QWL explained


Quality of Work Life has become a key topic in HR departments. Yet it is a complex notion that is not always easy to define and apprehend. You have probably already heard that QWL has many benefits and helps you to improve the well-being and performance of your employees in your company. Therefore, how to improve your company’s quality of work life? Fear not. Teamii is here to help you!

Let’s start by defining QWL. It is defined by the American Society of Training and Development as:

“A process of work organizations which enable its members at all levels to actively; participate in shaping the organizations environment, methods and outcomes. This value-based process is aimed towards meeting the twin goals of enhanced effectiveness of organizations and improved quality of work life for employees.”

In other words, quality of work life refers to all the factors influencing on the employee experience of their work. Quality of work life is an innovation that meets the objectives of employee satisfaction and improved working conditions. We are already a little further ahead! And we will dive into more details. We are here to guide you through all the characteristics of QWL.


Teamii’s QWL dimensions



Numerous scientific studies* around the world have shown that quality of work life is composed of many dimensions. After studying the works of the Department of Trade and Industry and the Department for Business, Innovation, over the last two decades, as well as the Harvard Walton study and over 100 scientific articles covering QWL, we have identified 7 key dimensions of quality of work life.

Teamii’s QWL dimensions detailed

The company DNA: Refers to all of its characteristics. Its demographics, culture and values are essential elements in developing an employee experience.

Why is it important? This dimension directly influences quality of work life. It analyses the conditions that contribute to creating a unique atmosphere and to promote the company’s image.


The working environment and working conditions: Physical and material conditions in which employees work. Corporate Social Responsibility (CSR) is also an essential part of our approach.

Why is it important? Providing a safe and pleasant working environment gives employees the right elements to improve their well-being and productivity.


Work organisation and content: Notions of structures and relevancy of all employees’ work. Employees work organisation and content are levers of performance and optimise their productivity.

Why is it important? Adding meaning to your employees work and allowing them to project themselves in the company is essential to boost creativity and productivity.


Health and absenteeism: Concepts that refer both to the creation of a workplace that is conducive to the physical and mental well-being of employees, and to its ongoing prevention policies to ensure its sustainability.

Why is it important? A good level of occupational health will translate into a good QWL and minimises psychosocial risks and their costs to the company.


Workplace relations: Represent the collective and relational dynamics between all the people in your company. Group cohesion, civility and social dialogue in the company are elements that promote employees’ fulfilment.

Why is it important? Offering a pleasant and healthy working environment encourages employees’ development and improves quality of work life.


Management: It is at the heart of the quality of work life! It refers to the methods that ensure the operational functioning of a collective. It helps to maintain a spirit of solidarity, to promote the best in each individual and to engage employees to increase their productivity.

Why is it important? A management policy that promotes quality of work life allows you to engage your employees and increase their productivity.


Work-life balance: Concept of life that is the analysis of time allocation. It ensures an ideal compromise between professional and private life. It is one of the major sources of employee well-being and performance.

Why is it important? Happy employees with work flexibility will be more productive. This will promote a good quality of work life.


The 7 QWL dimensions as part of the company of tomorrow:


Why do those 7 dimensions matter in a QWL approach? At Teamii, we use those dimensions throughout our approach, which is comprised of two stages:

The Hapii method: It is a complete audit of your QWL, followed by a consulting stage through personalised recommendations of solutions to implement, according to your specificities. Our audit is therefore based on the 7 QWL dimensions in order to provide the most comprehensive diagnostic

The Teamii digital platform: The Teamii platform is an app that transforms the employee experience in your company. To do so, we offer multiple tools to track your employees QWL and to ensure their individual and collective commitment in the company. Our weekly QWL survey, which enables to visualise each employees and teams’ QWL progress, is based on the 7 QWL dimensions.


*Scientific Ressources

Walton, R. E. Improving the Quality of Work Life. Harvard Business Review, May-June 1974: 12, 16, 155.

Timossi, L. D. S., Pedroso, B., & Francisco, A. De. (2008). Evaluation of Quality of Work Life: An adaptation from the Walton’s QWL model. XIV International conference on industrial & Operations Management, 1-17.

Walton, R.E., 1975. Criteria for Quality of Working Life. In Davis, L.E., Cherns, A.B. and Associates (Eds.) The Quality of Working Life, The Free Press, New York, NY, 1: 91-104.

Taylor, J. C. (1978). An empirical examination of the dimensions of quality of working life. Omega: The international Journal of Management Science. 6(2), 153-160.

Levine, M. F., Taylor, J. E.; & Davis, L. EE. (1984). Defining the Quality of Working Life. Human Relations. 37 (1), 81-104.

Lewis, D., Brazil, K., Krueger, P., Lohfeld, L. Tjam, E., Stumpf, S. A., Tjam, E. (2001). Extrinsic and intrinsic determinants of quality of work life. Leadership in health services. 14 (2), 9-15.

Loi Rebsamen, 2015


Accord National Interprofessionel (ANI), 2013

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