2li&&o
mportan)e of *#M+
O(tp(t is greater than np(t
'#is is t#e only resource w#ic# may &ro$uce an out&ut grater t#an in&ut. '#roug#
motivate$ creative man can &ro$uce an out&ut greater t#an t#e sum of in&uts.
Comple, an' %npre'i)table
Human resource is most com&le- an$ un&re$ictable in be#avior .'#ere is no
formulate$ to gui$e a manger #ow is motivating #is worers. He can buy #is worers an$
#is &#ysical &resence. but #e can buy worers ent#usiasm. #is imitativeness. #is loyalty etc.
Distin)t Ba)-gro(n'
'#is maes eac# in$ivi$ual uni3ue in t#is &#ysical framewor. 4s no two
in$ivi$uals #as an e-actly similar &syc#ological framewor. 4ll in$ivi$uals in an
organi,ation cant treate$ alie.
$ppre)iate in !al(e
5t is t#e only resource w#ic# can a&&reciate in value wit# &assing of time.
"abor ena)tments
6arious laws #ave been frame$ for t#e im&rovement of Human resources.
.(n)tions of *#M+
/%$"T0 O. &O#1 ".E 2/&"3
Meaning+
Quality + 2itness for t#e &ur&ose
Wor + '#e various woring con$itions
Life + '#e $ifferent Qua$rants of Life
Definition+
Quality of Work Life means any activity which takes place at every level of
organization which seeks greater organizational effectiveness through the human dignity and
growth.
- 4merican +enter
7o we can sim&ly $efine t#e QWL as8
Meaningful daily achievement & enoyment in each of the ! life "uadrants
'#e 3uality of relations#i&s between em&loyees an$ total woring environment is calle$ to
be as QWL.
QWL refers to t#e favorableness or unfavourableness of a job environment for &eo&le.
'#e basic &ur&ose of QWL is to $evelo& wor environments t#at are e-cellent for &eo&le as
well as for t#e economic #ealt# of an organi,ation.
4 better 3uality of wor life for em&loyees lea$s to a #ig#er &ro$uctivity for t#e em&loyer.
'#e best way of a&&roac#ing 3uality of life measurement is to measure t#e e-tent to w#ic#
&eo&le9s :#a&&iness re3uirements; are met < t#ose wit#out w#ic# no member of t#e #uman
race can be #a&&y.
Quality of Wor Life - it en-joins management to treat worers as #uman resources t#at are to
be $evelo&e$ rat#er t#an sim&ly use$.
&or- life balan)e 4 Spe)ial emphasis on &omen an' .amily+
'o$ay;s career women are continually c#allenge$ by t#e $eman$s of full-time wor an$
w#en t#e $ay is $one at t#e office. t#ey carry more of t#e res&onsibilities an$ commitments to
#ome. '#e attitu$e of female worers #as also c#ange$. Women are growing more ambitious as t#ey
become ey &layers in t#e worl$ of wor. contributing to major com&any successes. '#e im&act of t#e
female boss is consi$erably more &owerful t#an ever before.
'#e &ressure for women to ac#ieve $rives t#em to wor #ar$er an$ for longer. es&ecially
w#en t#ey want to &rove t#emselves against t#eir male counter&arts. Majority of women wor
!=-!> #ours &er wee. '#eir lives were a juggling act t#at inclu$e$ multi&le res&onsibilities at
wor. #eavy meeting sc#e$ules. an$ business tri&s. on to& of managing t#e $aily routine
res&onsibilities of life at #ome. /7uccessfully ac#ieving wor-life balance will ultimately create
a more satisfie$ wor force t#at contributes to &ro$uctivity an$ success in t#e wor &lace0.
&"B an' .$M"0+
4n increasing number of young c#il$ren are being raise$ by a c#il$ care &rovi$er or
anot#er &erson ot#er t#an a &arent. an$ ol$er c#il$ren are more liely to$ay to come #ome to an
em&ty #ouse an$ s&en$ time wit# vi$eo games. television an$ t#e internet. wit# less gui$ance to
offset or control t#e messages coming from t#ese sources. ?o one nows #ow many i$s are
#ome after sc#ool wit#out an a$ult. but t#ey now t#e number is in t#e millions. 4lso. accor$ing
to a stu$y by t#e ?ational 5nstitute of +#il$ Healt# an$ Human @evelo&ment. t#e /more time
t#at c#il$ren s&ent in c#il$ care. t#e more liely t#eir si-t# gra$e teac#ers were to re&ort &roblem
be#avior.0 '#e ey 3uestion #ere is w#o fin$s time to care for w#omA 2amilies nee$ nurturing.
an$ our res&onses #ave to be sufficiently $ee& an$ elastic to accommo$ate t#e une-&ecte$. not
just t#e sc#e$ule$ bits t#at fit in neatly wit# our jobs.
