Total Quality Management: A Selective Commentary on Its Human Dimensions, with Special Reference to Its Downside

Connor, Patrick E.

doi:10.2307/976961

Cited by 52 publications

(28 citation statements)

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“…These management-initiated changes are usually aimed at the optimization of work processes and overall quality and quantity of performance (Anderson-Connolly et al, 2002;Harrison, 1997). Generally, changes in organizations are conducted with particular attention to the efficiency of work, but often with little regard for employee wellbeing (Connor, 1997). Even though it seems evident that employee well-being is an essential prerequisite for performance (Robertson, Birch, & Cooper, 2012;Wright & Cropanzano, 2000), the relationship between task restructuring-related change and well-being has not attracted much empirical research (Alam & Rizvi, 2012;Rau, 2006;Robertson et al, 2012).…”

Section: Task Restructuring and Psychological Well-beingmentioning

confidence: 99%

“…Some research has provided evidence that task restructuring has the capacity to stimulate efficiency and productivity, and at the same time to promote optimal working conditions, which can contribute to employees' psychological well-being (Hacker, 1993;Rau, 2006), while others have claimed that although task restructuring may be beneficial for organizations, it does not necessarily promote employee well-being (Kelly, 1992;Wilkinson & Willmott, 1996). Moreover, research has posited that task restructuringrelated change can be associated with a significant and unavoidable human cost (Campion & McClelland, 1993;Connor, 1997). Even though the debate about the positive versus the negative impact of task restructuring on well-being has attracted research attention, the argumentations offered so far have been mainly theoretical, providing little empirical evidence for the effects of this kind of change on well-being.…”

Section: Introductionmentioning

confidence: 95%

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Well-being in times of task restructuring: The buffering potential of workplace learning

et al. 2014

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In this paper, we focus on task restructuring as one of the most frequently occurring types of change in our contemporary knowledge society. In spite of its evident prevalence, research on task restructuring and employee well-being has been scarce until now. Based on Conservation of Resources (COR) theory and the Job Demands-Resources (JD-R) model, we argue that task restructuring is negatively related with employee well-being (in terms of emotional exhaustion and vigour). Furthermore, we advance that opportunities for learning through reflection and experimentation, as well as recently acquired KSAOs can serve as buffers in the relationship between task restructuring and well-being. Hierarchical regression analyses and simple slope analyses were conducted in order to test the research hypotheses on a large sample of the Dutch working population (N = 1711). Task restructuring had a positive association with emotional exhaustion and a negative one with vigour. Furthermore, recently acquired KSAOs, as well as opportunities for reflection and experimentation, buffered the relationship between task restructuring and emotional exhaustion. Opportunities for reflection and experimentation moderated the relationship between task restructuring and vigour as well. This study suggests that workplace learning can mitigate the negative relationship between task restructuring and well-being.

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Section: Task Restructuring and Psychological Well-beingmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 95%

Well-being in times of task restructuring: The buffering potential of workplace learning

et al. 2014

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“…Although there is still much debate about whether quality represents another example of management by new names, or MBNN (Connor, 1997), and therefore nothing more than QUALITY MANAGERS 379`o ld wine in a new bottle'' (Hoþ , 1995, p. 202), no one can deny the widespread use of quality management principles. For example, by 1997 91% of the Fortune 500 companies were operating under a formal quality`programme' (Lackritz, 1997).…”

Section: Is Quality Just One Step In Management Evolution?mentioning

confidence: 99%

Quality managers: Beyond 2000?

Waddell¹,

Mallen²

2001

Total Quality Management

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A review on current quality management literature discloses a conglomeration of sentiments amongst quality managers with regards to the future of their quality profession. These sentiments can primarily be grouped into two categories: (1) that quality managers will no longer play a role in functional management, as quality will become an integral part of the organization; and (2) alternatively, they will play a signi® cantly diþ erent role, leading to a specialized job design (Stratton, 1996, Quality Progress, 29, pp. 73± 74). Despite the fact that many have voiced their concerns regarding the future of the quality profession, little formal research has been conducted to address this issue. Thus, the signi® cance of undertaking this research is to aim to verify and substantiate their sentiments. Findings of the research may also contribute as a signal to quality managers with regards to their future roles and may inspire them to prepare themselves better for meeting future qualityrelated endeavours. It is important not to prophesy the precise future role of quality managers, as no one outside the psychic industry will claim to be capable of it. Rather, the research endeavours to predict the role of quality manager in the next decade by conducting interviews with various professionals in the quality-related ® elds, testing the signi® cance of research questions generated from these interviews through surveys and reviewing current quality manager-related literature. Thus, synthesizing the results from the above-mentioned means to predict the role of quality managers in the years beyond 2000.

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“…The results and assumptions are based on the literature (Connor, 1997;Gale, 1994;Senge, 1994). Given the relatively new nature of quality initiatives in the organizations of public-sector workers, participation in the enterprise is a way to distinguish between quality and quality organizations unknown.…”

Section: Hypothesis Testingmentioning

confidence: 99%

Impact of Workforce Development on Organizational Effectiveness: Evidence from Pakistani Public-Sector Organizations

Qazi¹

2017

BER

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Total Quality Management: A Selective Commentary on Its Human Dimensions, with Special Reference to Its Downside

Cited by 52 publications

References 0 publications

Well-being in times of task restructuring: The buffering potential of workplace learning

Well-being in times of task restructuring: The buffering potential of workplace learning

Quality managers: Beyond 2000?

Impact of Workforce Development on Organizational Effectiveness: Evidence from Pakistani Public-Sector Organizations

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