The widely used concept of "Quality of Working Life" involves people in organizations (management, workers and union representatives) working together toward outcomes which are seen to be mutually beneficial to all. "Quality of Working Life" relates not only to the profitability, growth, survival of the organization, and a good labour-management relationship, but also to the quality of life of an individual. On the basis of two case studies, it is concluded that a "Quality of Working Life" program is necessary to meet the needs of both the social system and the economic system of an organization. Therefore, the consultative, participative and problem-solving framework of QWL is not only good for employees and employers, but also for the continued well-being of society. Only when employees and employers together take control of their work and their working environment, will both the goals of improving quality of working life and organizational effectiveness be achieved. In other words, all parties to QWL programs stand to gain because we will not pursue one goal (productivity) at the cost of the other (the quality of life at work) or vice versa.