The Impact of Implementing a Quality Circles Intervention on Employee Task Perceptions

Head, Thomas C.; Molleston, Julie L.; Sørensen, P.; Gargano, Joseph M.

doi:10.1177/0364108286114004

Cited by 16 publications

(5 citation statements)

References 7 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Consistent with Ledford et al (1988), QCs do not appear to have substantial effects on attitudinal outcomes. Some studies have found no effects of QCs on job satisfaction (Harper and Jordon, 1982;Atwater and Sander, 1984;Head et al, 1986). Cotton (1996) noted that, in general, QCs had positive effects on attitudes toward employee involvement and quality circles, but not on general work attitudes.…”

Section: Discussionmentioning

confidence: 99%

“…Employee participation in organisations adopting TQM is implemented in the form of quality circles (QCs) (Sprouster, 1987;Powell, 1995), quality improvement teams (Juran, 1969), and crossfunctional teams (Ishikawa, 1985;Deming, 1993). An extensive review of the literature revealed that there is a paucity of empirical research on the effects of quality circles (Ferris and Wagner, 1985;Head et al, 1986;Ramsing and Blair, 1982;Wayne et al, 1986). In addition, most of the available studies were conducted in the 1980s, when quality circles were not implemented as part of a TQM program.…”

Section: Teams and Tqmmentioning

confidence: 99%

See 1 more Smart Citation

Teams and TQM

Yukongdi

2001

International Journal of Quality &Amp; Reliability Management

View full text Add to dashboard Cite

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Abstract A survey of Australian and Thai employees was conducted in organisations implementing total quality management (TQM) to examine the effects of membership of teams on participation and positive attitudinal outcomes. MANOVA was employed to test for differences between team members and non-members on perceived influence, skill utilisation, satisfaction with participation, job satisfaction, and positive attitudes toward consultation. The results indicated that, in the Australian sample, operators who participated in teams were more satisfied with participation, while professionals who were team members perceived a higher level of influence than non-team members. In the Thai sample, operators who participated in teams reported a higher level of skill utilisation and satisfaction with participation than non-team members, but reverse effects were found on perceived influence for Thai professionals. In general, the effects of team membership were more positive for lower-level employees than for professional/technical staff in both countries.The research register for this journal is available at

show abstract

Section: Discussionmentioning

confidence: 99%

Section: Teams and Tqmmentioning

confidence: 99%

Teams and TQM

Yukongdi

2001

International Journal of Quality &Amp; Reliability Management

View full text Add to dashboard Cite

show abstract

“…An understanding of the factors that promote individual participation is essential to the success of initial TQM efforts and the organizational change efforts. Second, experience with quality circles has indicated that they can fail to engage or sustain the individual's involvement with the programme when important organizational supports are not present (Head et al, 1987;Griffin, 1988). Even if the team has been successful in resolving specific work problems, the long-term impact in terms of organizational change could be jeopardized if the individual does not interpret the team's efforts as succesful, does not view his involvement as useful, and communicates these feelings to other organizational members.…”

Section: Why Should We Focus On Individual Staff Responses?mentioning

confidence: 99%

The Development of Measures of Organizational Citizenship Behaviour and Changes in Job Behaviours Related to Quality Management in Health Care

Irvine

1995

Health Serv Manage Res

View full text Add to dashboard Cite

A study was conducted at two tertiary care hospitals in Canada for the purpose of developing instruments to measure organizational citizenship behaviours (OCB) and changes in job behaviours that occur as a result of participation on hospital quality improvement (CQI) teams. Semi structured interviews were conducted among 52 hospital employees in order to elicit critical incidents of OCB and changes in job behaviours related to CQI. The results of the staff interviews were used to develop a measure of OCB in the hospital setting, and a measure of changes in job behaviours related to CQI. 39 employees, who were drawn from the major departments within the two hospitals on the basis of their membership on CQI teams, participated in a test of the psychometric properties of the two research instruments. Exploratory factor analysis, employing an orthogonal rotation, yielded two factors that accounted for 30% of the variation among the OCB items. The Cronbach alpha for items loading highly on the first factor was .88. The factor was labelled 'OCB directed towards individuals within the organization'. This factor was dominated by items reflecting the kinds of extra-role job behaviours employees engage in to assist patients, family members, visitors, and other employees within the organization. The Cronbach alpha for items loading highly on the second factor was 0.71. The second factor was labelled 'organizationally directed OCB', and consisted of behaviours that reflected an impersonal form of OCB in the hospital setting. Factor analysis, employing an orthogonal rotation, yielded four factors that accounted for 48% of the variation among the items measuring changes in job behaviours related to CQI. The four factors were labelled 'problem-solving', Cronbach alpha 0.82; 'customer awareness', Cronbach alpha 0.79; 'use of CQI knowledge', Cronbach alpha 0.77; and 'organizational interests', Cronbach alpha 0.79. The two OCB factors were moderately correlated, there were no significant correlations among any of the factors measuring changes in job behaviours related to CQI, and the problem-solving job behaviours factor was moderately correlated with the two OCB factors. Directions for future research are discussed.

show abstract

“…Please direct all correspondence about this manuscript to: Tim Pollock, University of Wisconsin-Madison, 4255 Grainger Hall, 975 University Ave., Madison, WI 53706;608-262-1942 (voice), 608-262-8773 (fax), tpollock@bus.wisc.edu. (Dean & Brass, 1985;Fried & Ferris, 1987;Hackman & Oldham, 1976;Head, Molleston, Sorenson, & Gargano, 1986;Ibarra & Andrews, 1993;Judge & Hulin, 1993;Kulik, Oldham, & Langner, 1988;Rice & Aydin, 1991;Salancik & Pfeffer, 1978;Sims, Sziliagyi, & Keller, 1976;Staw & Ross, 1985). During the last 20 years, two schools of thought receiving a great deal of attention re-garding this issue are job characteristics theory (Hackman & Oldham, 1976;Sims et al, 1976) and social information processing theory (Salancik & Pfeffer, 1978).…”

mentioning

confidence: 99%

Social information processing and job characteristics. A simultaneous test of two theories with implications for job satisfaction

Pollock¹

2000

Human Communication Research

View full text Add to dashboard Cite

This study simultaneously tested 2 theories that attempt to explain differences in job satisfaction: job characteristics theory (Hackman & Oldham, 1976) and social information processing theory (Salancik & Pfeffer, 1978). The theories were tested using data collected from the civilian employees of the public works division at a U.S. military base. The results indicated that individuals' social environments had significant effects upon their attitudes. Multiple social networks were used to operationalize individuals' social environments. The results also suggested that job characteristics had an independent main effect upon job satisfaction, in addition to the effects of the social environment. Based on prior research, employees' past experience and self-monitoring were tested as moderators of the effects of the social environment, and growth need strength was tested as a moderator of the effects of job characteristics upon job satisfaction. Only self-monitoring was found to have a significant moderating effect on the relationship between information from the social environment and job satisfaction, and growth need strength had no significant moderating effect.

show abstract

The Impact of Implementing a Quality Circles Intervention on Employee Task Perceptions

Cited by 16 publications

References 7 publications

Teams and TQM

Teams and TQM

The Development of Measures of Organizational Citizenship Behaviour and Changes in Job Behaviours Related to Quality Management in Health Care

Social information processing and job characteristics. A simultaneous test of two theories with implications for job satisfaction

Contact Info

Product

Resources

About