Perceptions of a Quality Program and Relationships with Work Perceptions and Job Attitudes

Abstract

Numerous organizations have incorporated quality-oriented interventions to improve effectiveness; however, little systematic research has concerned how employees' perceptions about such interventions influence perceptions of work characteristics or job-related attitudes. The present study of 113 professional and support staff in a large petrochemical company suggested that perceptions about management's commitment to the success of the intervention was related to perceptions of reduced role stress, more positive relationships with management and more positive job-related attitudes.

Organizational downsizing and its perceived impact on quality management practices

“…Communication of the quality mission and goals together with frequent, honest and open communication with employees is required to create a culture of shared ownership of organizational information (Blackburn and Rosen, 1993). Jones et al (1993) found that management's ability to communicate the goals of the quality program is as crucial a factor in employees' responses to the quality initiative as is management's commitment to the success of that program. Dean and Bowen (1994) noted that a focus on customer service and satisfaction is a fundamental principle of quality management.…”

Attitudes of middle managers to quality‐based organisational change

“…Some writers have argued that, because TQM has this manufacturing/operations heritage, individuals in operations-type roles will have more positive beliefs and attitudes towards quality than those in non-operations type roles (e.g. Jones et al, 1993). The development of quality ideas and practice in manufacturing and operations leads to the following hypothesis:…”