Using behavior theory to investigate individual-level determinants of employee involvement in TQM

Tang, Zhongjun; Chen, Xiaohong; Wu, Ziyin

doi:10.1080/14783363.2010.530794

Cited by 32 publications

(48 citation statements)

References 94 publications

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“…Individuals' self-expectations are tied to their beliefs, their ability to face difficulty and their willingness to put forward effort and persist when faced with great obstacles. An individual's behaviour is not only shaped by the environment but also influenced by knowledge of individual subjects and driven by internal dynamics, qualifications and regulations to change the external environment rather than remaining passive (Tang et al, 2010). Accordingly, this study proposes the following hypothesis.…”

Section: Development Of Constructs Relationships and Hypothesesmentioning

confidence: 94%

“…At the organisational level, a positive attitude towards personal growth and ethics should be promoted, and employees' personal subjective norms and attitudes on the use and implementation of TQM should be valued, thus making employees willing to sacrifice individual ownership of organisational knowledge to advance the organisation's knowledge-management performance (Tang et al, 2010). Based on these concepts, we state H2 and H3 below.…”

Section: Development Of Constructs Relationships and Hypothesesmentioning

confidence: 99%

“…The implementation of total quality management (TQM) activities is a common practice and constitutes an essential factor for management at leading enterprises to enhance their competitive advantage and their organisation's business performance (Tang, Chen, & Wu, 2010). Striving for quality has been considered essential for organisations to survive in their continued expansion and in the competitive global marketplace.…”

Section: Introductionmentioning

confidence: 99%

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Exploring the antecedents that influence middle management employees' knowledge-sharing intentions in the context of total quality management implementations

Chuang

Chen

Tsai

2013

Total Quality Management & Business Excellence

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The purpose of this paper is to investigate the motivations that affect middle management employees' knowledge-sharing intentions in the context of total quality management (TQM) implementations of Taiwan's information technology (IT) industry. A research model was developed based on TQM implementations and the theory of reasoned action. Survey samples were collected from 395 middle management employees in 50 Taiwanese ISO 9001:2000-certified firms in the IT industry, providing support for the proposed model. LISREL was applied to analyse the measurement and structural models. The analytical results showed that anticipated reciprocal relationships, perceived ethics and self-efficacy have significant direct effects on attitudes towards knowledge sharing and that subjective norms are significantly associated with knowledge-sharing intentions in the context of TQM implementations. However, subjective norms alone do not significantly influence attitudes towards knowledge sharing. Because this study only considered knowledge-sharing intention with regard to TQM implementation, whether these analytical results can be generalised to other research fields is unclear. We expect that future research can replicate this model. The contribution of the present study is the establishment of a model capable of lending an understanding to knowledgesharing intention relationships for TQM implementation in the Taiwanese IT industry. This study also presents valuable recommendations for TQM literature and practice.

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Section: Development Of Constructs Relationships and Hypothesesmentioning

confidence: 94%

Section: Development Of Constructs Relationships and Hypothesesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Exploring the antecedents that influence middle management employees' knowledge-sharing intentions in the context of total quality management implementations

Chuang

Chen

Tsai

2013

Total Quality Management & Business Excellence

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“…Although much has been written about TQM and employee involvement, little attention has been paid to individual-level determinants of an employee's involvement in such a context (Tang, Chen, & Wu, 2010).…”

Section: Introductionmentioning

confidence: 99%

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

Andrade

Mendes

Lourenço

2015

Total Quality Management & Business Excellence

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Although much has been written about total quality management (TQM) and employee involvement, little attention has been paid to individual-level determinants of employees' involvement in such a context. Moreover, studies highlight differences between employers' and employees' perceptions of human resources practices, especially in what empowerment concerns. The main purpose of this research was to analyse potential differences in the perception of empowerment in employees without leadership duties between TQM-based companies and non-TQM-based companies. Results showed significant statistical differences in some dimensions of empowerment among the two groups of companies. To our knowledge, no previous study has ever investigated this issue. As a result, our research brings new insights into the TQM framework, especially in what concerns employees' behaviour.

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“…One possible explanation for this could be to accept that employee participation depends on a very large set of factors that interrelate, converting the issue of employee participation a complex problem. In particular, various authors have proven relationships between employee participation or commitment with CI activities and many organizational and individual-level factors related to daily management, but all of them argued that more theoretical and empirical research on these possible relationships should be conducted (Tang, Chen, & Wu, 2010;De Menezes, 2012;Garcia-Arca & Prado-Prado, 2011;Lam, O'Donnel, & Robertson, 2015;Lok, Hung, Walsh, Wang, & Crawford, 2005).…”

Section: Introductionmentioning

confidence: 99%

Measure to succeed: How to improve employee participation in continuous improvement

Jurburg¹,

Viles²,

Tanco³

et al. 2016

JIEM

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Abstract:Purpose: Achieving employee participation in continuous improvement (CI) systems is considered as one of the success factors for the sustainability of those systems. Yet, it is also very difficult to obtain because of the interaction of many critical factors that affect employee participation. Therefore, finding ways of measuring all these critical factors can help practitioners manage the employee participation process accordingly.Design/methodology/approach: Based upon the existing literature, this paper presents a 4-Phase (9 steps) diagnostic tool to measure the main determinants associated with the implementation of CI systems affecting employee participation in improvement activities. Findings:The tool showed its usefulness to detect the main weaknesses and improvement opportunities for improving employee participation in CI through the application in two different cases. Practical implications:This diagnostic tool could be particularly interesting for companies adopting CI and other excellence frameworks, which usually include a pillar related to people development inside the organization, but do not include tools to diagnose the state of this pillar.-1059-Journal of Industrial Engineering and Management -http://dx.doi.org/10.3926/jiem.2074 Originality/value: This diagnostic tool presents a user's perspective approach, ensuring that the weaknesses and improvement opportunities detected during the diagnose come directly from the users of the CI system, which in this case are the employees themselves. Given that the final objective is to identify reasons and problems hindering employee participation, adopting this user's perspective approach seem more relevant than adopting other more traditional approaches, based on gathering information from the CI system itself or from the CI managers.

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Using behavior theory to investigate individual-level determinants of employee involvement in TQM

Cited by 32 publications

References 94 publications

Exploring the antecedents that influence middle management employees' knowledge-sharing intentions in the context of total quality management implementations

Exploring the antecedents that influence middle management employees' knowledge-sharing intentions in the context of total quality management implementations

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

Measure to succeed: How to improve employee participation in continuous improvement

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