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|Title:||An Investigation of Individual Reactions to Quality Circles: Findings From Two Firms|
|Department / Program:||Business Administration|
|Degree Granting Institution:||University of Illinois at Urbana-Champaign|
|Abstract:||The current research was initiated for a number of reasons. First, there have been no cross-organizational studies, and very few studies by third parties, of Quality Circle effects and effectiveness. The importance of knowing what one may reasonably expect from a Quality Circle program seems undeniable, particularly given their popularity. The current research, therefore, is organized around the testing of hypotheses of individual reactions to Quality Circles. Finally, little attention has been devoted in the literature to the interaction between the organization, with its unique culture and history, and the structure of an intervention, whether it is Quality Circles or some other intervention, as it affects the success of the intervention. The current research thus also focuses on this issue.
The research combines a variety of data sources to shed light on these issues. A questionnaire was developed to permit testing of the hypotheses, and along with certain organizational measures, to identify the actual effects of Quality Circles. Interviews and observations were also used in the investigation of the impact of organizational factors on the Quality Circles and their effectiveness.
The results from this research indicate that Quality Circles alone have little impact on a variety of attitudinal and work behavior measures, except reactions to the phenomenon itself. Moreover, differences in results across the two organizations suggest that two contextual factors (i.e., extent of support by middle management and the degree to which the Quality Circle can alter work processes) are important variables affecting individual reactions to Quality Circles.
This research effort is viewed as a significant first step toward generating an understanding of what Quality Circles are and do. While in many ways the design and methodology employed may be less than ideal, they do provide for an increased knowledge of Quality Circles as well as illuminate directions and areas where further research might concentrate.
Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 1984.
|Date Available in IDEALS:||2014-12-15|
This item appears in the following Collection(s)
Dissertations and Theses - Business Administration
Graduate Dissertations and Theses at Illinois
Graduate Theses and Dissertations at Illinois