Employee Receptivity to Total Quality

Abstract

Discusses the results of a survey into the factors which motivate individuals to adopt, participate in and implement total quality (TQ) in their own work environments. A considerable literature survey was carried out in order to derive a framework which could be used to assess the many factors which might influence individuals. Concentrates on the results of the survey which was carried out to test the frame‐work. Data were collected by means of a questionnaire sent to 220 employees in the sales division of one company, achieving a response rate of 54 per cent, which was considered to be high for this type of project. Uses the responses to assess the influence of organizational culture, environmental and organizational change and TQ training on individuals′ decisions to practise TQ.

HR utilization and quality improvement: the reality and the rhetoric – the case of Greek industry

“…TQM changes the dominant values, organizational structures, the way people work together and the way they feel about participation (van Donk and Sanders, 1993;Mallak et al, 1997). However, such concerns are at the core of the HR function (Atkinson, 1990;Plowman, 1992;Hart and Schlesinger, 1991;Kowalski and Walley, 1993;Snell and Dean, 1992). According to Hendricks and Triplett (1989), implementing total quality requires continuous adjustments of every facet of work environment and corporate culture.…”

“…According to Hendricks and Triplett (1989), implementing total quality requires continuous adjustments of every facet of work environment and corporate culture. In this cultural shift, the HR function can play an important role, creating a work environment free from fear and mistrust, providing the necessary knowledge to employees, empower and motivate, eliminating barriers between departments, creating a climate in which a new way of thinking and new roles for the middle and upper level managers could be developed and assure commitment towards quality improvement (Kowalski and Walley, 1993;IPM, 1993;Tuttle, 1992).…”

Total Quality Management: A Literature Review and an Agenda for Future Research

“…The TQM literature is replete with practitioner-oriented "do-everything-right" articles and case studies. Only recently have researchers used empirical studies to examine TQM implementation in detail (Garvin 1986;Lascelles and Dale 1989b;Modarress and Ansari 1989;Harber, Marriott, and Indrus 199 lb;Ebrahimpour and Withers 1992;Benson, Saraph, and Schroeder 199 1;Schroeder, Sakakibara, Flynn, and Flynn 1992;Harber, Burgess, and Barclay 1993a;Kowalski and Walley 1993;Longenecker and Scazzero 1993). The TQM field has yet to develop a theoretical and empirical base, and it lacks a systematic analysis of current body of literature to help identify an agenda for future research.…”

The process of ISO 9000 series registration: an examination in small companies

“…There is an abundance of literature relating to motivation theory with respect to a quality management perspective as reflected by Von Donk and Saunders (1993) and Kowalski and Walley (1993) and those taking an industrial relations angle with respect to management control such as Hill (1991). The evidence from this study indicates that antagonism or apathy from the employees towards the company's initiatives for I S 0 9000 series registration Downloaded by [University of Sussex Library] at 00:43 04 February 2015 makes progress difficult.…”