Should the Labour Movement Buy TQM?

Parker, Mike; Slaughter, Jane

doi:10.1108/09534819310042731

Cited by 62 publications

(32 citation statements)

References 2 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The implementation of TQM results in more demands on employees and more work pressure. This is often caused by standardisation, increased bureaucracy, new responsibilities and increased accountability to managers (Parker and Slaughter, 1993;Senge, 2006;Walston et al, 2000). Human resource systems must support the TQM programme through the development of the necessary motivation, attitudes and the competencies.…”

Section: Ijhcqa 262mentioning

confidence: 99%

Obstacles to TQM success in health care systems

Mosadeghrad

2013

International J Health Care QA

View full text Add to dashboard Cite

show abstract

Section: Ijhcqa 262mentioning

confidence: 99%

Obstacles to TQM success in health care systems

Mosadeghrad

2013

International J Health Care QA

View full text Add to dashboard Cite

show abstract

“…Indeed, the empowering nature of TQM was not explicitly recognised by the 'quality gurus' such as Deming and Juran who were quite circumspect in their claim about the nature of employee involvement under such a context. Literature highlights two main contrasting views about the nature of empowerment promoted by TQM: (i) while to its advocates, TQM is unequivocally good and leads to the employees' empowerment, (ii) alternatively, those from a labour-process perspective argue that empowerment means essentially intensification of work, tighter managerial control, and increased surveillance (Delbridge, Turnbull, & Wilkinson, 1992;Parker & Slaughter, 1993).…”

Section: Empowerment In Tqm Contextsmentioning

confidence: 96%

“…Literature highlights two main contrasting views about the nature of empowerment promoted by TQM: (i) TQM as unequivocally good and leading to employees' empowerment (Grant, Shani, & Krishnan, 1994) and (ii) empowerment meaning essentially intensification of work, tighter managerial control, and increased surveillance (Parker & Slaughter, 1993). Alternatively, other researchers stress that the reality is more dependent on local circumstances and motives, pointing to greater involvement levels, but within a managerially defined agenda (Wilkinson, Godfrey, & Marchington, 1997).…”

Section: Introductionmentioning

confidence: 93%

Perceived psychological empowerment and total quality management-based quality management systems: an exploratory research

Andrade

Mendes

Lourenço

2015

Total Quality Management & Business Excellence

View full text Add to dashboard Cite

Although much has been written about total quality management (TQM) and employee involvement, little attention has been paid to individual-level determinants of employees' involvement in such a context. Moreover, studies highlight differences between employers' and employees' perceptions of human resources practices, especially in what empowerment concerns. The main purpose of this research was to analyse potential differences in the perception of empowerment in employees without leadership duties between TQM-based companies and non-TQM-based companies. Results showed significant statistical differences in some dimensions of empowerment among the two groups of companies. To our knowledge, no previous study has ever investigated this issue. As a result, our research brings new insights into the TQM framework, especially in what concerns employees' behaviour.

show abstract

“…Critics view total quality as intensifying managerial surveillance while offering the pretense of solidarity (Parker and Slaughter 1993;McCabe et al 1998;Sewell 1998). …”

Section: Sources Of Employee Attitudesmentioning

confidence: 99%

Organizational Change as an Orchestrated Social Movement: Recruitment to a Corporate Quality Initiative

Strang

Jung

2005

Social Movements and Organization Theory

View full text Add to dashboard Cite

Many attempts at organizational change take the form of "orchestrated social movements," where elites seek to set social movement-like processes in motion rather than establish new organizational rules or roles. Programs are rolled out with symbolic support and references to long-term career and organizational benefits, but few material resources. A small cadre of professionals plays the role of activists, involving workers and managers in training sessions and problem-solving teams. The hope is that positive feedback between the converted and the unconverted will lead new behaviors to diffuse and become self-sustaining.We examine one such process, that of a "quality initiative" at a global financial services corporation. A survey of bank employees is analyzed to develop insight into the determinants of recruitment? A survey of bank employees indicates that attitudes to the program reflect individual values, forms of personal involvement, experience with related programs, expectations of program durability, and the attitudes of co-workers. We argue the fragility of the initiative is explained in part by its difficulty in recruiting adherents, coupled with the fact that workers rather than managers are its strongest supporters. 3 Organizational Change as an Orchestrated Social Movement: Determinants and Implications of Recruitment to a "Quality Initiative"Understandings of organizational change, like organizations themselves, are informed by cultural assumptions of rationality, authority, and functional integration. The focus is on formal adoption and on the subsequent implementation of new procedures or roles. In principle, implementation involves the way managers or executives design work systems, create positions, modify incentives, and elicit compliance. The process may be messy and contested in practice ---organization members may resist and strategies backfire ---but the organizing frame of programmatic implementation remains. This paper argues that some sorts of organizational change may be fruitfully approached as social movements. The point has been made before, most notably by Zald and Berger (1978), who discuss efforts to overthrow organizational leaders as coup d'etats, whistle-blowing and factional conflict as bureaucratic insurgency, and union conflict and prison riots as mass movements.We study a different sort of social movement, which we term an "orchestrated social movement." Here elites seek to set mobilization processes in motion rather than implement new organizational rules or roles. Programs have symbolic support but few material resources. A small cadre of professionals plays the role of activists, involving workers and managers through training sessions and new work activities. The hope is that positive feedback from the newly converted will lead novel behaviors to diffuse and become self-sustaining.A note on our usage. We think the term "social movement" combines two central connotations: a processual component referring to activist-led mobilization of formally 4 autonomous actor...

show abstract

Should the Labour Movement Buy TQM?

Cited by 62 publications

References 2 publications

Obstacles to TQM success in health care systems

Obstacles to TQM success in health care systems

Perceived psychological empowerment and total quality management-based quality management systems: an exploratory research

Organizational Change as an Orchestrated Social Movement: Recruitment to a Corporate Quality Initiative

Contact Info

Product

Resources

About