| Summary: | The pursuit for improved productivity through human resources has its beginning in the
early 1900's. Taylor's scientific management principles created an awareness regarding
human resources. It was earlier considered as a mere instrument of production ready to
work from dawn to dusk under whatever conditions and being motivated by the lure of
money. From then onwards research and experiments have been undertaken to understand
human beings at work and the ways to improve their job satisfaction, balanced with the
aim of the organizations to combine better productivity with job and employee satisfaction.
The concept of QWL (quality of work life) has originated from the continuous research
process. The term QWL was introduced by Dav is (1972) at the first International QWL
conference held in Toronto. The focus of this research concerns a study of the quality of
work life for the employees at SARS in the Mmabatho Branch in the North West province.
The aim of this paper was to determine whether and how quality of work life affects the
satisfaction level of the employees and the implications of these findings suggest that the
quality of work life at SARS can be enhanced by factors such as adequate income and fair
compensation, safe and healthy working conditions, opportunities for career growth and
development of human capabilities and social integration in the workforce. A convenience
or accidental sampling was used for this study, out of93 questionnaires sent out, a total of
77 usable questionnaires were returned, representing an overall response rate of (82,8%).
The study reveals that a clear and consistent communication of the organisational goals
and objectives is essential to both employer and employees. The study also recommends
that an establishment of new policies and practices that promote a workplace culture that
stimulates employees with the aim of reducing stress, poor performance and low morale of
employees. Alignments of organisational goals to day-to-day work by maintaining healthy
working conditions: reduce high absenteeism levels and occupational burnout and fair
remuneration of employees. The study also recommends that maintenance and open
dialogue among the middle and junior employees. === Thesis (MBA) North-West University, Mafikeng Campus, 2011
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