Employee expectancies for six sigma success

Abstract

PurposeThe purpose of this study is to test two common assumptions underlying the success of total quality management (TQM): that change occurs as training imparts new knowledge needed by employees to effectively participate in the intervention, and that employees then receive the organizational support needed to translate this knowledge into new job behaviors and organizational practices that define the intervention.Design/methodology/approachA survey was completed by 216 employees of a large US company 15 months after the implementation of a Fsix sigma quality improvement program. Respondents were asked to indicate the extent to which they had the skills and resources needed for successful participation in six sigma (success expectancies).FindingsResults showed that employees as a group had low expectancies for both skills and resources, but that expectancies were significantly higher for program participants than for non‐participants.Research limitations/implicationsThe primary implication of this finding for change agents is the need to examine and understand employee expectancies for success and how they are affected by training and ongoing participation. Monitoring employee expectancy beliefs regarding the confidence, knowledge, and resources needed for successful participation allows training, facilitation, and oversight to be targeted in terms of who needs what and when.Originality/valueThis study tests two common assumptions underlying the success of TQM.

Analysis of training effectiveness from the perspective of managers and employees in the Colombian hospitality industry

“…Improving job knowledge, one of the critical functions of training (Buch and Tolentino, 2006), directly affects job performance. Knowledge development is linked to improving job performance (Li et al, 2022).…”