'#e $eman$ for wor life balance solutions by em&loyees an$ managers is e-&an$ing at
an un&rece$ente$ rate. 4s a result. wor-life balance is an increasingly #ot to&ic in boar$rooms
an$ government #alls to$ay. Over t#e coming $eca$e it will be one of t#e most im&ortant issues
t#at e-ecutives an$ #uman resource &rofessionals will be e-&ecte$ to manage.
T*E E"EME5TS 5 $ /&" P#O6#$M 5C"%DE+
1. O&en communication
2. 4 concern for em&loyee job security
". (m&loyee sill $evelo&ment
!. Re$uction of occu&ational stress
>. *oo$ em&loyer-em&loyee relations
B. (ncouraging creativity an$ innovation in em&loyees
C. 7u&&ortive lea$ers#i&
D. 4utonomy an$ $elegation of aut#ority
E. 4n atmos&#ere base$ on fairness. integrity an$ trust
1=. *oo$ a&&raisal system
11. Recognition &rograms
12. (m&loyee benefits
&O#1 ".E 5TE6#$TO5
Wor life integration is t#e combination of two or more rolesF $omains. 5n$ivi$uals may
#ave to move from one role to anot#er;s several times a $ay. 2or e-am&le on woring $ays.
em&loyee may &lay a role of &arent an$ s&ouse at #ome. transiting to em&loyee after reac#ing t#e
wor &lace an$ transiting t#e role of s&ouse after reac#ing #ome .
Wor life integration can be un$erstoo$ in two mec#anisms i.e.. 2le-ibility an$
&ermeability. Flexibility is t#e ability of t#e boun$ary between two or more rolesF $omains to
e-&an$ or contract to accommo$ate t#e $eman$s of one $omain or anot#er. 2or instance. a
female telecommuter may be calle$ u&on to &lay t#e role of a mot#er at any time of a $ay.
Hence. s#e woul$ re3uire fle-ibility in #er wor &laces. Permeability refers to t#e e-tent to
w#ic# a boun$ary allows &syc#ological or be#avioral as&ects of one roleF $omain to enter an$
overla& one anot#er. 4 call center o&erator is not allowe$ to receive visitors or acce&t &ersonal
calls at wor.
W#en two or more roles. for e-am&le. t#at of an em&loyee an$ mot#er is bot# fle-ible
an$ &ermeable. t#ey are sai$ to be integrate$. lea$ing to work#family integration.
Wor-family ambiguity can be $efine$ as t#e e-&erience of confusion or $ifficulty in
$istinguis#ing one;s wor from one;s family role in a given setting in w#ic# t#ese roles are seen
as #ig#ly integrate$. suc# as $oing &ai$ wor at #ome.
Destr()ti7e &or- En7ironments
5ncivility in t#e wor&lace can escalate to $estructive wor environments. w#ic# are
classifie$ in t#e or$er of magnitu$e as
Hostile wor con$itions
Hostile wor environment
*ostile 8or- )on'itions
Hostile Woring +on$itions inclu$e be#aviors t#at are 5$PP#OP#$TE an$
%5$CCEPT$B"E in t#e wor&lace.
5na&&ro&riate an$ 1nacce&table %e#avior is ba$ be#avior t#at goes beyon$ incivility. yet $oes
not meet t#e legal $efinition of Hostile Wor (nvironment GHW(H.
7im&ly because t#e be#aviors cannot be a$$resse$ in t#e HW( legal arena. it $oes not
mean t#at su&ervisors an$ managers #ave no res&onsibility to a$$ress suc# be#avior.
7u&ervisors an$ managers #ave t#e res&onsibility to ensure t#at t#ese ty&es of be#aviors
$on;t occur in t#eir facility. an$ if t#ey $o s#ow u&. t#en su&ervisors an$ managers #ave t#e
res&onsibility to $eal wit# t#em swiftly an$ $irectly.
