Forging institutional links: Making quality circles work in the U.S.

Cole, Robert E.; Tachiki, Dennis S.

doi:10.1002/npr.4040030407

Cited by 17 publications

(15 citation statements)

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“…Ces auteurs ne peuvent que souligner la raret6 des Ctudes empiriques prCsentant une certaine rigueur au niveau des schkmes expkrimentaux, de la mesure des variables et des mCthodes d'analyse de donnCes. (Gaudreault, 1986) (Bartlett, 1983;Cole &Tachiki, 1984;Dale, 1984Dale & Hayward, 1984a, 1984b, 1984cDrago, 1986;Frazer & Dale, 1986: Imberman, 1982King & Tan, 1986;O'Donnell & O'Donnell, 1984;Portis et al, 1986;Saleh et al, 1988;Seelye & Sween, 1983;Vothanh, 1986;White & Bednar, 1984;Zahra, 1982), des Ctudes assez rigoureuses sur les plans methodologiques et conceptuels (Drago, 1988;Griffin, 1987;Griffin & Wayne, 1984;Hernandez & Montgomery, 1986;Marks et al, 1986;Rafaeli, 1985;Steel et al, 1985;Tang et al, 1987;Verma & McKersie, 1987) de m$me que certaines etudes publiees par des praticiens (Ingle, 1982) et des consultants (Imberman, 1982) ou le nombre de facteurs de succi.s mentionnes depasse assez largement le nombre de dkfinitions conceptuelles ou de paramktres descriptifs pennettant d'apprkcier leur methodologie. C'est ainsi que la documentation empirique a CtC analysCe I'aide d'une mCthode qui s'apparente k I'analyse de contenu (Bordeleau, 1987;Holsti, 1969;Kelly, 1984;Krippendorf, 1980).…”

Section: Methodologieunclassified

“…Ces frkquences ClevCes semblent donner raison aux auteurs qui soulignent I'importance primordiale du support des cadres et qui prktendent que le succks des C.Q. A cet Cgard, Cole et Tachiki ( 1984) observent que I'importance des renforcements financiers diminue k mesure que I'on augmente I'utilisation de renforcements non financiers visant a souligner I'apport personnel des membres des C.Q. On peut d'ailleurs postuler que cet engagement et ce support des cadres a I'Cgard des C.Q.…”

Section: Engagement Et Support Des Cadresunclassified

“…: leurs membres. L'intCrEt pour la participation au processus decisionnel s'impose comme une de ces caracteristiques (Cole & Tachiki, 1984;Verma & McKersie, 1987;Whatley & Hoffman, 1987). I1 convient de mentionner en premier lieu, I'intCrEt et la disponibilite des membres B participer au processus dicisionnel et B I'analyse de problkmes.…”

Section: Caracte'ristiques Individuelles Des Memhresunclassified

“…Ces frkquences ClevCes semblent donner raison aux auteurs qui soulignent I'importance primordiale du support des cadres et qui prktendent que le succks des C.Q. depend plus largement de leur support que celui des employCs et des syndicats (Bartlett, 1983;Cole & Tachiki, 1984). On peut d'ailleurs postuler que cet engagement et ce support des cadres a I'Cgard des C.Q.…”

Section: Engagement Et Support Des Cadresunclassified

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Les facteurs de contingence des cercles de qualité: Une synthèse de la documentation empirique

