Employee involvement and quality management

Abstract

This paper records the research on the investigation of the empirical relationship between employee involvement (EI) and quality management. It is based on data from a survey of 180 manufacturing companies. The main findings are: EI is positively correlated with total quality management (TQM) enablers; EI is positively correlated with improvements in business performance; EI positively influences the contribution of TQM to the improvement of business performance; EI is marginally related to ISO registration; and EI has no effect on the contribution of ISO 9000 registration. The conclusion is that EI should be incorporated into TQM and ISO 9000 registration. Implications for practice and future research are also discussed.

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

“…The influence of employees' involvement and empowerment on firms' changing processes has been extensively reported in the literature, which strongly highlight its importance and potential for organisational changes (Sun, Hui, Tam, & Frick, 2000;Welikala & Sohal, 2008) through a personal involvement in problem-solving and decision-making. However, although the terms are sometimes used interchangeably, the concepts are distinct in nature, even if some researchers claim that they may overlap somehow (Lashley, 1999;Watson, 1986).…”

Exploring the Underlying Dimensions of Job Satisfaction in Quality Management Practices

“…Ladrgson et al (2010) reported that, 'It is important that all employees' feel they can demonstrate initiative and that they have the responsibility to enact changes and influence activities in their own area of work'. Therefore, it is vital to empower employees to make them active participant in a quality environment, which is in fact intrinsically at the heart of the QM concept (Sun et al, 2000).…”

Enhancing SME innovation performance

“…Receiving an innovation subsidy can provide SMEs with the financial resources to allow their employees to invest more time in innovation (George, 2005). Confirming a positive influence of innovation subsidies on employee involvement would provide policy makers with a new rationale for subsidy programs, because employee involvement has positive effects on organizational change, performance, and employee satisfaction (Caves and Porter, 1977;Denison, 1984;Mendes, 2012;Porter, 1979;Pun and Chin, 1999;Sun et al, 2000;Welikala and Sohal, 2008;Wilkinson, 1998). Following this line of reasoning, I dedicate Chapter 2 to testing for a relationship between receiving an innovation subsidy and employee involvement.…”

“…Employee involvement is the extent to which employees take part in the strategic decision-making process (Amah and Ahiauzu, 2013;Pun et al, 2001). It drives organizational change and performance (Mendes, 2012;Sun et al, 2000;Welikala and Sohal, 2008;Wilkinson, 1998). For example, including employees in the decision-making process as members of strategic groups prompts enduring changes in firm profitability and organizational effectiveness (Caves and Porter, 1977;Porter, 1979).…”

“…Research emphasises the important role of this type of behaviour in large organizations. Management philosophies such as total quality management and lean management rely on high employee involvement to positively affect organizational change, performance and employee satisfaction (Caves and Porter, 1977;Denison, 1984;Mendes, 2012;Porter, 1979;Pun and Chin, 1999;Sun et al, 2000;Welikala and Sohal, 2008;Wilkinson, 1998). Research on employee involvement in SMEs is limited, though Andries and Czarnitzki (2014) identify its positive effect on innovation performance.…”