Quality of Work Life (QWL) and well-being at work

The QWL concept has no single and official definition in France. The models come mainly from Northern Europe and research from Anglo-Saxon countries. This term first appeared in France in the 1970s, in response to a strong social demand encouraged by political influence. It aimed to develop innovative organizational methods capable of combining efficiency and interest in your job. At the time, the objective was to improve both the professional satisfaction of employees and companies’ performances.
The QWL coexists with other close concepts such as well-being at work, better-being at work...

Different visions of the QWL:

According to the ANACT there are 6 key determining QWL factors:

According to social partners (a June 2012 synthesis document prior to the (QWL) agreement of June 2013):

"The notion of the quality of life at work consists of multiple elements, related part to each of the employees, but also closely related to objective items that structure the company. It may be perceived as a feeling of individual and group well-being at work that incorporates the atmosphere, the company culture, the interests of the job, engagement, equality, the right for everyone to make a mistake, and a recognition and valorization of the completed work. The quality of work life describes the recurrent themes, addressing in particular work organizations allowing to reconcile the improvement of the working conditions for employees and the overall company performance."

According to the European Commission: the 10 objectives for the quality of work life are (2000 Lisbon Summits, Laeken 2001):

These quality of work life objectives completed in 2002 as part of the European Commission for European Health and Work Safety strategy which aims at the "development of a culture of prevention and a global approach to well-being at work". Far from opposing to the competitiveness of companies, the quality of work life is, on the contrary, essential for sustainable development and innovation.

According to the Professors Martel and Dupuis from the University of Quebec in Montreal: "Quality of work life, at a given time, corresponds to the condition of an individual in his or her dynamic pursuit of his or her hierarchically organized goals within work domains where the reduction of the gap separating the individual from these goals is reflected by a positive impact on the individual's general quality of life, organizational performance, and consequently to the overall functioning of society."

This definition is in line with the quality of life.
It focuses on the personal expectations that we find in the definition of qualitý of life by the WHO. The quality of life is defined by the WHO (World Health Organization) in 1994 as being "an individual's perception of their position in life in the context of the culture and value systems in which they live and in relation to their goals, expectations, standards and concerns. It is a broad ranging concept affected in a complex way by the person's physical health, psychological state, personal beliefs, social relationships and their relationship to salient features of their environment."
It is interesting to note that the WHO had already defined in 1946 health as, "a state of complete physical, mental and social well-being, and not merely the absence of disease or disability". Not being sick or being disabled is not a sufficient and necessary condition for being in good health or having of satisfactory quality of life. This definition of health is a common basis for many of the stakeholders, in the majority of the texts and agreements on the QWL and health at work (in the general sense).

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