E,amples of nappropriate an' %na))eptable Beha7ior that )reate *ostile &or-ing
Con'itions+
@emeaning. #arassing. belittling ot#ersI name-calling
(motional tira$es. tantrums. an$ $is&lays of anger
Humiliating. intimi$ating. t#reatening ot#ers
*ossi&ing. s&rea$ing rumors about an$ $amaging a co-worer;s re&utation
Refusing to follow aut#ority wit#out very goo$ reasons
%eing argumentative wit# no goo$ reason e-ce&t for trying to start a fig#t
1sing #umor t#at crosses t#e line. t#at #urts someone else. t#at;s offensive
@efacing or $estroying e3ui&ment. &ro&erty. materials. etc. t#at $o not belong to you.
7imilar to wor&lace incivility. ina&&ro&riate an$ unacce&table %e#avior t#at creates Hostile
Woring +on$itions can #a&&en at any level of t#e organi,ation.
*ostile 8or-pla)e en7ironment 2*&E3
5s offensive be#avior t#at is objectively intimi$ating. t#reatening. abusive. #umiliating. etc.
5s be#avior t#at is eit#er very severe or is re&eate$ fre3uently an$ F or is &ervasive
Was $irecte$ at t#e &erson;s gen$er. race. color. age. religion. national origin. or $isability.
'#is HW( coul$ #ave serious conse3uences on t#e worforce. '#e &syc#ological contract
t#at was e-isting is breac#e$ an$ $estructive environments lea$s to large-scale turnover.
organi,ation #as to face lawsuits. an$ worst of all is t#e loss of re&ute t#at is very $ifficult to
men$.
&O#1 ".E B$"$5CE
Wor life balance is t#e term use$ to $escribe t#ose &ractices at wor&lace t#at
acnowle$ge an$ aims to su&&ort t#e nee$s of t#e em&loyees on ac#ieving a balance between t#e
$eman$s of t#eir family an$ wor lives. '#e wor life balance is about &eo&le #aving a measure
of control over w#en. w#ere an$ #ow t#ey wor. 5t is ac#ieve$ w#en an in$ivi$ual rig#t is
fulfille$ an$ outsi$e &ai$ wor is acce&te$ an$ res&ecte$ as t#e norm to t#e mutual benefit of t#e
in$ivi$ual. business an$ society. 4 successful Wor Life %alance strategy re$uces stress levels
an$ raises job satisfaction in t#e em&loyee w#ile increasing &ro$uctivity an$ #ealt#care costs for
t#e em&loyer.
'#e conce&t of wor life balance #as emerge$ from t#e acnowle$gement of t#at an
in$ivi$ual;s wor lifeF&ersonalFfamily life may e-ert conflicting $eman$s on eac# ot#er. +onflict
is a normal &art of life an$ is a natural result of t#e conflicting $eman$ arising from multi&le
roles. suc# as t#at of fat#er. $aug#ter. in-law. #usban$. frien$ an$ em&loyee.
4 goo$ wor life balance enables t#e business to t#rive an$ at t#e same time enables t#e
em&loyees to easily combine wor wit# ot#er as&irants an$ res&onsibilities. '#e best wor life
balance varies for an in$ivi$ual overtime.
$ %alanced life is one where we spread our energy and effort # emotional& intellectual&
imaginative& spiritual and physical ' %etween key areas of importance. (he neglect of one or
more areas& or anchor points& may threaten the vitality of the whole.
$n individual)s life can %e divided into si* %asic "uadrants # workplace& family& friends&
community& sleep and ho%%ies +sport,e*ercise-.
Employer9s role in &or- "ife Balan)e+
Sleep
Workplace
Family
Community
Friends
Hobbies
(m&loyers can facilitate Wor life balance wit# many sc#emes t#at can attract em&loyees
an$ satisfy t#eir nee$s. 7ome of t#ese are8
2acilities for c#il$ care
2inancial &lanning services for em&loyees w#o nee$ t#em
2le-i-timings
Wor s#aring
)art time em&loyment
Leave &lans- bot# &ai$ an$ un&ai$- to suit em&loyee;s nee$s
7ubsi$i,e$ foo$ &lans
5nsurance &lans
+ounseling services for &roblems lie managing wor an$ t#e #ome
Rest rooms. foo$ &re&aration services
Jobs wit# autonomy an$ fle-ibility
Realistic wor loa$s
Review of wor &rocesses to see if t#e bur$en on em&loyees can be lig#tene$
Maintaining $ialogue wit# t#e em&loyees an$ consi$ering t#eir suggestions on a
continuous basis
Employee9s role in &or- "ife Balan)e+
/(ality Cir)les+ Quality circles are small voluntary grou&s w#ic# meet regularly wit# t#eir
lea$er to i$entify an$ solve wor relate$ &roblems. '#e members of Q+s belong to t#e same
wor &lace.