Fabi

1991

Can J Adm Sci

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RksumiCet article resume une de'marche servant a identifier les principaux facteurs de contingence ayant influence' le processus des C.Q. Pour y parvenir, l'expe'rience internationale a kte' analyse'e travers la documentation empirique rapportant des re 'sultats de terrain dans divers pays dEurope, dAme'rique du Nord et dOce'anie. Aprts avoir brikvement prksente' un modtle heuristique du processus des C.Q., on commente les principales tendances de'gage'es de cette analyse. La premikre constatation majeure concerne la fragilite'des C.Q. dont le fonctionnement ade'quat de'pend d' une multitude de facteurs de contingence d ordre e'conomique, organisationnel et psychologique. Parmi les facteurs mentionne's les plus fre'quemment, on retrouve dabord l'engagement et le support des cadres, suivi de celui des employe's et des syndicats. Viennent ensuite la formation ade'quate des membres et des animateurs des C.Q., de m2me que la stabilite' organisationnelle caracte'rise'e par I'absence de difficulte's financitres majeures cause'es par des turbulences e'conomiques externes. Le succts ou l'e'chec des C.Q. semblent e'galement de'pendre de certaines caracte'ristiques individuelles du facilitateur et des membres. Plus globalement, les re'sultats suggtrent une importance prkdominante des facteurs relatifs aux environnements externe et organisationnel par rapport aux facteurs associe's aux groupes ou aux individus. Une dernitre tendance lourde pointe vers l'importance de'terminante des facteurs de contingence retrouve's aux e'tapes de prk-implantation et d i mplantation des C.Q. AbstractThe empirical literature on Quality Circles (Q.C.S.) was reviewed in order to identib the main contingency,factors likely to influence the Q.C. process. After briefly describing a heuristic model of that process, this paper summarizes the muin field results in various Australasian, European and North American countries. The first major observation is concerned with the fragility of Q.C.S., whose smooth operation depends on a variety of economic, organizational and psychological contingency factors. Among the contingency factors mentioned most often are executive commitment and support at various hierarchical levels, followed by commitment and support of employees and unions. Next in line is adequate training of Q.C. members and leaders, together with organizational stability, characterized by absence of major financial difficulties caused by external economic turbulence. Some individual characteristics of the leader and members also seem to be success factors. Overall, the results suggest the predominance of external environmental and organizational factors over group or individual-related factors. A final major trend points to the key importance of contingency factors at the pre-implementation and implementation phases. The implications of these findings are discussed.La fin du deuxikme millhaire constitue une Cpoque carac-tCrisCe par un environnement exteme particulikrement turbulent sur les plans Cconomique et sociologique. Les organisations ...

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Section: Methodologieunclassified

Section: Engagement Et Support Des Cadresunclassified

Section: Caracte'ristiques Individuelles Des Memhresunclassified

Section: Engagement Et Support Des Cadresunclassified

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Les facteurs de contingence des cercles de qualité: Une synthèse de la documentation empirique

Fabi

1991

Can J Adm Sci

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“…However, if QCs are merely tools of the administration to achieve administrationally determined goals, QCs appear doomed to fail (Cohen, 1981;Cole & Tachiki, 1984;Metz, 1981). The essence of the QC approach is that participation must be voluntary and must remain so from week to week (Dale & Hayward, 1984).…”

Section: Organizational Considerationsmentioning

confidence: 99%

Quality Circles and Classroom Teachers

Friedler

Chemiss

Fishman

1992

Special Services in the Schools

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Quality Circles (QCs), a form of participatory management, have been shown to roducc positive effects on the job satisfaction and performance o f workers in induslry and in the public sector. These structured, problem-solving oups can be useful in P addressing the needs of classroom teachers or improved morale, job satisfaction and job enrichment, and in alleviating jobrelated stress. Higher morale and job satisfaction, coupled with a lower level of stress, can serve to enhance the job rformance of teachers. The r major components of the QC approac are explained in this article, a case illustration of an actual QC for teachen in a school setting is described, and guidelines for consideration in adopting the QC approach for teachers in schools are included.Quality Circles, a form of participatory management, have been used in industry and the public sector to involve workers more directly in the structuring of the work environment (Gibson, 1982;Robson, 1982;Skrovan, 1983). Based on American managerial technology (Halverson, 1983;Gibson, 1982), Quality Circles (QCs) emerged in Japanese industry during the 1960s, spread to industries in the United States and other countries during the '70s (Gibson, 1962;Robson, 1982;Skrovan, 1983), and began also to be imple-Requests for reprints should be directed to:

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The design and use of effective employee participation groups: Implications for human resource management

Mohrman

Ledford²

1985

Human Resource Management

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The use of employee participation groups is an increasingly widespread response to unrelenting environmental demands for higher levels of organizational performance. Guidelines for the design of participation groups are suggested, based on a study of participation group programs in nine organizational units of a major corporation. In order to be most effective, participation groups should include or have access to adequate skills and knowledge for systematic problem solving, should use formalized procedures, should be integrated horizontally and vertically with the rest of the organization, and should be a regular part of the organization rather than special entities. The appropriateness of using participation groups as a part of a larger human resource strategy is explored.

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Forging institutional links: Making quality circles work in the U.S.

Cited by 17 publications

References 0 publications

Les facteurs de contingence des cercles de qualité: Une synthèse de la documentation empirique

Les facteurs de contingence des cercles de qualité: Une synthèse de la documentation empirique

Quality Circles and Classroom Teachers

The design and use of effective employee participation groups: Implications for human resource management

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