is a generic term for a range of techniques and processes that are designed to give employees greater discretion and control over their work, such as those described under job redesign. The principle behind all QWL initiatives is that greater participation and involvement in decision-making by employees will lead to increases in satisfaction, motivation, and commitment, which, in turn, might lead to improvements in performance. The label QWL emerged in the 1960s and was associated with many of the ideas of human relations theorists. It is less frequently used today, although techniques such as empowerment and teamworking are contemporary expressions of QWL.
Subjects: Human Resource Management.