Ergonomi)+ (rgonomics is t#e stu$y of t#e biotec#nical relations#i& between t#e &#ysical
attributes of worers an$ &#ysical $eman$s of t#e job. '#e objective is to re$uce &#ysical an$
mental strain in or$er to increase &ro$uctivity an$ QWL.
So)io-te)hni)al Systems+ 7ocio-tec#nical systems are interventions in t#e wor situation t#at
restructure wor. wor grou&s an$ relations#i&s between worers an$ tec#nologies a$o&te$ to
&erform t#eir jobs. More t#an enlarging or enric#ing a job t#ese a&&roac#es may result in more
ra$ical c#anges in t#e wor environment. '#ese c#anges re$uce bore$om on t#e job by rotating
em&loyee aroun$ t#e jobs an$ &rovi$ing o&&ortunities for sociali,ing by woring in teams.
S)ope of /&"+
'#e sco&e of QWL movement w#ic# originally inclu$e$ only job re$esign efforts base$
on t#e socio-tec#nical systems a&&roac# #as gra$ually wi$ene$ very muc# so as to inclu$e a
wi$e variety of interventions suc# as 3uality circles. suggestion sc#emes. em&loyee &artici&ation.
em&owerment. autonomous wor teams etc.
Ma:or ss(es in /&"+
Jerome M Rosow. &resi$ent of t#e Wor in 4merican 5nstitute. #as i$entifie$ seven
critical factors w#ic# will affect t#e 3uality of wor life $uring t#e years a#ea$. '#ese are
)ay
(m&loyee benefits
Job security
4lternative wor sc#e$ules
Individual
Factors
Ability work
ethic need
pattern
Job factors
Nature of the
job
Org. factors
participation
communicati
on support
Job
Involvement
ense of
competence
Job satisfaction !erformance
productivity
#ESE$#C* MET*ODO"O60
7co&e of Researc# Organi,ation Researc#.
'y&e of Researc# Qualitative Researc#.
(m&irical Researc#.
@ata 7ources '#e $ata was collecte$ mainly from t#e two sources8
Primary 'ata will be collecte$ from t#e 2aculties woring at
selecte$ (ngineering an$ )* +ollegesKKKKKKKKKKK. Se)on'ary
'ata will be collecte$ from t#e internal recor$s or $atabases or
from t#e websites of t#ose colleges.
)erio$ of 7tu$y '#is cannot be $etermine$ in &articular as it is one time survey an$
t#e time of availability of t#e res&on$ent $e&en$ on various
2actors.
#ESE$#C* DES65
7am&le @esign 8 @eliberate 7am&lingF+onvenience 7am&ling L +luster 7am&ling.
7am&le si,e 8 @eci$e$ u&on t#e start of t#e Researc#.
7am&le unit 8 '#e sam&le unit will be t#e 2aculties of selecte$ (ngineering an$
)* +olleges KKKKKKKKKKKKKKK
Researc# Measurement 8 ?ominal an$ Or$inal 7cales.
Researc# 5nstrument 8 Questionnaire.
'ool of 4nalysis 8 +#i-73uare 'est.
"imitations of the st('y+
'#e stu$y is con$ucte$ only in t#e selecte$ (ngineering L )* colleges assuming t#e
similar res&onse from ot#er colleges as well.
'#e res&onses of t#e sam&le is assume$ to be 1==M true even t#oug# t#eir res&onses may
be influence$ by many factors lie fear. reluctance. #ealt# situations etc.

BB"O6#$P*0
References:
R. 7teenam&. 4. J. 6an 7c#oor8 '#e Quest of Quality of Wor Life < 4 'QM 4&&roac#.
Juta ($ucation. Marc# 2==D.
7angeeta Jain8 Quality of Wor Life GQWLH. @ee& L @ee& )ublications. 1EE1.
7anjay N. 4garwal8 +or&orate 7ocial Res&onsibility in 5n$ia. 74*( )ublications. May 2==D.
6. *. Non$alar8 Organi,ation @evelo&ment. ?ew 4ge 5nternational )ublis#ers. June 2=1=.